software management in a lean and agile world

Software Management in a Lean and Agile World

Louise Elliott @IvanaTerrorBull

Louise

Hobbies

BoardGames

WorldwideTravel

Roller Derby

Work

Delivery Manager

Financial Services

Making a difference

Challenges

Education

Electrical & Electronic EngBSc / MEng

MBA

Why Here?

Share ideas

Home

Values

Commitment

Fairness

Integrity

Respect


ExampleLouise Elliott

@IvanaTerrorBull

The Train Company•Ticket selling website

•Train location

•Staff scheduling

• Intranet

DeploymentTestDevelopment

BusinessAnalysis

Stakeholders

•Operations [Ops]

•Finance [Fin]

•Marketing [M]

• IT [IT]

•External Customers [Cust]

•CIO

•Directors

1. [Ops] New mobile app for train ticket booking (13/40/13/0.5)

2. [M] Integrate campaign management tool (8/20/8/0.5)

3. [M] Rebrand website(8/20/8/0.5)

4. [IT] Introduce continuous integration(0/40/5/30)

5. [IT] Website - remove out of support tools (2/100/40/0.5)

6. [IT] Improve the performance of reporting code(0/13/5/0.5)

7. [M]Marketing director can’t see the pricing model (0/0.5/0/0.5)

8. [Ops] Staff scheduling questions (0/2/0/0)

9. [Cust] A customer cannot login (0/3/1/0.5)

10. [Ops] New admin options for staff scheduling(13/20/8/0.5)

11. [Fin] Manual weekly tax file production (0/3/0/0)

12. [IT] Automate manual weekly tax file production(0/13/3/0.5)

2

10

3

W1

1

(0 / 13 / 5 / 0.5)

6

wk2wk1

To Do

(0 / 40 / 5 / 30)

4

(0 / 0.5 / 0 / 0.5)

7

(2 / 100 / 40 / 5)

5

Doing Done

(8 / 20 / 8 / 0.5)

3

4wk2

(0 / 3 / 0 / 0)

11

wk1wk1













2

10

3

W1

1

(0 / 13 / 5 / 0.5)

6

wk2wk1

(0 / 3 / 0 / 0)

11

wk1wk1(8 / 20 / 8 / 0.5)

3

4wk2

To Do

(0 / 40 / 5 / 30)

4

(0 / 0.5 / 0 / 0.5)

7

(2 / 100 / 40 / 5)

5

Doing DoneStatus?

Tax file produced?













13. [Ops] Can’t generate reports(0/5/1/0.5)

14. [Ops] New train maintenance log system (20/20/8/0.5)

2

10

3

1

W2

CIO – “Will the new mobile app be ready for launch in 2 weeks?”

(8 / 20 / 8 / 0.5)

3

4wk2

To Do

(0 / 40 / 5 / 30)

4

(0 / 0.5 / 0 / 0.5)

7

(2 / 100 / 40 / 5)

5

Doing DoneStatus?

(0 / 13 / 5 / 0.5)

6

wk2wk1

(0 / 3 / 0 / 0)

11

wk1wk1Tax file produced?


PriorityLouise Elliott

@IvanaTerrorBull

“Lack of time is actually lack of priorities.”

Timothy Ferris

Prioritise by Business Value

What’s Important?•Extra income

• Increase in number of customers

• Improvement in customer experience

•Time saving

• Improvement in data quality

•Reduction in risk

•Alignment with strategy

•…

Scorecard

Due date?

Prioritise by Score?


90

80

30

20

40

5560


90

80

30

20

40

5560

375


90

80

30

20

40

5560

95

95

375

Best Bang for your Buck

consider effort

90/8

80/3

30/1

20/5

40/8

55/360/5

95/5


consider effort

90/8

80/3

30/1

20/5

40/8

55/360/5

95/5

95/5=19 375/33

=11.4


consider effort

90/8

80/3

30/1

20/5

40/8

55/360/5

95/5

1911.3 26.7

1218.3

530

4

consider effort

90/8

80/3

30/1

20/540/8

55/3

60/5

95/5

19

11.3

26.7

12

18.3

5

30

4



consider effort

90/8=11

80/3=27

30/1=30

20/5=4

40/8=5

55/3=18 60/5

=12

95/5=19


•Projects

•Enhancements

•Paying Technical Debt

•Improving Ways of Workingnot always low priority!

Urgencydamage increases rapidly / highly time sensitive / several VIP users affected

damage increases considerably /somewhat time sensitive /single VIP user affected

damage increases marginally /not time sensitive

HIG

HM

ED

IUM

LO

W

Impactseveral staff or customers affected / financial impact > $10,000 / reputational damage high

some staff or customers affected / financial impact $1,000 to $10,000 / reputational damage moderate

few staff or customers affected / financial impact < $1,000 / reputational damage low

HIG

HM

ED

IUM

LO

W

Urgency / Impact

Impa

ct

P1 - Critical P2 - High P3 - Medium

P2 - High

P3 - Medium

P3 - Medium P4 - Low

P4 - Low P5 – V. Low

H

M

L

H M L

Urgency

•Incidents

Urgency / Impact

No Choice

eg Regulatory work

Prioritised by fixed end date and effort needed

Overall Priorities

No ChoiceBest

Bang for your Buck

P5

P3

P4

P2

P1

1. 57 - [Ops] New mobile app for train ticket booking (13/40/13/0.5)

2. 13 - [M] Integrate campaign management tool (8/20/8/0.5)

3. 23 - [M] Rebrand website(8/20/8/0.5)

4. 54 - [IT] Introduce continuous integration(0/40/5/30)

5. 79 - [IT] Website - remove out of support tools (2/100/40/0.5)

6. 15 - [IT] Improve the performance of reporting code(0/13/5/0.5)

7. P2 - [M]Marketing director can’t see the pricing model (0/0.5/0/0.5)

8. P3 - [Ops] Staff scheduling questions (0/2/0/0)

9. P5 - [Cust] A customer cannot login (0/3/1/0.5)

10. 27 - [Ops] New admin options for staff scheduling(13/20/8/0.5)

11. NC/weekly - [Fin] Manual weekly tax file production (0/3/0/0)

12. 7 - [IT] Automate manual weekly tax file production(0/13/3/0.5)

13. P1 - [Ops] Can’t generate reports(0/5/1/0.5)

14. NC/12 wks - [Ops] New train maintenance log system (20/20/8/0.5)

15. NC/2 wks - [Ops] Change config to add new stations (0/0.5/0/0.5)

2

10

3

W3

1

11. NC/weekly - [Fin] Manual weekly tax file production (0/3/0/0)

14. NC/12 wks - [Ops] New train maintenance log system (20/20/8/0.5)

13. P1 - [Ops] Can’t generate reports(0/5/1/0.5)

5. 79 - [IT] Website - remove out of support tools (2/100/40/0.5)

7. P2 - [M]Marketing director can’t see the pricing model (0/0.5/0/0.5)

1. 57 - [Ops] New mobile app for train ticket booking (13/40/13/0.5)

4. 54 - [IT] Introduce continuous integration(0/40/5/30)

8. P3 - [Ops] Staff scheduling questions (0/2/0/0)

10. 27 - [Ops] New admin options for staff scheduling(13/20/8/0.5)

3. 23 - [M] Rebrand website(8/20/8/0.5)

6. 15 - [IT] Improve the performance of reporting code(0/13/5/0.5)

2. 13 - [M] Integrate campaign management tool (8/20/8/0.5)

12. 7 - [IT] Automate manual weekly tax file production(0/13/3/0.5)

9. P5 - [Cust] A customer cannot login (0/3/1/0.5)

15. NC/2 wks - [Ops] Change config to add new stations (0/0.5/0/0.5)

2

10

3

W3

1

(8 / 20 / 8 / 0.5)

3

4wk2

To Do

(0 / 40 / 5 / 30)

4

(0 / 0.5 / 0 / 0.5)

7

(2 / 100 / 40 / 5)

5

Doing DoneStatus?

(0 / 13 / 5 / 0.5)

6

wk2

(0 / 3 / 0 / 0)

11

wk1Tax file produced?


MetricsLouise Elliott

@IvanaTerrorBull

“What’s measured improves.”

Peter Drucker

MeasuresCycle time

Request made

Work started

Delivery

Lead time

R S D

MeasuresCycle time

Request made

Work started

Delivery

Lead time

Customer view

Process Capability

R S D

Measures

R S D

today

R S

R

R S D

R S

Measures

R S D

today

R S

R

R S D

R S

Lead time

Lead time

Measures

R S D

today

R S

R

R S D

R S

Cycle time

Cycle time

Measures

R S D

today

R S

R

R S D

R S

Age

Age

Age

(0 / 13 / 5 / 0.5)

6

wk2wk1

(0 / 3 / 0 / 0)

11

wk1wk1(8 / 20 / 8 / 0.5)

3

4wk2

(0 / 0.5 / 0 / 0.5)

7(2 / 100 / 40 / 5)

5

(0 / 40 / 5 / 30)

4

Limit Work in Progress

To Do Doing Done

(0 / 13 / 5 / 0.5)

6

wk2wk1

(0 / 3 / 0 / 0)

11

wk1wk1(8 / 20 / 8 / 0.5)

3

4wk2

(0 / 0.5 / 0 / 0.5)

7(2 / 100 / 40 / 5)

5

(0 / 40 / 5 / 30)

4

Limit Work in Progress

To Do Doing Done

Waste

Measures

R S D

today

R S

R

R S D

R S

WIP

WIP

Measures•Lead time – average / max / min

•Cycle time – average / max / min

•Age – total / average / max / min

•WIP – total time spent on non-delivered tasks

To Do

(0 / 40 / 5 / 30)

4

(0 / 0.5 / 0 / 0.5)

7

(2 / 100 / 40 / 5)

5

Doing Done

(8 / 20 / 8 / 0.5)

3

4wk2

(0 / 13 / 5 / 0.5)

6

wk2wk1

(0 / 3 / 0 / 0)

11

wk1wk1

Cycle time = 1 wkLead time = 3 wks

Cycle time = 2 wksLead time = 11 wks

Age = 3 wksWIP = 32 days

Age = 3 wks

Age = 15 wksAge = 20 wks

Measures•Lead time

average = 7 wks / max = 12 wks / min = 3 wks

•Cycle time

average = 1.5 wks / max = 2 wks / min = 1 wk

•Age

total = 41 wks / average = 10 wks /

max = 20 wks / min = 3 wks

•WIP – 32 days

11. NC/weekly - [Fin] Manual weekly tax file production (0/3/0/0) – age 5 wks

14. NC/12 wks - [Ops] New train maintenance log system (20/20/8/0.5) – age 2 wks

13. P1 - [Ops] Can’t generate reports(0/5/1/0.5) – age 2 wks

5. 79 - [IT] Website - remove out of support tools (2/100/40/0.5) –age 15 wks

7. P2 - [M]Marketing director can’t see the pricing model (0/0.5/0/0.5) – age 3 wks

1. 57 - [Ops] New mobile app for train ticket booking (13/40/13/0.5) – age 4 wks

4. 54 - [IT] Introduce continuous integration(0/40/5/30) – age 20 wks

8. P3 - [Ops] Staff scheduling questions (0/2/0/0) – age 7 wks

10. 27 - [Ops] New admin options for staff scheduling(13/20/8/0.5) – age 24 wks

3. 23 - [M] Rebrand website(8/20/8/0.5) – age 3 wks

6. 15 - [IT] Improve the performance of reporting code(0/13/5/0.5) – age 12 wks

2. 13 - [M] Integrate campaign management tool (8/20/8/0.5) – age 5 wks

12. 7 - [IT] Automate manual weekly tax file production(0/13/3/0.5) – age 22 wks

9. P5 - [Cust] A customer cannot login (0/3/1/0.5) – age 17 wks

15. NC/2 wks - [Ops] Change config to add new stations (0/0.5/0/0.5) – age 1 wk

2

10

3

W3

1

Measures / Priorities

Change the scorecard to take into account the measures we would like to reduce? For example, the older the work the higher (or lower) the priority.


TransparencyLouise Elliott

@IvanaTerrorBull

NC11

MarketingFinance

NC14

P113

IT

795

Operations

P27

571

544

P38

2710

233

156

132

127

Customer

P59

NC15

Priority Board

To Do Doing Done

Programme Board

NC

New TrainMaint Log

14.

79

UpdateWebsitetools

5.

57

Mobile App1.

13

CampaignMgmt

2.

To Do Doing Done

Impediment Board

New testenviron

Tax rulequestion

Database Walletsetup

Infra.Not

Available

Impediment Measures•Lead time – average / max / min

•Cycle time – average / max / min

•Age – total / average / max / min

Resource BoardNC

11

wk1 Louise

NC14

P113

795

ChristianAndrea

Alexander

GüntherStefan

SaschaRene

Helmut

wk2 SaschaChristianAndrea

Alexander

ReneHelmutLouise

GüntherStefan

P27

Louise

571

Sascha

ChristianAndrea

Alexander

wk4

ReneHelmutLouise

GüntherStefan

SaschaSascha

ChristianSaschaAndrea

Alexander

ReneHelmutLouise

GüntherStefan

wk3

Resource Board

wk1

NC14

795

ChristianAndrea

Alexander

SaschaRene

Helmut

wk2 SaschaChristianAndrea

Alexander

ReneHelmutLouise

GüntherStefan

GüntherStefan

wk3ChristianAndrea

Alexander

wk4

ReneHelmutLouise

GüntherStefan

Sascha

Christian Sascha

ReneHelmutLouise

Günther

AnnualLeave

SupportEnhancements

Louise

AndreaAlexander

Stefan


StructureLouise Elliott

@IvanaTerrorBull

The Train Company•Ticket selling website

•Train location

•Staff scheduling

• Intranet

DeploymentTestDevelopment

BusinessAnalysis

DeploymentTest

Development

BusinessAnalysis

QueueQueue

Queue

Queue

0

20

40

60

80

100

0 20 40 60 80 100

Qu

eue F

actor

Load on Team (%)

50%, 1 75%, 3

99%, 99

90%, 9

Queue99%, 99

Queue90%, 9

Queue99%, 99

Queue50%, 1

BusinessAnalysis

Development Test

Deployment

Queue99%, 99

Queue99%, 99

Queue99%, 99


EngagementLouise Elliott

@IvanaTerrorBull

Why does engagement matter?

Individual

•happier

•more effective

•higher performance

Organisation

•operating income

•net income growth

•profitability

•Customer satisfaction

Effectiveness of Line Manager

Effectiven

ess of Hig

h L

evel Man

ag

er

An Effective Line Manager…

•Treats employees with respect

•Clearly communicates goals and assignments

•Is open and honest

•Helps remove impediments

•Positively manages poor performance

An Effective High Level Manager…

•Respects and values the employees

•Inspires employees to give their best

•Makes rational decisions for the long term

•Communicates a clear and compelling vision

•Is flexible in their approach to new situations

Reward and Recognition

•Consider the impact of bonuses

•Individual or team rewards?

•Individual awards

•‘Thanks’ board

“The leaders who work most effectively it seems to me, never say ‘I’. ... They don’t think ‘I’. They think ‘we’; they think ‘team’. They understand their job is to make the team function. They accept responsibility and don’t sidestep it, but ‘we gets the credit. This is what creates trust, what enables you to get the task done.”

Peter F. Drucker


Louise Elliott @IvanaTerrorBull