break through agile transformation stagnation

Breakthrough Agile Transformation Stagnation

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Betty Zakheim VP of Industry Strategy, Tasktop

• 30 Years in Software Development and Delivery

• Developer, Development Manager, Product Manager, Exec, Professional Scrum Master

• Integrates software development and delivery tools into one cohesive value stream

• Automates the flow of work among colleagues, reducing wasted time and aggravation

• Gain visibility across your entire lifecycle by collecting metrics and activity data for dashboards, KPIs and traceability reports


Al [email protected]

@AlShalloway

CEO and Founder, Net Objectives

Co-founder of Lean-Systems SocietyCo-founder Lean-Kanban University (no longer affiliated)Contributor to SAFe


Lean ManagementProject

Management

technical

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

Onsite SPC Leading SAFe®

Agile Architecture

Product Manager/PO

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

ASSESSMENTS

CONSULTING

TRAININGCOACHING


Most CxOs are passionate and working to

• Faster business value realization • Identify high-value solutions

Maximize ROI

• Stop delivering the wrong things • Avoid delays and inflated costs• Low-quality software

Reduce Risk

• Focus on most important items• Organize for efficient delivery

Reduce Waste

• Conduct experimentation, pivot fast• Nurture a culture of intrapreneurship –

Embrace failure, Agile HR, people motivation

Learn-to-Learn

• Aligning business and technology• Cross BU and cross technology alignment

Create Alignment


Teams have improved, but time to market is about the sameNot everything built is useful – some things have to be redoneThings get almost done quickly, but finishing takes timeLots of interruptions or waiting

Agile Stagnation – What Are the Symptoms?


What Is causing Agile Stagnation?The process?

Development group?Management?

People are looking for someone to blameBoth in waterfall and Agile

We must shift to a lean focus on the system


Business SideDevelopment/IT Side

Part of the problem is we have ‘sides’

There Are Two Places to Start

Start With Business


ideas

Business Side1. Only High Value Work • Many features not of highest

valueUsage of Features and Functions in Typical System

Source: Standish GroupStudy of 2000 projects at 1000 companies


ideas

Business Side1. Only High Value Work • Many features not of highest

value• Must work on MBIs


DEFINITION

The minimum amount of business value that can be built, deployed and consumed that makes sense from a business perspective

Minimum Business Increment (MBI)


An MBI is not a reason to deliver less. It is a reason to deliver sooner.


Agilityis aboutBusiness Value Increments not Development Cycles

• Pick what’s valuable• Align around it• Deliver incrementally


ideas

Business Side1. Only High Value Work2. Shorter Planning Cycles

Annual planning results in an average of 15 months to deliver (or you must squeeze it in and break your plan)Quarterly planning results in an average of 3 months to deliver

Development / IT Side


ideas

Development / IT Side1. Recognize cause of problem • Delays


Common Organizational Structure

inspired by Dan North, BSC/ADP 2012Marketing Product

ManagementDevelopment Support


The Nature of Our Work

Marketing Product Management

Development Support


We Manage Our People This Way

even though our value flows this way

Who Is Managing The Value?


Time-to-Market


Development Support

This is the value stream


how often does work wait?

Adding Value

Wai

ting

Waiting Waiting Waiting Waiting

Adding Value Adding ValueAdding Value

Adding Value Adding Value

WaitingWaiting

Waiti

ng

Wai

ting

Adding Value

Adding Value

Adding Value

Adding Value

WaitingWaiting


Development Support


QUESTION

Between getting requirements and using them?

Between writing a bug and it being detected?

Between two groups getting out of sync?

Just waiting for someone?

What happens when adding value is delayed?


ideas

Development / IT Side1. Recognize cause of problem • Delays

oWaiting for peopleoBefore integratingoGetting feedbackoGetting informationoUsing information


ideas

Development / IT Side1. Recognize cause of

problem2. Manage WIP

Focus on finishing• Work on small chunks of value• Don’t start too many• Don’t work on too many


Business Capability

Biz Capability as MBI

BC1 BC1

Feature A Feature B Feature A Feature B

Sub-feat A.1

Sub-feat A.2

Sub-feat B.1

Sub-feat B.2

Sub-feat A.1

Sub-feat A.2

Sub-feat B.1

Sub-feat B.2

Sub-feat B.3

Sub-feat B.3

Existing TBD Deferred

Theme

Theme


ideas


problem2. Manage WIP

Focus on finishing• Work on small chunks of value• Don’t start too many• Don’t work on too many• Don’t do wrong stuff – use ATDD


ideas


problem2. Manage WIP3. Align the eco-system

• Must work together, not merely manage dependencies• Align team structures• Align when teams work


There is more value created with overall alignment that with local excellence.

- Don Reinertsen

Visualize the result, allow teams to form their own solutions.


V A L U E N E T W O R K O W N E R , B U S I N E S S S P O N S O R , T E C H N O L O G Y S P O N S O R , S T A K E H O L D E R S

TE

AM

PR

OG

RA

MP

OR

TF

OL

IO

B U S I N E S S D I S C O V E R Y B U S I N E S S D E L I V E R Y

Input

Define Business capabilitiesCreate MBIsSequence MBIsCreate FeaturesAssign to Team Backlogs



TE

AM

PR

OG

RA

MP

OR

TF

OL

IO

Business Priority




TE

AM

PR

OG

RA

MP

OR

TF

OL

IO

Business Planning




TE

AM

PR

OG

RA

MP

OR

TF

OL

IO

Business Staging




TE

AM

PR

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MP

OR

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Ready to Pull



ideas


problem2. Manage WIP3. Align the eco-system

• Must work together, not merely manage dependencies• Align team structures• Align when teams work


ideas


problem2. Manage WIP3. Align the eco-system4. Discover your constraints and

progress through proper metrics

• You can’t manage what you can’t see• Must relieve bottlenecks• Alignment through understanding

the whole

Must be holisticMust not be one-size fits allNeed agreements across organization

Whatever Approach You Take


Guardrails

Drive from Business Value

Collaborate across

boundaries

Keep WIP within capacity

Increase Predictability

Make all work visible

Improve continuously


• Recognize SAFe is a framework, not a solution• Look to it for ideas• Agree to guardrails, not “just follow SAFe”

SAFe®


Lean ManagementProject

Management

technical

Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner

Onsite SPC Leading SAFe®

Agile Architecture

Product Manager/PO

Leanban / Kanban / Scrum ATDD / TDD / Design Patterns

ASSESSMENTS

CONSULTING

TRAININGCOACHING

Write me at [email protected]

Fragmented Value StreamsBu

sines

s Val

ue

Best-of-breed tool chain

Reve

nue

Resu

lts

Fragmented Value Streams

Best-of-breed tool chain

Drive from Business Value

Value Stream Integration

Increases visibilityDecision making, governance and compliance supported by full lifecycle consolidated data

Increases team effectiveness through automationFrictionless flow of information across a unified delivery lifecycleReduce wasted time, errors and dropped ballsIncrease capacity and velocityEnhanced cross-organization and supply chain/partner collaboration

Creates a flexible tool infrastructureEasily adopt new tools as business conditions changeBenefits of standardization and best-of-breed strategy

Connect the disparate activities into one value stream… by connecting the tools into a modular toolchain


Contact Net Objectives: netobjectives.com/contactEmail Net Objectives: [email protected] Tasktop: tasktop.com/contact-usEmail Tasktop: [email protected]

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