Describing, with example, how creating better visibility can turn anonymity to cooperation. I gave this presentation in the Tieto sponsored seminar Leanest 2011.

1. Changing Finger-Pointing to Improvement Using Value
Stream Mapping
Towo Toivola, Director
R&D Global Methods
Protecting the irreplaceable | f-secure.com

2. Contents
• F-Secure
• Keeping timetables and promises
• Finger-pointing
• What is value stream mapping
• Performing the work
• Effects
2 February 11, 2013

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
3 © F-Secure Public

4. More than
200 operator
partners globally
and over 250 m
broadband
subscribers
4

5. 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
5 February 11, 2013

6. How Is It Usually With Schedules “Software
programmien
• Many companies, including us, suffer from late projects to aikataulut ei pidä”
some degree
• Deliveries with other than expected content
• Deliveries with poor quality
• Deliveries with outdated content
• Deliveries that require a lot of support work
“Projektit venyy ja
paukkuu”
6 February 11, 2013

7. What Do We Do To Fix The Problem
Why don‟t you Why did you There‟s no
deliver?! We said it‟s
promise resources for
risky!!
whatever?! delivery!!
Professional
Sales Biz R&D Services
Why do you
Can‟t you Make up your plan without
It‟s in the work faster?! mind!! us!!
roadmap!!
7 February 11, 2013

8. Does This Help?
8 February 11, 2013

9. As Steve Denning Describes It..
9 February 11, 2013 © F-Secure / Confidential

10. 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.
10 February 11, 2013

11. Value Stream Mapping
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
Activity Activity Activity Activity
Customer demand pulls the work
11 February 11, 2013

12. Productization Process (case: X)
1. May 2009 11. March 2010 10. Sep 2010
UX X Po Council Po Council
X PSI1&2 dev Rescoping Kick-off
Concepting Req.work
Activity 6m 2,5m 5m 3w 2d
Wait 2,3m 2w 1w
Cumulative 16m
31. Jan 2011 9. May 2011 30. Jun 2011
17. Sep 2010 March 2011
Client, Backen PPSG Client, Backen Client, Backen X demo prod PSG RTM
Req. added upgrade & fixes Decision
d dev Delay RTM 1m d dev d dev
6,5m 1m 2,5m 1,5m 2d
27,5m
19. Oct 2011
Cost of Delay Cost of
NNN kEur X times Delay ?!
1. Jul 2011 2 service
X+1 releases, migration Package Production for Fixes, customization, Production for
Proj. started script dev, packaging validation customer A migration, deployment operator [ ]
rework, customization
2,5 1d 5d (estimated cal.time for all customers is Nm)
Total 2,5 years Total 3 years
Observations
are missing
from this11, 2013
12 February view © F-Secure Confidential

13. 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
• All major steps and events
from business decision to first
delivery
• Many observations about Quality
project environment Technology
• 5 workshops, 3 different
groups, 3 hours each IT
• Assessing generalizability of HR
events Legal
13 February 11, 2013

14. 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
14 February 11, 2013

15. 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”
15 February 11, 2013

16. 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
16 February 11, 2013

17. Do you know how to improve your company?
Are “They” preventing any improvement?
Make it visual, make it concrete.
Make a value stream map.
17 February 11, 2013

18. Any
questions?