What do we manage
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So, what exactly do we manage? Projects, business? Functional Teams, Product Teams? And especially what aspects do we manage? Let's look at some of the challenges we have to deal with. What exactly do we need to take care of? Here are some examples: Projects, Product Health, Improvement. We still have some gaps in awareness and management of some fundamental issues. We can use the DA toolkit to fill in the gaps in unmanaged issues.
What do we manage
- 1. What do we manage? A pragmatic approach with Disciplined Agile Toolkit © 2021 Valentin Tudor Mocanu
- 2. Valentin Tudor Mocanu • Software Development (1996) • Iterative Development (1999), Agile Development (early 2000s) • Agile training (2013) • Disciplined Agile Coach and Instructor (2015) • Disciplined Agile Value Stream Consultant • DA Advisory Council 2015-2020 • Customer's domains: defense, documents management, retail • PMP, PSM © 2021 Valentin Tudor Mocanu
- 3. Domain Knowledge Work Software developments Others Manufacturing © 2021 Valentin Tudor Mocanu
- 4. What we manage? Projects Business What aspects? © 2021 Valentin Tudor Mocanu
- 5. Starting with the need Taiichi Ohno, Toyota Production System © 2021 Valentin Tudor Mocanu
- 6. Challenges Projects Product Health Improvement © 2021 Valentin Tudor Mocanu
- 7. Shared Experience Traditional – Matrix organization Agile – Product teams Hybrid case © 2021 Valentin Tudor Mocanu
- 8. Real example – Matrix Permanent teams Functional teams • Functional lead • Developers/Testers/Analyst (specialized) PM Department Enterprise Specialists Project teams • Project manager • Developers/Specialists – from functional teams • Enterprise services #Traditional © 2021 Valentin Tudor Mocanu
- 9. Challenges • Projects • Focused • Forming team overhead; always at the beginning • Risks for unappropriated life-cycle • Product Health • Unmanaged technical debt • Process improvement – slow or no visible progress • Short term, project focus & no focus for medium and long term • Lesson learned - hard to transmit to the next project team #Traditional © 2021 Valentin Tudor Mocanu
- 10. Real example – Hybrid case Permanent teams Product Teams • PM • Developers(specialized or cross functional) Testing department PM Office Enterprise Specialists Project teams • Project manager • Part of the product team • Part of the testing team • Specialists • Enterprise services #Mix © 2021 Valentin Tudor Mocanu
- 11. Challenges • Projects • Reuse teams, no overhead • Risks for unappropriated life-cycle • Product Health • Not used opportunity (Product team) • PM as only team lead is focused on projects and neglect the product risks • Process improvement – slow progress • Development – similar: high risk of not used opportunity • End-to-end workflow – not managed • Organization – not managed (teams focus only) #Mix © 2021 Valentin Tudor Mocanu
- 12. Real example – Product Teams Permanent teams Products teams • Team lead (or not) • Developers (cross functional) Enterprise Specialists Project teams • Product team members • Specialists (services/borrow) • Enterprise services #Agile © 2021 Valentin Tudor Mocanu
- 13. Challenges • Projects • Reuse teams • Risks for unappropriated life-cycle • Product Health • High risks without proper roles and practices • Architects • Collective ownership, collaborations & engineering practices • Process improvement • Development – the same risks described above • End-to-end workflow – not managed • Organization – not managed (teams focus only) #Agile © 2021 Valentin Tudor Mocanu
- 14. What is missing? • Development Life-cycle awareness • Product health awareness • Value stream awareness • Enterprise Awareness • Improvement awareness • Growing people skills © 2021 Valentin Tudor Mocanu
- 15. Life-cycle awareness – DA Toolkit Agile & Lean Options Agile (Scrum based) Lean (Kanban based) Program (teams of teams) Continuous delivery: Agile Continuous delivery: Lean Exploratory Lean Startup “Projects” “Continuous flow” © 2021 Valentin Tudor Mocanu
- 16. Product health awareness • Architect owner role • “Lead surgeon”, coach • DA Toolkit guidance • Improve quality • Reuse engineering • Architectural strategy • … © 2021 Valentin Tudor Mocanu
- 17. Value stream awareness • That is the work ! • Main subject of management • Main subject of improvement • Cross-teams’ • collaboration, visibility, improvement • Roles • Values stream consultant • Values stream manager Scrum and XP are (small) parts of Delivery © 2021 Valentin Tudor Mocanu
- 18. Value stream (also the flow of work) © 2021 Valentin Tudor Mocanu
- 19. Do you have value stream and workflow management? Our management is like this Who manage the flow of work and the flow of value? Do we have full workflow visibility? © 2021 Valentin Tudor Mocanu
- 20. Identify waste and delays sources Valuable work • Planning • Clarify requirements • Implement & test • Integration • Deployment Waste • Inter-teams’ delays • Fixing defects • Bottlenecks • Rework • Handoffs • Task switching between teams • Build not needed requirements © 2021 Valentin Tudor Mocanu
- 21. Cost of delay/waste • Not only direct costs • Avalanche effect • Waste create other waste, delay create extra-work • Cost of missing opportunities • Cost of extra work © 2021 Valentin Tudor Mocanu
- 22. Optimize the whole! • “Reduce the overall cycle time, the total time from the beginning to the end of the process to provide value to a customer” • Optimize – not only for the team; what is best for the whole value stream and organization • “Make work flow” Reference: https://www.pmi.org/disciplined-agile/mindset/mindset-principles/optimize-flow © 2021 Valentin Tudor Mocanu
- 23. Improvement awareness Evolve Your WoW process goal • Support tailoring to context and improvement Example aspects • Communication Styles • Collaboration Styles • Identify & Implement Potential Improvements • Reuse Known Strategies • Share Improvements With Others Reference: https://www.pmi.org/disciplined-agile/ongoing-goals/evolve-wow © 2021 Valentin Tudor Mocanu
- 24. Improvement references Evolve Your WoW: Reuse Known Strategies Not only specific/prescriptive methods Industry existent experience Organization and team existent experience DA toolkit • Map existent industry experience • Offer guidance about options and tradeoffs Reference: https://www.pmi.org/disciplined-agile/ongoing-goals/evolve-wow © 2021 Valentin Tudor Mocanu
- 25. Enterprise Awareness • Enterprise process “blades” • Enterprise assets – reuse engineering • Enterprise team – collaboration • Business agility Reference: https://www.projectmanagement.com/blog-post/66383/The-Disciplined-Agile-Enterprise--DAE--Layer © 2021 Valentin Tudor Mocanu
- 26. Business Agility • Consider • All the teams • The whole value stream & the whole enterprise • Produce highest value in short amount of time • Eliminate waste • Small batches • Improve skills Guidance: DA Toolkit © 2021 Valentin Tudor Mocanu
- 27. Growing people skills awareness • Center of excellence • Communities of practice • Collaborative work • DA Toolkit Guidance: Grow Team Members Reference: https://www.pmi.org/disciplined-agile/people/centers-of-excellence © 2021 Valentin Tudor Mocanu
- 28. DA Toolkit Benefits – Fill the gaps of unmanaged aspects • Choose the appropriate life-cycles in context • Take care of your products • Optimize the whole value stream • Progress toward business agility • Effective improvement approach • Grow people’s skills according to the needs © 2021 Valentin Tudor Mocanu
- 29. Thank You! © 2021 Valentin Tudor Mocanu
- 31. QUESTIONS? valentinmocanu.com @ValentinTudor © 2021 Valentin Tudor Mocanu