Protecting the irreplaceable | f-secure.com Changing Finger-Pointing to Improvement Using Value Stream Mapping Towo Toivola, Director R&D Global Methods
Nov 17, 2014
Protecting the irreplaceable | f-secure.com
Changing Finger-Pointing to Improvement Using Value Stream MappingTowo Toivola, Director
R&D Global Methods
April 8, 20232
Contents
• F-Secure
• Keeping timetables and promises
• Finger-pointing
• What is value stream mapping
• Performing the work
• Effects
3
About F-Secure
• Company• Founded in 1988, listed on NASDAQ OMX Helsinki
• Market cap ca 350 m€, annual revenue ca 130 m€ (2010)
• Headquartered in Helsinki, 18 country offices, presence in more than 100 countries
• 812 people, 300+ in R&D, 5 R&D offices in 4 countries, Agile since 2005
• Products and Services • Online Security: Anti-Malware, e-mail filter, Browsing Protection, Parental Control
• Content Protection: Online Backup, Anti-Theft
• Online Storage and Services: Storage Platform, Sharing, Social Media Access
• Multiple OS platforms (Win, Mac, Linux, mobile), 20+ language versions
• Customers• Consumers (retail, reseller, e-store), millions of homes
• Network operators (ISP, mobile), world leader with 200+ operator partners
• Corporate
© F-Secure Public
More than200 operator partners globallyand over 250 m broadband subscribers
4
April 8, 20235
Why Are Timetables Important
• Deliveries to important partners when they have planned for it
• Market cycles
• Customer commitments and penalties
• Lack of reliability results in lack of business
• Long-term planning assumes that delivery dates hold
• Interdependent projects assume that delivery dates hold
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How Is It Usually With Schedules
• Many companies, including us, suffer from late projects to some degree
• Deliveries with other than expected content
• Deliveries with poor quality
• Deliveries with outdated content
• Deliveries that require a lot of support work
“Software programmien aikataulut ei pidä”
“Projektit venyy ja paukkuu”
April 8, 20237
What Do We Do To Fix The Problem
It’s in the roadmap!!
R&DBizSales
Professional Services
There’s no resources for delivery!!
Make up your mind!!
Why don’t you deliver?! We said it’s
risky!!
Can’t you work faster?!
Why did you promise whatever?!
Why do you plan without us!!
April 8, 20238
Does This Help?
April 8, 20239
As Steve Denning Describes It..
© F-Secure / Confidential
April 8, 202310
What Is Value Stream Mapping
Wikipedia:Value stream mapping is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer.
April 8, 202311
Value Stream Mapping
Activity Activity Activity Activity
Customer demand pulls the work
A value stream is all the activities (both value and non-value adding) currently required to bring a product through the main flows essential to every product:
The design flow from concept to cash
© F-Secure ConfidentialApril 8, 202312
X Req.work X PSI1&2 devUX
ConceptingPo Council Rescoping Po Council
Client, Backend dev
PSG RTMDecisionReq. added
X demo prod upgrade & fixes
2 service releases, migration script dev, packaging rework,
customization
Package validation
Production for customer A
Productization Process (case: X)
Activity 6m 2,5m 5m 3w 2dWait 2,3m 2w 1wCumulative 16m
6,5m 1m 2,5m 1,5m 2d
27,5m
2,5 1d 5d (estimated cal.time for all customers is Nm) Total 2,5 years Total 3 years
Kick-off
X+1Proj. started
Production for operator [ ]
Fixes, customization, migration, deployment
X times
1. May 2009 11. March 2010 10. Sep 2010
17. Sep 2010
PPSGDelay RTM 1m
Client, Backend dev
Client, Backend dev
31. Jan 2011 March 2011 9. May 2011 30. Jun 2011
1. Jul 2011
Cost of Delay NNN kEur
Cost of Delay ?!
19. Oct 2011
Observations are missing
from this view
April 8, 202313
What We Did
• Case study VSM of an interesting project
• Cooperation of different functions the gain different viewpoints
• Gathering factual data
• If someone believes a certain thing, that’s a fact
Technology
Legal
Quality
HR
IT
• All major steps and events from business decision to first delivery
• Many observations about project environment
• 5 workshops, 3 different groups, 3 hours each
• Assessing generalizability of events
April 8, 202314
Results of Workshops
• Unparallel visibility to what happens when we work
• Concrete, undeniable data that everyone can grasp
• No single function was doing their work poorly, but were not cooperating in a way that is optimized for the whole
• Many disturbances will hit a long project
• They will make it yet longer
• Calendar time truly costs money
• We have some consistent, irrational behavior as a company
April 8, 202315
Reactions to Results
• “So it’s not just bad R&D work”
• Realizing nobody had the big picture
• Even execs
• Shocked at the length of cycle time
• Even execs
• Realizing the cost of delay
• Willingness to change big things
• Desire for an improved value stream:
New productization process
“Eye opening experience”
April 8, 202316
Current Status: Striving to Utilize Change Potential
• Project ‘commandments’ in preparation
• ‘Future state’ versions are in preparation
• Root cause analysis taking place
• Applying planning mechanisms to enable 3-month projects
• Spreading knowledge
• Major improvement targets for next year being specified
April 8, 202317
Do you know how to improve your company?Are “They” preventing any improvement?
Make it visual, make it concrete. Make a value stream map.
Any questions?