No More Pet Projects With WSJF
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Tom Walton, Gary Green and Clement Pickering of Infinity Works spoke about techniques to guide your organisation to deliver value quicker and more closely aligned to your business strategies.
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No More Pet Projects With WSJF
- 1. No More Pet Projects!
- 2. Infinity Works Consulting In order of appearance… • Clem Pickering, Principal Consultant • Tom Walton, Director • Gary Green, Principal Consultant
- 3. The solution can be the problem!
- 4. IT Finance Business Owners Marketing Customer Services The Business Change PMO BA Delivery Dev Test Architecture h/w s/w Service Sec Plat Infra App Supp The solution can be the problem! Handoffs! Functional silos are dysfunctional!
- 5. IT Finance Business Owners Marketing Customer Services The Business Change PMO BA Delivery Dev Test Architecture h/w s/w Service Sec Plat Infra App Supp The solution can be the problem! A part of IT wakes up! Let’s do agile!
- 6. IT Finance Business Owners Marketing Customer Services The Business Change PMO BA Delivery Dev Test Architecture h/w s/w Service Sec Plat Infra App Supp The solution can be the problem! Engagement improves! Let’s do agile!
- 7. IT Finance Business Owners Marketing Customer Services The Business Change PMO BA Delivery Dev Test Architecture h/w s/w Service Sec Plat Infra App Supp The solution can be the problem! Feedback becomes quicker! I think you mean DevOps Let’s do agile!
- 8. IT Finance Business Owners Marketing Customer Services The Business PMO BA Delivery Dev TestArchitecture Operations Sec Plat Infra App Supp The solution can be the problem! Delivery expectations become aligned! Let’s do DevOps!
- 9. IT Finance Product Owners Marketing Customer Services The Business Delivery Product B Operations Sec Plat Infra App Supp The solution can be the problem! IT & “The Business” get closer! Product CProduct A Product E Product FProduct D “The Business”
- 10. IT Finance Product Owners Marketing Customer Services The Business Delivery Operations Sec Infra The solution can be the problem! Further refinements are made! Product C “The Business” Product BProduct A Product FProduct EProduct D Platform Engineering and Application Support merge in
- 11. “The Business” Finance, Marketing, Product, Customer Service and IT The solution can be the problem! The End Goal! Product CProduct A Product B Product D Product E Product F Most companies will not achieve this (and probably don’t want to)
- 12. So How Can “The solution be the problem”? To embrace DevOps practices and patterns IT will have made major organisational, process, technology, people and financial changes. • Have business functions evolved at the same pace? • Have you reached the “real” goal yet? • Do you know your users? • What makes them happy?
- 13. Do you know your users?
- 14. Do you know your users? Product Owner Product Team Customer Services Marketing Finance Users aren’t your stakeholders…. What do your users need? Communication Communication Communication Communication (by proxy) Users Commun
- 15. Do you know your users? What internal data have you been collecting to understand your users? What do they like, what fell flat, why? Competitors and partners – What they doing? And Why? What’s the happening in the wider marketplace and within your specific industry? What Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered? All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available Do you know your current position? Competitive Landscape
- 16. Interlude: A Quiz! • Born 1948; grew up in England • Married twice • 2 children • Successful in business • Wealthy • Spends the winter in the Alps • Likes dogs
- 17. Do you know your users? Have you met your users? Virtual or real-life! Example taken from HSCIC - Identity Access Management Personas
- 18. Do you know your users? • Key Partners • Key Activities • Key resources • Value Propositions • Relationships • Channels • Customer Segments • Cost Structure • Revenue Streams Business Model Canvas Do you have a business model canvas?
- 19. Do you know your users? Extended Product Team PersonasCompetitive Landscape Business Model Canvas An extended team should include Marketing, Finance, CS etc You have the information, so what’s next? Help to build the right thing!
- 20. Help to build the right thing
- 21. Help to build the right thing Vision, Mission, Objectives, Strategies and Tactics (VMOST) Weighted Shortest Job First (WSJF) 2 techniques: A strategic framework to visual business change A method to quickly prioritise your backlog (by value)
- 22. Help to build the right thing - VMOST VMOST Framework I want to work in a place where…. We will reach that place by…. We will measure our success by… We will focus on… We will do… . . . . . A cyclical process
- 23. Help to build the right thing - VMOST VisionMissionObjectivesStrategies Tactics (inscope) Tactics (descoped) Aplacewherewewant tobe... Howweregoingtoget there(anumber of missions) Howweknowwegot there(KPIs) Areas of focus Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Changes Points Cost: xx Benefit: xx Cost: xx Benefit: xx nd Change Marketing / Comm. Change Process / Org Change Product Change Technology Change 30 Estimated cost of Change (Points) s e
- 24. Help to build the right thing - VMOST Belief: Tactics: Blogger Tactics: Google+ Tactics: Google Docs Vision: Our visionisaplacewheretheworldhasaccesstoclearlysortedandrelevant information. Dataisalreadycollatedandtransformedintoinformationreadyfor consumptioninnewandexcitingwaysaroundtheworld –not just therichcountries. Informationisalsonolonger drivenbyhistorical occurrences.Whilst dataobtainedfrompast eventsisstill important,it istransformedandutilisedtoassist current andfuturehumanneeds. Thenext periodof worldchangewill be built onorganisedand availableinformation Tactics: Google Drive Tactics: You Tube Mission: Changehow organisationsinteract withinformation. Mission: Useinformationto facilitatecommunication andideasharingbetween people Mission: IntegrateInformation& Knowledgeintoeveryday life Strategy: Focuson traditional e-communication methods Tactics: GMail Tactics: Android Phones Tactics: Google Translate Objective: 1:3adultstoassociateonline sharing&collaborationwith Googlebrandsby2015 Objective: Handle40%of theworlds personalcommunications within3years Strategy: Focuson Broadcast capabilities Strategy: FocusonPeer to Peer Sharing ExampleVMOST for Google
- 25. Help to build the right thing - VMOST VisionMissionObjectivesStrategies Tactics (inscope) Tactics (descoped) Our vision is a place where the world has access to clearly sorted and relevant information. Data is already collated and transformed into Information ready for consumption in new and exciting ways around the world – not just the rich countries. Information is also no longer driven by historical occurrences. Whilst data obtained from past events is still important it is transformed and utilised to assist current and future human needs. Use information to facilitate communication and idea sharing between people Change Marketing / Comm. Change Process / Org Change Product Change 1:3 adults to associate online sharing & collaboration with Google brands by 2015 Technology Change Focus on Idea Broadcast capabilities Focus on traditional e-communication methods TV Superbowl Ad Google Translate Google + Blogger Youtube Focus on Peer to Peer Sharing Google Docs Google Drive 30 Estimated cost of Change (Points) 30 30 3050 25 10 We handle 40% of the worlds personal communications within 3 years Integrate Information & Knowledge into everyday life Change how organisations interact with information. Gmail 30 Google Earth 20 Google Maps Glass Focus on wearable technology Focus on the world around us Google Wear OS Google Weather App Google Analytics Street view Focus on obtaining information Google Keywords Focus on mobile access Nexus 5 Nexus 6P Android M Google Calendar Google Apps Google Keep Focus on office tools & software 40 20 30 50 70 30 45 40 30 80 20 45 20 33% increase in interactions outside of the office environment by 2020 Wifi Partners 40% increase in Hardware sales by 2017 30 Blogger 10 Blogger 10 There’s a visualised plan, so how do we order the backlogs? WSJF!
- 26. Help to build the right thing - WSJF
- 27. Help to build the right thing - WSJF SizeBusiness Value Risk Reduction Time Criticality CoD - Cost of Delay
- 28. Help to build the right thing - WSJF WSJF Business Value Time Criticality RR/OE Job Size EPIC BV TC RR/OE CoD SIZE WSJF Feature D Feature B Feature A Feature E Feature C
- 29. Help to build the right thing - WSJF WSJF Business Value Time Criticality RR/OE Job Size EPIC BV TC RR/OE CoD SIZE WSJF Feature D 5 Feature B 2 Feature A 1 Feature E 8 Feature C 3
- 30. Help to build the right thing - WSJF WSJF Business Value Time Criticality RR/OE Job Size EPIC BV TC RR/OE CoD SIZE WSJF Feature D 5 3 Feature B 2 1 Feature A 1 2 Feature E 8 8 Feature C 3 5
- 31. Help to build the right thing - WSJF WSJF Business Value Time Criticality RR/OE Job Size EPIC BV TC RR/OE CoD SIZE WSJF Feature D 5 3 2 Feature B 2 1 5 Feature A 1 2 8 Feature E 8 8 1 Feature C 3 5 3
- 32. Help to build the right thing - WSJF WSJF Business Value Time Criticality RR/OE Job Size EPIC BV TC RR/OE CoD SIZE WSJF Feature D 5 3 2 10 Feature B 2 1 5 8 Feature A 1 2 8 11 Feature E 8 8 1 17 Feature C 3 5 3 11
- 33. Help to build the right thing - WSJF WSJF Business Value Time Criticality RR/OE Job Size EPIC BV TC RR/OE CoD SIZE WSJF Feature D 5 3 2 10 1 Feature B 2 1 5 8 2 Feature A 1 2 8 11 3 Feature E 8 8 1 17 5 Feature C 3 5 3 11 8
- 34. Help to build the right thing - WSJF WSJF Business Value Time Criticality RR/OE Job Size EPIC BV TC RR/OE CoD SIZE WSJF Feature D 5 3 2 10 1 10.0 Feature B 2 1 5 8 2 4.0 Feature A 1 2 8 11 3 3.7 Feature E 8 8 1 17 5 3.4 Feature C 3 5 3 11 8 1.4
- 35. Help to build the right thing - WSJF
- 36. WSJF – An alternative Approach BV Score 1 2 3 5 8 13 21 Value £K <=1 10 50 100 250 500 >=1000 TC Score 1 2 3 5 8 13 21 Needed 18m+ <12m <9m <6m <3m <1m Now RR Score 1 2 3 5 8 13 21 Risk None Some improvements to supportability / stability / maintainability Many improvements to supportability / stability / maintainability Removes major blockers to future value Future Value £k <=2 20 100 200 500 1000 >=2000
- 37. Thanks
Notes de l'éditeur
- New - Dosis
- New - Dosis
- To understand that it’s not just delivery, it’s operations & evolution too: The focus needs to turn to DevOps, which is the practice of operations and development engineers participating together in the entire service lifecycle, from design through the development process to production support. DevOps is also characterised by operations staff making use many of the same techniques as developers for their systems work. Essentially, what DevOps hopes to bring is the understanding and practice that software isn’t done until it’s successfully delivered to a user and meets their expectations around availability, performance, and pace of change.
- New - Dosis
- There are no users on this diagram
- Corporate – What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why? Competitors and partners – What they doing? And Why? Market Place – What’s the happening in the wider marketplace and within your specific industry? Also what’s are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product? All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
- Corporate – What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why? Competitors and partners – What they doing? And Why? Market Place – What’s the happening in the wider marketplace and within your specific industry? Also what’s are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product? All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
- Corporate – What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why? Competitors and partners – What they doing? And Why? Market Place – What’s the happening in the wider marketplace and within your specific industry? Also what’s are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product? All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
- It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.[3] It assists firms in aligning their activities by illustrating potential trade-offs. Infrastructure Key Activities: The most important activities in executing a company's value proposition. An example for Bic would be creating an efficient supply chain to drive down costs. Key Resources: The resources that are necessary to create value for the customer. They are considered an asset to a company, which are needed in order to sustain and support the business. These resources could be human, financial, physical and intellectual. Partner Network: In order to optimize operations and reduce risks of a business model, organization usually cultivate buyer-supplier relationships so they can focus on their core activity. Complementary business alliances also can be considered through joint ventures, strategic alliances between competitors or non-competitors. Offering Value Propositions: The collection of products and services a business offers to meet the needs of its customers. According to Osterwalder, (2004), a company's value proposition is what distinguishes itself from its competitors. The value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. The value propositions may be: Quantitative- price and efficiency Qualitative- overall customer experience and outcome Customers Customer Segments: To build an effective business model, a company must identify which customers it tries to serve. Various sets of customers can be segmented based on the different needs and attributes to ensure appropriate implementation of corporate strategy meets the characteristics of selected group of clients. The different types of customer segments include: Mass Market: There is no specific segmentation for a company that follows the Mass Market element as the organization displays a wide view of potential clients. e.g. Car Niche Market: Customer segmentation based on specialized needs and characteristics of its clients. e.g. Rolex Segmented: A company applies additional segmentation within existing customer segment. In the segmented situation, the business may further distinguish its clients based on gender, age, and/or income. Diversify: A business serves multiple customer segments with different needs and characteristics. Multi-Sided Platform / Market: For a smooth day-to-day business operation, some companies will serve mutually dependent customer segment. A credit card company will provide services to credit card holders while simultaneously assisting merchants who accept those credit cards. Channels: A company can deliver its value proposition to its targeted customers through different channels. Effective channels will distribute a company’s value proposition in ways that are fast, efficient and cost effective. An organization can reach its clients either through its own channels (store front), partner channels (major distributors), or a combination of both. Customer Relationships: To ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. Various forms of customer relationships include: Personal Assistance: Assistance in a form of employee-customer interaction. Such assistance is performed either during sales, after sales, and/or both. Dedicated Personal Assistance: The most intimate and hands on personal assistance where a sales representative is assigned to handle all the needs and questions of a special set of clients. Self Service: The type of relationship that translates from the indirect interaction between the company and the clients. Here, an organization provides the tools needed for the customers to serve themselves easily and effectively. Automated Services: A system similar to self-service but more personalized as it has the ability to identify individual customers and his/her preferences. An example of this would be Amazon.com making book suggestion based on the characteristics of the previous book purchased. Communities: Creating a community allows for a direct interaction among different clients and the company. The community platform produces a scenario where knowledge can be shared and problems are solved between different clients. Co-creation: A personal relationship is created through the customer’s direct input in the final outcome of the company’s products/services. Finances Cost Structure: This describes the most important monetary consequences while operating under different business models. A company's DOC. Classes of Business Structures: Cost-Driven - This business model focuses on minimizing all costs and having no frills. e.g. SouthWest Value-Driven - Less concerned with cost, this business model focuses on creating value for their products and services. e.g. Louis Vuitton, Rolex Characteristics of Cost Structures: Fixed Costs - Costs are unchanged across different applications. e.g. salary, rent Variable Costs - These costs vary depending on the amount of production of goods or services. e.g. music festivals Economies of Scale - Costs go down as the amount of good are ordered or produced. Economies of Scope - Costs go down due to incorporating other businesses which have a direct relation to the original product. Revenue Streams: The way a company makes income from each customer segment. Several ways to generate a revenue stream: Asset Sale - (the most common type) Selling ownership rights to a physical good. e.g. Wal-Mart Usage Fee - Money generated from the use of a particular service e.g. UPS Subscription Fees - Revenue generated by selling a continuous service. e.g. Netflix Lending/Leasing/Renting - Giving exclusive right to an asset for a particular period of time. e.g. Leasing a Car Licensing - Revenue generated from charging for the use of a protected intellectual property. Brokerage Fees - Revenue generated from an intermediate service between 2 parties. e.g. Broker selling a house for commission Advertising - Revenue generated from charging fees for product advertising.
- New - Dosis
- Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
- Four Stage Mission Board Formation Brainstorming of ideas – a skeleton outline of a number of visions, missions, strategies, and sporadic tactics Refinement - Missions, Objectives, Strategies, Tactics are refined and clarified. (Board likely to be ‘too busy’ at this point) Reflection – Vision condensed and agreed, usually to 1 statement (and 3-4 missions, 3-6 strategies per mission, 'n' number of tactics per strategy). Links formed between layers Reality – Benefits and effort to complete Tactics estimated. Identify how many can be completed within an agreed period (usually 12 months). It is important that business change activities and tactics are identified and estimated, not just IT delivery effort
- Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
- Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
- Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
- Removes significant blockers to future value
- New - Dosis