Lean/Agile Basics and Essentials

April 18th Results Washington Agile Friday Webinar

University of Washington

Jeanne Marie Isola

Director Finance Program UW-IT Role: Sponsor, Driver, VisionaryLeadership Strength: Strategic Thinking

Alan Chedalawada

President Net Objectives

Role: Trainer, SenseiStrength Domain: Influencing

Gwen Trentham

Project Manager Finance Program UW-IT

Role: Subject Matter Expert, CoachStrength Domain: Executing

Maureen Noonan

Org Dev Specialist Organizational Development UW-IT

Role: Governance, CoachStrength Domain: Relationship-Building

Highest Business Value In a Shorter Amount of Time

Predictably

Goal and Benefit of Agility

Source: Standish GroupStudy of 2000 projects at 1000 companies

Usage of Features and Functions in Typical System

WASTE and the

DELAY OF VALUE

Lean-Agile helps eliminate or minimize Risks!

Agilityfocuses on value

Lean principles and Agile practices focused on producing Business value

Agility is about Business Value Increments, not development cycles

Business

Value

Business

ManagementTeam

MAKE

VALUE

FLOW

technical

Business Value The single focus for

PriorityProgressWork management

AGILE provides framework and practices for producing increments of functionality

LEAN provides principles and practices which enable defining and prioritizing increments of highest Business value

Inpu

t

Priority Planning Staging Ready to Pull Ite

ratio

n 0 Iterative

DevelopmentIncrementalDeployment

Support & Feedback

ITERATIVE AGILE

e m p i r i ca l

value stream

LEAN-AGILE

Only work on something that has Business value and you know how to achieve it

Only start something you know you can finish (uninterrupted)

Have a quick ‘Discovery’ process to enable the above 2 things

Lean Thinking

PULL

© Copyright Net Objectives, Inc. All Rights Reserved 10

high utilization throughput

Focus on speed of Producing ValueNot on utilizing an individual persons capacity

Stop StartingStart Finishingand

Lean-Agile Software Development

Optimize the WholeEliminate WasteBuild Quality In Deliver Fast Defer Commitment

Key Principles

Create Knowledge Empower PeopleFocus on Flow (of Value)Continually Improve

discover next increment

discover how to build it and implement it

realize it

BusinessValue

you cannot build the right thing if you have not discovered it first!

Things to Discover…• Business Value (ROI)• Priority & Sequence• Business Value

increments• Acceptance / Validation

Criteria• How to build it• What resources are

needed• How to implement it

Roles, Boundaries, Scale, & Levels

Business

Why is this valuable?

Goals

Business Value criteria

Success metrics

Message map

Segments / audience

Product Vision

Budget

define

Team

How to achieve that value?

BVIs prioritized by Business Value

Prioritized business features

Scenarios / Personas

Validation approach & acceptance criteria

submit to team

IT & Business

What is best way to deliver that value ?

Business capabilities

Workflows

Process models / maps

Scenarios

design

Portfolios

Programs

Projects

Book of WorkRolling ReleasesLevels 1, 2, & 3

Program BacklogReleases

Multiple Teams

Product BacklogIterations

Whole Team

Lean

-Agi

le

Fram

ewor

kSc

aled

Ag

ile

Fram

ewor

k

LA

Itera

tive

Fram

ewor

kExecutive,Business,

Management,& Team

Business,Management,

& Team

Business& Team Practices

Responsibilities Scale and ScopeToolsets Complexity

Com

plex

ity o

f env

ironm

ents

Lean-Ag i le Ro les

Business

Product Owner (Release) Business Subject Matter Expert

Business Analyst Focus Groups

User Acceptance Testers

LAPM (Scrum Master) Technical Lead Developers Testers Support

Executive Sponsor Business Sponsor

Stakeholders

CIOCTOTechnology Sponsor

Business Product Owner(s) Business PM

Technology OwnerTechnology Delivery ManagerApplication Development Manager

MANAGEMENT

EXECUTIVE

FRONT LINElevel 1

level 2

level 3

Lean-Ag i le Ro les

Technology

Team Agility

Value Delivery Teams (Pods)• Cross-functional• Collective ownership• Self-organization

ConsistencyValue focusVisibilityTerminology and rolesLean-Agile principles, practices, and metricsVelocity and Business Value delivery capacity

Team Agility

With multiple teams:

Business value driven -> Incremental

Business Value Realization Trends

Business Value ‘Chunk’ Set of capabilities / functionality which provides value to the Business (realizable).Capabilities include people, process, and technology.

Minimal Business Increment (MBI)Smallest ‘chunk’ of realizable Business value. Comprised of Business capabilities.

Business Value Chunk

Minimal Business Increments

Feature / Scenario(s)

User Stories

Never loses context

Right-sized Stories

Tasks

Book of Work: Visibility, Alignment, Transparency, Consistency

Deliver Value / Highest Priority

Lean/Agile Basics

theBUSINESS

SCOPE,owns

VALUE,and

and only the Business can start and stop work!

TIMELINE

QUARTERLY Business value realizationRelease train (which train are you going to catch?)

ITERATION / ITERATION

LENGTH

Two weeks or less recommended Consistent regardless of any factors

DAILY Happens every day at the exact same time & location

Cadence

Synchronization

Iteration Planning

Daily Stand-up

Demo

4 Meetings

Retrospective

*Sprint = Iteration

•Basic Agile Flow

Product BacklogAll the work necessary to achieve the Business value

Prioritized and sequenced based on Business value

Constantly evolving and refined (just in time)

Product Topline/Release Burn-up

Total Program size in Story Points

Aug 2012

Oct. 2012 complete

Dec. 2012 committed

Sep 2013

Apr. 2013 Planned

138 point short fall

Funding Shortfall

Jul. 2013 Planned

Sep. 2013 Planned

Top Line / Release Burn-Up. Updated after each Iteration. Depicts the team’s velocity (story points per Iteration), and overlays estimated projections and release points (BVI). This chart and the Feature Burn-Up combine to give executive transparency into each program’s status.

Key ArtifactsProduct Backlog

Iteration Backlog

Questions?