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Reformulating the Product Delivery Process
1. Reformulating the Product Delivery Process Israel Gat Erik Huddleston Walter Bodwell Stephen Chin April 23, 2010
2. Lean/Agile has the demonstrated potential to drive high levels of productivity and quantifiable benefits for development organizations Dramatic Productivity Increases Development Engineering time Reduction Increased Release Frequency Release Freeze Source: David Joyce; Kanban Results Part 3; Lean and Kanban; November 4 2009 Source: David Joyce; Kanban Results ; Lean and Kanban; October 24 2009
3. Likewise, Inovis saw similar gains after a “big bang” rollout in 2008 QSMA, arespected consultancy on development productivity benchmarked Inovis against an industry database of over 7500 other projects.
4. However, the greater the success experienced in R&D, the more disruption that it creates for the organization as a whole Feature selling becomes impossible (Sales Enablement) Launch Cycle Time > Dev Cycle Time Marketing Sales Melting Change Managers: 50 changes once a month to 900 changes constantly Product Management Operations Development …in the weeds… Professional Services Support Supported Release proliferation Innovator’s Dilemma
5. 5 “Eat your spinach or the Scrum will get you.”
10. Expose and Route Around Political Roadblocks and Priority Alignment
11. Focus Organizational Value ReturnProposed Biz Case Backlogged Long Term Roadmap Scheduled Committed Roadmap In Process Software development method in use Deployed Release Management Enabled Collateral, Training Adopted Marketing Usage Validated Biz Case Analysis Feature Success Measurement WIP Limits WL Capacity based WIP limits WL WL Item/slot based WIP limits WL WL 8
12. The Requirements Management and Kanban WIP Limits enable Organizational Value to be optimized dynamically based on real world organizational capacity and appetite Marketing Sales Proposed Validated Adopted Enabled Product Management Operations Scheduled Backlogged Development In Process Deployed Bottleneck Validated Enabled Adopted Professional Services Support
13. What did success look like? One Example: Market Responsiveness “Inovis would not have succeeded if they were unable to deliver a staggering 200+ patches and releases to support our migration effort. No Inovis competitor could have done that.” --Michael Amend, Dell
14. Tactics/Capabilities How was it executed? Here is the Lean Execution Engine Test Execution ALM (Requirements Management) Continuous Improvement Feedback Dynamic Roadmap Code to Feature Linkage Test to Feature Linkage Continuous Build Test Execution LRM (Lean Release Management) Branch Management Components Merge Management Artifact Mgmt Code Change Detection SCM (Code Management) Gold Master SaaS Deployment
15. Let’s take a look at a live Lean Portfolio Management System
