Showing the unseen @Scan-Agile 2012

SHOWING THE UNSEEN MARKO TAIPALE

TWITTER: @MARKOTAIPALE

WHY THIS TALK?

OHNO AND SEEING THE UNSEEN

THE WHOLE

CASE: THE WHOLE - BACKGROUND

Company: International online gaming company, TO 100+ Meur, 400+ people Assignment: Scale business by leading a development team (agile) “Our product development is too slow”

CASE: THE WHOLE - BEFORE

“Well running scrum for 10+ teams, 6 weeks company wide sprints” We’re done, right?

CASE: THE WHOLE – TRIGGER

Trigger: Business development: “I don’t know what have you done, but we have not improved a bit…”

Development Design

Customer approval

Internal approval Idea Resourcing

Deployment

Development

2m

Design

1m

Customer approval

2h

Internal approval

2h

Idea Resourcing

1d

Deployment

3w

Development

2m 15

Design ready

6m

1w

Design

1m

1m

Customer approval

2h 2d

Internal approval

2h

Idea 6m

Resourcing

1d

8

Selected ideas

Deployment

3w 12

Production ready

6m

Development

2m 15

Design ready

6m

1w

Design

1m

1m

Customer approval

2h 2d

Internal approval

2h

Idea 6m

Resourcing

1d

8

Selected ideas

Deployment

3w 12

Production ready

6m

SCRUM!

Development

2m 15

Design ready

6m

1w

Design

1m

1m

Customer approval

2h 2d

Internal approval

2h

Idea 6m

Resourcing

1d

8

Selected ideas

Deployment

3w 12

Production ready

6m

SCRUM!

13

Scrum transitioning example

Henrik Kniberg 13

A real-life example of applying Value Stream Mapping and Scrum

to speed up product development.THE REAL PICTURE

Thanks to Henrik Kniberg for taking the shot J

CASE: THE WHOLE – REACTION

After: Development manager: “You shall not show this to anyone, ever!” Why?

CASE: THE WHOLE – RESULTS Results: Time-to-market 24 months to 3 months Learnings: •  Beware suboptimization •  Optimize the whole via Value Stream

Map •  Showing it does not mean fixing it •  Find a way to involve the management

COORDINATION CHAOS

Thank you Ari Tikka for coming up with such a nice name for a case

CASE: COORDINATION CHAOS - BACKGROUND Company: Software product company, 400+ people Assignment: Help bootstrapping Scrum (both dev and mgmt), make us agile (we do not know what that actually means)! “Agile is a software development thing”

CASE: COORDINATION CHAOS – TRIGGER

Trigger: Scope confusion and previous experience regarding value streams

CASE: COORDINATION CHAOS – THE PICTURE

Customer Board


DM

Customer Board


DM PM

PO

Customer Board


DM PM

PO

Customer Board


DM PM

PO

Customer Board


DM PM

PO

Customer Board

BO


DM PM

PO

Customer Board

BO


DM PM

PO

Customer Board

CPO

BO


DM PM

PO

Customer Board

CPO

BO


DM PM

PO

Customer Board

CPO

BO

SCENARIOS Case 1 1.  DM + Board: project proposal 2.  -> PM: scope, timetable .. Real scope is not clear .. Timetable is not based on any empirical evidence .. No known customer value

DM PM

PO

Customer Board

CPO

BO

SCENARIOS

Case 2 1.  DM: how many people you need? 2.  PM: what is the timetable? 3.  PO: what is the scope / goal? 4.  DM: what would you get done? 5.  ”We cannot take this to CB as they do not really

understand any of this

Case 1 1.  DM + Board: project proposal 2.  -> PM: scope, timetable .. Real scope is not clear .. Timetable is not based on any empirical evidence .. No known customer value

DM PM

PO

Customer Board

CPO

BO

CASE: COORDINATION CHAOS – REACTION

After: 3 weeks of selling and convincing, finally breakthrough by neglecting ego and taking the blame “We are already doing your suggestion!”, “We have a leadership vacuum, need new role!”, “Ok, we shall fix it, but it is not about agile or lean or any of that stuff”.

CASE: COORDINATION CHAOS – RESULTS

Results: 1,3 Meur/year direct savings in administration Learnings: •  Showing it does not mean fixing it •  Do you want justice or to be helpful? •  Forget dogma, listen and see the

demand

LOST CAUSE

CASE: LOST CAUSE - BACKGROUND

Company: Software product company, 400+ people Assignment: Show us how to “use” agile! “Agile is a software development thing”

CASE: LOST CAUSE – TRIGGER

Trigger: Program manager: “We are developing new way of working and replacing the legacy” Customer representative: “We do this in order to improve the co-op with end users”

CASE: LOST CAUSE – THE PICTURE

CoOp project

Backlog Channels & Services

Business Owner

2009


CoOp project


Business Owner

2009

2010

Backlog ordered by the

customers

Conversion project Roadmap

40+ user stories for single system

consultant


CoOp project


Business Owner

2009

2010


customers



?

consultant


CoOp project


Business Owner

2009

2010


customers



?

2011-12

consultant

Project roadmap

”Backlog grooming”


CoOp project


Business Owner

2009

2010


customers



?

2011-12

consultant

Project roadmap

”Backlog grooming”

?

TH

E R

EA

L P

ICT

UR

E

CASE: LOST CAUSE – REACTION

After: raised awareness regarding having Business Owners steering instead of Project Managers “Better encounter with the customer does not mean we implement all the items from the ‘customer management’ backlog!”

CASE: LOST CAUSE – RESULTS

Results: Aligned goals to create the right product Learnings: •  Check that the goal is understood

similarly in all around the organisation •  Study history, do not judge people

LIVIN’ ON A PRAYER

CASE: LIVIN’ ON A PRAYER - BACKGROUND Company: Subcontractor, 3 teams, myself on the customer site, customer already “agile” Assignment: Help us to deliver in agile way! “We need expertise to get this done in the schedule”

CASE: LIVIN’ ON A PRAYER - TRIGGER

Trigger: I had to do it for myself in order to see what’s going on

CASE: LIVIN’ ON A PRAYER – THE PICTURE

600 use cases


600 use cases

6 use cases / month


600 use cases

6 use cases / month

600 / 6 = 100 months…


600 use cases

6 use cases / month

600 / 6 = 100 months…

400% improvement -> 600 / 24 = 25 months


600 use cases

6 use cases / month

600 / 6 = 100 months…

400% improvement -> 600 / 24 = 25 months

They got 6 months….

CASE: LIVIN’ ON A PRAYER – REACTION

After: customer went crazy (board-to-board conflict), subcontractor denied the reality “We just need stronger management to push this through”

CASE: LIVIN’ ON A PRAYER – RESULTS

Results: Program manager told that they won’t change the contract, new position, no reason to continue Learnings: •  Sometimes you just cannot help it •  But they still employ people and have

business, so it must not be that bad

SUMMARY •  Visualization is a good way to initiate the

change, but it is not a guarantee •  All I have shown is actually just management (of

the system), involve them •  Do not be dogmatic, show what’s real! •  Get support from the field – but do not be a mole •  Ask yourself do you want justice or to be helpful •  Agile is a good messenger, but won’t fix the

problems. People do. •  Loose your ego, it is not about you!

CHANGE IT IS ABOUT…

MARKO TAIPALE

•  Agile / Lean Consultant, CTO, Co-founder

•  15+ years of software development

•  Member of Advisory board (Product development)

•  Twitter: @markotaipale

•  Email: [email protected]

BONUS

CASE: BONUS - BACKGROUND

Company: Software product company, 500 employees Assignment: Time-to-market improvement “We are too slow!”

CASE: BONUS - TRIGGER

Trigger: Trouble on getting even low level priorities

CASE: BONUS

Team Team Team

PO PO PO

Goal: Be profitable, cut maintenance cost and be fast!

CASE: BONUS

Team Team Team

PO PO PO

Portfolio DEV DIR


CASE: BONUS

Team Team Team

PO PO PO

Portfolio DEV DIR


CASE: BONUS

Team Team Team

PO PO PO

Portfolio DEV DIR


CASE: BONUS

Team Team Team

PO PO PO

Portfolio DEV DIR Prio?

Too much to do


CASE: BONUS

Team Team Team

PO PO PO


Too much to do

Regulation, Biz Dev, Customer reqs..


CASE: BONUS

Team Team Team

PO PO PO


Too much to do

RULES



CASE: BONUS

Team Team Team

PO PO PO


Too much to do

RULES


SALES DIR

Team


CASE: BONUS

Team Team Team

PO PO PO


Too much to do

RULES


SALES DIR

Team


Goal: Growth!

CASE: BONUS

Team Team Team

PO PO PO


Too much to do

RULES


SALES DIR

Team


Goal: Growth!

BONUS

CASE: BONUS

Team Team Team

PO PO PO


Too much to do

RULES


SALES DIR

Team


Goal: Growth!

BONUS

Hmm, how do I get the bonus? I just set the sanction higher than last time

CASE: BONUS – REACTION

After: who to present it – it is “nobodys” problem (CEO fears to get fired, Board thinks that this is why they have CEO) “We can’t really affect on what happens in sales” “We have our targets and we need to deliver”

CASE: BONUS – RESULTS

Results: Raised awareness, action still pending Learnings: •  There are no evil people – just bad

systems rewarding on harmful behavior

•  Sometimes you just cannot help it

Showing the unseen @Scan-Agile 2012

Business

coordination chaos thepicture

customerboarddm pm pocase

customerboarddm pm bo

lost cause backgroundcompany

lost cause triggertrigger

business development

development manager

real scope