Product Owner Evolution Agile and Lean Development Conference - 2014 Walter Pruchnic May 2014.

Product Owner Evolution

Agile and Lean Development Conference - 2014

Walter PruchnicMay 2014

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Executive Summary

Our Agile/Scrum journey has resulted in a significant reduction to management processes that historically have had unquantifiable impact on final outcomes.

4

Agenda

• Who are we at Intel?• Early “Project Management”.• Establishing the Product Owner.• Q&A.

What We Do

Our Unique Value, ..

WW8 2013Joan Tafoya | Intel Confidential

5

Own and execute supply strategy to position Intel for financial success

• Enable decisions that align stakeholders across the supply chain.• Balance customer service level requirements with costs.

Supply Planning Operations(SPO)

6

Some History

• Large-scale, robust, well integrated, algorithm-based decision support solutions for Intel’s $40B supply network.

• Nextgen Master Production Scheduling.• Since the early 1990’s, attempted this

over 9 times, spending in the hundreds of millions of dollars with very limited benefit.

7

Next Gen MPS Roadmap

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Jan Feb Mar Apr May Jun Jul Aug SeptQ3 '132H '12 Q2 '13Q1 '131H '11 2H '11 1H' 12

Fab MPS Convergence

AT MPSConvergence

Program Program Explore

ECEP Fab MPS Conv Ph 1

CPU Fab MPS Conv Ph1

Fab MPS Convergence Ph 2 Technical Platform

JOLT Solver

Chipsets Explore

Databank WFDS Migration AT MPS One Common Design

ATM MPS Phase 1

Deployments Contingent upon Explore,,Design& /or Project Launch Date ~50% confidence

Committed Deployments

Explore / Design / Foundational Dev

Deployments Contingent upon Planning Activities

Completed Deployments

Chipsets / PP2 Data Readiness

Integrated Testing, Schedules Validation & Deployment

*Deployments require 2-3 month stabilization

Fab MPS Convergence Ph 2 – Process Transformation, Convergence, CT Reduction

ATM MPS Phase 2B Die Response Solver

Chipset /PP2 Non-Solver MPS Convergence

Chipsets /PP2 AT MPS CR Convergence

ATM MPS Phase 2A Capacity Response Solver

Integration of Ecosystem Tools (Dmd, Foundry, Subcon, DSE, etc.)

Chipset /PP2 WFDS Technical Platform / WFDS Proliferation

Chipsets / PP2 Data Conversion

Chipsets /PP2 AT MPS DR Convergence

Chipsets /PP2 Fab MPS Convergence

Stabilization

Zhihui Integration

NOTE – EXTENDED THRU Q4 FOR CIP

Fab MPS Scrum Team

ATMPS Scrum Team

“Why do you have to do a proof of concept?”

“Tell me when you’re going to be done!”

“What do you mean it’s in production?”

“Well done team!”

ON-SITE CUSTOMER!

PULL!(not Push)

TEST, TEST, TEST!

The Scrum Team rejected.

We rejected.

Servant Leadership!

& a member of the technical team!

Solution: Overview

Project Manager

Product Owner

Idea

!

Value Commit Go Live

Clos

ure

Backlog Formed Releases to P.O.

Released to Users

CONFLICTING DYNAMICS!

Perception

Project Manager

Product Owner

The Project Manager is running the show & there is value.

The Product Owner is my on-site customer rep & servant leader.

A schedule exists.

Scrum Team just keeps making progress.

Management feels in control of making decisions.

Scrum Team just keeps making progress.

Product is delivered quickly.

Scrum Team finishes & The Product Owner says “whew”.

ON-TIME RELEASESBEST-IN-CLASS QUALITY

TRANSPARENCYADAPTIVE TO CHANGE

ELIMINATION OF PLC MILESTONES

Key Result“The PLC process feels like watching a glacier move. It is slow, reactive, and is not set up to respond to the changing business needs. In my experience, the environmental landscape changes dramatically between the time that a ‘value’ decision is made and a ‘go’ decision is made. In between, the team working on the project through PLC is heads down and out of touch with this everything else going on. There is no ‘sensing’ mechanism in the PLC process to check: 1) if indeed the customer is getting what they want and need, 2) evaluate if this project is still the right thing to do given the business climate and resources available, and 3) provide rapid reflection for learning – in the spirit of continuously getting better. The Agile / Scrum process provides all of this. I’m not sure why anyone would want to use PLC. For any business that wants to remain competitive, profitable and relevant, PLC is not the answer –it is too expensive!”

-- Joan Tafoya, Director of Supply Planning Operations, Q1-2014

Conclusions

• If you are practicing Agile/Scrum in a Waterfall culture:– Results are required.

– Be open to accepting realities and find ways to make those realities work.

– Have Patience, Trust, Transparency.

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Q & A

• Walter Pruchnic– Chandler, Arizona, USA @ 480-552-

9852.– [email protected]

Backup

CPLGCustomer Fulfillment Planning and Logistics GroupIntel Confidential — Do Not Forward 20

Leadership R&R(Agile Architects, Product Owners & Scrum Masters)

Copy-ExactExplore-Design-

Implementation Process(SCRUM)

Copy-ExactEngineering Process & Knowledge

(Agile Engr BKM’s)

CommonSystem

Architecture

Role Models Agile Management & Engineering Practices combined!

Common Leadership

Common Planning Process

Common Engineering Practices

Foundational Framework

Common Tools & Processes Across SPO: 50% Reduction in

Planning TPT. Better Decisions.

CPLGCustomer Fulfillment Planning and Logistics GroupIntel Confidential — Do Not Forward 21

Quality Data(inc. Fab MPS, ATMPS CR, & ATMPS DR)

Less than 5% of solve runsrequire SPDT support.

~40% of all support is related to explaining solveresults; ~8% is a code defect.

Acknowledgements

• Illustration Acknowledgement:–“Scrum” illustration:

http://blogs.msdn.com/b/bharry/archive/2011/06/21/the-importance-of-feedback-in-software-development.aspx–“Choice” picture: www.changingthetide.org–“Boss” illustration: www.pbsmastragix.com–“Communication Cans” illustration:

www.theemailadmin.com–“Servant Leadership” illustration:

www.wisdomresearch.org–“Magic Hands” picture: www.dreamstime.com

• Agile Fluency Model:– James Shore: www.jamesshore.com