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Reformulating the Product Delivery Process Israel Gat Erik Huddleston Walter Bodwell Stephen Chin April 23, 2010
Lean/Agile has the demonstrated potential to drive high levels of productivity and quantifiable benefits for development organizations Dramatic Productivity Increases Development Engineering time Reduction Increased Release Frequency Release Freeze Source:  David Joyce; Kanban Results  Part 3;  Lean and Kanban; November 4 2009 Source:  David Joyce; Kanban Results ; Lean and Kanban;  October 24 2009
Likewise, Inovis saw similar gains after a “big bang” rollout in 2008 QSMA, arespected consultancy on development productivity benchmarked Inovis against an industry database of over 7500 other projects.
However, the greater the success experienced in R&D, the more disruption that it creates for the organization as a whole Feature selling becomes impossible (Sales Enablement) Launch Cycle Time > Dev Cycle Time Marketing Sales Melting Change Managers: 50 changes once a month to 900 changes constantly Product Management Operations Development …in the weeds… Professional Services Support Supported Release proliferation Innovator’s Dilemma
5 “Eat your spinach or the Scrum will get you.”
However, by applying/extending those same lean/kanban principles more broadly in the organization, these risks can be avoided, and organizational value increased. Source: InfoQ Source: InfoQ Three Atypical, but Critical Practices in the Product Portfolio Kanban: ,[object Object]
 Upstream and Downstream WIP Limits
 Dynamic Allocations,[object Object]
We manage each business case through a Kanban which extends upstream and downstream from traditional development Kanban Stages Benefits ,[object Object]
 Expose and Route Around Political Roadblocks and Priority Alignment
Focus Organizational Value ReturnProposed Biz Case Backlogged Long Term Roadmap Scheduled Committed Roadmap In Process Software development method in use Deployed Release Management Enabled Collateral, Training Adopted Marketing Usage Validated Biz Case Analysis Feature Success Measurement WIP Limits WL Capacity based WIP limits WL WL Item/slot based WIP limits WL WL 8
The Requirements Management and Kanban WIP Limits enable Organizational Value to be optimized dynamically based on real world organizational capacity and appetite Marketing Sales Proposed Validated Adopted Enabled Product Management Operations Scheduled Backlogged Development In Process Deployed Bottleneck Validated Enabled Adopted Professional Services Support
What did success look like? One Example: Market Responsiveness “Inovis would not have succeeded if they were unable to deliver a staggering 200+ patches and releases to support our migration effort.  No Inovis competitor could have done that.”  --Michael Amend, Dell
Tactics/Capabilities How was it executed?  Here is the Lean Execution Engine Test Execution ALM (Requirements Management) Continuous Improvement Feedback Dynamic  Roadmap Code to Feature Linkage Test to Feature Linkage Continuous Build Test Execution LRM (Lean Release Management) Branch Management Components Merge Management Artifact Mgmt Code Change Detection SCM (Code Management) Gold Master SaaS Deployment
Let’s take a look at a live Lean Portfolio Management System
Next Steps…What we are planning, how you can get started Apropos Launch: May 22nd Initial Version: ,[object Object]
Support for Rally Community EditionHelp Us: ,[object Object]
Implement more portfolio features and metricsContact: ,[object Object]
Stephen.chin@inovis.comProject URL: http://code.google.com/p/apropos/

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Reformulating the Product Delivery Process

  • 1. Reformulating the Product Delivery Process Israel Gat Erik Huddleston Walter Bodwell Stephen Chin April 23, 2010
  • 2. Lean/Agile has the demonstrated potential to drive high levels of productivity and quantifiable benefits for development organizations Dramatic Productivity Increases Development Engineering time Reduction Increased Release Frequency Release Freeze Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November 4 2009 Source: David Joyce; Kanban Results ; Lean and Kanban; October 24 2009
  • 3. Likewise, Inovis saw similar gains after a “big bang” rollout in 2008 QSMA, arespected consultancy on development productivity benchmarked Inovis against an industry database of over 7500 other projects.
  • 4. However, the greater the success experienced in R&D, the more disruption that it creates for the organization as a whole Feature selling becomes impossible (Sales Enablement) Launch Cycle Time > Dev Cycle Time Marketing Sales Melting Change Managers: 50 changes once a month to 900 changes constantly Product Management Operations Development …in the weeds… Professional Services Support Supported Release proliferation Innovator’s Dilemma
  • 5. 5 “Eat your spinach or the Scrum will get you.”
  • 6.
  • 7. Upstream and Downstream WIP Limits
  • 8.
  • 9.
  • 10. Expose and Route Around Political Roadblocks and Priority Alignment
  • 11. Focus Organizational Value ReturnProposed Biz Case Backlogged Long Term Roadmap Scheduled Committed Roadmap In Process Software development method in use Deployed Release Management Enabled Collateral, Training Adopted Marketing Usage Validated Biz Case Analysis Feature Success Measurement WIP Limits WL Capacity based WIP limits WL WL Item/slot based WIP limits WL WL 8
  • 12. The Requirements Management and Kanban WIP Limits enable Organizational Value to be optimized dynamically based on real world organizational capacity and appetite Marketing Sales Proposed Validated Adopted Enabled Product Management Operations Scheduled Backlogged Development In Process Deployed Bottleneck Validated Enabled Adopted Professional Services Support
  • 13. What did success look like? One Example: Market Responsiveness “Inovis would not have succeeded if they were unable to deliver a staggering 200+ patches and releases to support our migration effort. No Inovis competitor could have done that.” --Michael Amend, Dell
  • 14. Tactics/Capabilities How was it executed? Here is the Lean Execution Engine Test Execution ALM (Requirements Management) Continuous Improvement Feedback Dynamic Roadmap Code to Feature Linkage Test to Feature Linkage Continuous Build Test Execution LRM (Lean Release Management) Branch Management Components Merge Management Artifact Mgmt Code Change Detection SCM (Code Management) Gold Master SaaS Deployment
  • 15. Let’s take a look at a live Lean Portfolio Management System
  • 16.
  • 17.
  • 18.
  • 21. Demo Backup – Portfolio View
  • 22. Demo Backup – Scope View
  • 23. Demo Backup – Resource View
  • 24. Demo Backup – Analyze View
  • 25. Demo Backup – Roadmap View

Notes de l'éditeur

  1. Multi color wip limits