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Al ShallowayCEO, Net ObjectivesSPC Trainer
Why Achieving Agile at Scale Requires More Than Team & Evolutionary-based Approaches
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Al [email protected]
@AlShalloway
CEO, Founder
co‐founder of Lean‐Systems Societyco‐founder Lean‐Kanban University
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Lean Enterprise
Lean Enterprise
BusinessBusiness
ManagementManagement
TeamTeam
ASSESSMENTS
CONSULTINGTRAININGCOACHING
Lean ManagementProject Management
Lean for ExecutivesProduct Portfolio ManagementBusiness Product OwnerProduct Owner
technicaltechnical processprocess
Onsite SPC Leading SAFe+ with extended topicsSAFe ArchitecturePM/PO
Kanban / Scrum ATDD / TDD / Design Patterns
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1.NEED FOR HOLISTIC VIEW2.MINDSET
3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5. HIGH LEVEL APPROACH6. SUMMARY
AGENDA
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We Manage This Way
even though our value flows this way
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Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
SoftwareRelease
NewRequirements
Development
CustomerProduct Managers
Business LeadersRegional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
BusinessConsumptionConsumption
ConceptConcept
SoftwareProduct
The Software Development Value Stream
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Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
SoftwareRelease
SoftwareProduct
NewRequirements
Development
CustomerProduct Managers
Business LeadersRegional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
BusinessConsumptionConsumption
ConceptConceptNot Using MBIs
Doesn’t Do Doesn’t Do IncrementalDevelopment
Not Involved During Build
Not Involved
Poor Engineering Practices
Too Many Selected
No Big Picture
How Blockages Occur in Value Stream
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The Scrum Model… reflects reality for one product and one team
Product Owner
Development Team & SM
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Product Owners Application
Development teams & SMs
Stakeholders for multiple programs
Component Teams
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Integration Team
Business Stakeholders
Development Teams
Inter‐team dynamics are quite different from intra‐team dynamics
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First Order Solution
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Leaves Several Problems
How do we handle dependencies?
How do we handle product portfolio management?
How do we feed the teams?
How do we best integrate?
What do we do with those that don’t
quite fit the model?
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Lean Changes Our ViewTells us to look at the workflow, not the people
We can’t manage it if we don’t see it
Managing indirectly is not as powerful as managing it directly
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The Ideal Scrum Solution
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Why is this so Hard to Achieve?
Ignoring that it may be difficult to have one team build the entire product, there is still the problem of sharing particular people.
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Scrum is often a good start to spin up Agile teams
…it is not necessarily a good start at achieving Agility across an organization
but in any event, you can leverage your investment
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1. NEED FOR HOLISTIC VIEW2.MINDSET
3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5. HIGH LEVEL APPROACH6. SUMMARY
AGENDA
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tog evaheW
sdrawkcabti
-edispudna
.nwod
We have got
it backwards
and upside-
down.
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MindsetSystems Thinking
Complex systems
Drive from business value
Just‐in‐time
Autonomation
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Frees up the people to get their job done.
They are intrinsically motivated but need a quality eco‐system to do their job well.
Focus on the workflow
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visualize the work being done so you can reduce delays in the workflow to increase efficiency
The essence of Lean‐Flow management
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Improper team structure
Improper workflow
Not focusing on MBIs / MMFs
Not appreciating the cost of delay
Complexity
Lack of overall view on projects requiring more than one team
Other Causes of Delay?
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ComplexityIt does not mean we can’t understand what is happening
It means we can’t focus on a part of the system and expect consistent results.
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which part of the
airplane is
responsible for
FLIGHT?
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visualize the work being done so you can reduce delays in the workflow to increase efficiency
The essence of Lean‐Flow management
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Quality means…Improved workflow
Quality code
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AGILE provides framework and practices for producing increments of functionality
LEAN provides principles and practices which enable defining and prioritizing increments of highest business value
Input Business
PriorityBusinessPlanning
Business Staging
Ready to Pull
Iteration
0
IterativeDevelopment
IncrementalDeployment
Support & Feedback
LEAN KANBANKANBAN ITERATIVE AGILEITERATIVE AGILE
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1. NEED FOR HOLISTIC VIEW2.MINDSET
3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5. HIGH LEVEL APPROACH6. SUMMARY
AGENDA
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The Value StreamThe workflow which takes a concept from idea through consumption.
It is usually not linear.
People usually work in multiple value streams.
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The “Sales” Value StreamAt start
Sales: Sell fast!
Devs: Deployment problems
Afterwards
Sales focus: # of successful deployments
Customers happier
20% dev team improvement w/o touching dev teams
Development
Deployment
Sales
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too many projectsprojects too large
value delivered too late
the more we pushthe more we fall behind
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Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Development
Product Managers
Business LeadersRegional Coordinators
Trainers & Educators
Product Champion(s)BusinessCapabilities
SoftwareRelease
SoftwareProduct
NewRequirements
Customer
Lean‐Agile
ConsumptionConsumption
ConceptConcept
Managing Managing here
Reduces induced
waste here
Product Portfolio Management
Consider the Software Value Stream
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When an organization starts at the team level, the teams learn local optimizations which they later have to give up when they consider the entire value stream.
When an organization starts with the whole in mind, the teams improve as much as they can within this larger context.
Bottom up? Holistic? Consider …
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In business, everything is simple but the simplest thing is difficult. Taking action involves movement in a resistant medium.
– Clausewitz
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Resistance is caused by Friction
the totality of uncertainties, errors, accidents, technical difficulties, the unforeseen and their effect on decisions, morale, and actions
Friction is inherent and universal
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Value Stream ImpedanceValue Stream Impedance (VSI) is a quantitative measure of the resistance faced by the work in a value stream.
Impedance often creates delays which create more work which creates more delays.
Impedance that slows us down is not as bad as the impedance which creates additional work that we now have to do, work that could have been avoided
Example. The thrashing that takes place when software developed by different teams are integrated.
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Value Stream ImpedanceNumber and size of work in process
People in a value stream not working together
How people are both geographically and managerially located
Sequence work is done in (test‐first lowers this)
Too much WIP
Too little automation
Long feedback cycles
The disparity between management structure and the way the real work takes place
contributors to VSI
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1. NEED FOR HOLISTIC VIEW2.MINDSET
3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5. HIGH LEVEL APPROACH6. SUMMARY
AGENDA
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T E L L I N G P E O P L E “ J U S T D O I T ”J U S T D O E S N ’ T D O I T
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Resistance is not to change.
In practice, all systems do insist on exercising their own creativity. They never accept imposed solutions, pre‐determined designs, or well‐articulated plans that have been generated somewhere else.
Too often, we interpret their refusal as resistance. We say that people innately resist change.
But the resistance we experience from others is not to change itself. It is to the particular process of change that believes in imposition rather than creation. It is the resistance of a living system to being treated as a non‐living thing.
It is an assertion of the system’s right to create. It is life insisting on its primary responsibility to create itself.
A Simpler Way. Margaret Wheatley & Myron Kellner‐Rogers
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The ideal rate of change depends on the ability of the organization to change
Ability to change
Amount of change attempted
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Framework/Method MyopiaFrameworks and methods don’t preclude others theoretically
But focusing on one thing precludes others in practice
Scrum tends to preclude flow, explicit policies, management (doesn’t have to, but often does)
LKU Kanban tends to preclude teams (doesn’t have to, but often does)
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1. NEED FOR HOLISTIC VIEW2.MINDSET
3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5.HIGH LEVEL APPROACH6. SUMMARY
AGENDA
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Focus on Value
Capacity Allocation
Efficient Implementation• Collaboration (teams)
• Short cycle times
Quality Code
High Level Actions
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The Joiner Triangle
from Fourth Generation Management, Brian Joiner
Scientific Approach
All One Team
Quality
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Management has a key roleI find it odd that many in the Lean/Agile/Kanban community have ranted against poor management decisions (waterfall, off‐shoring, splitting up developers and testers, etc.) and yet insist that management shouldn’t make any future unilateral decisions that undo these.
If they’ve said to do something that’s bad, isn’t them recanting on it and creating better organizational structures a step in the right direction? I think so.
And if they can undo bad ones, isn’t it possible they can actually make good ones… ones that enable teams to be more self‐organizing?
Al Shalloway
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Lean‐KanbanDecrease the batch size of work by attending to the core value needed
Limit the amount of work hitting the team to match their overall capacity
Attempt to create teams to the extent possible
Improve the order of the workflow (ATDD, continuous integration, …)
Implement a Kanban Systemtranslated for software development
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Many Ways to Achieve Teams
Cross‐functional teams a la Scrum
Core extended teams
Project–based teams (mix core + component)
Dynamic Feature Teams
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ATDD and BDD are more about workflow order than they are about testing
Teams provide ability to easily change the order
Workflow Order
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1. NEED FOR HOLISTIC VIEW2.MINDSET
3. CAN LOCAL CHANGES DO IT?4. TRANSITIONS5. HIGH LEVEL APPROACH6. SUMMARY
AGENDA
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Must consider the whole
Attend to time (concept to consumption)
Quality, quality, quality
Framework myopia
lessons of complexity and systems thinking
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Questionsemail: [email protected] : @alshalloway
SAFe Course08 July Leading SAFe with Net Objectives Extended Topics
Webinar23 June What is Required at Scale?