Think Differently: Re-imagining Resource Management in a Disruptive Age
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The document discusses how companies need to rethink their approach to resource management in today's disruptive age. Some of the key points made include: (1) adopting agile project management with smaller batches delivered in shorter iterations, (2) utilizing stable teams to improve productivity, responsiveness, and predictability, (3) limiting work in process and multitasking to improve flow, and (4) taking a team-driven approach to capacity planning. The document advocates focusing on customer interaction, differentiation through enabling thinking time, and finishing work quickly to realize value.
Think Differently: Re-imagining Resource Management in a Disruptive Age
- 1. www.rallydev.com ©2014www.rallydev.com ©2014 Think Differently Catherine Connor Re-imagining Resource Management in a Disruptive Age
- 2. www.rallydev.com ©2014 Catherine Connor Rocky Mountain PMI Product Manager, Lean / Agile Portfolio Solutions I work with companies looking for capacity planning solutions after having adopted stable teams.
- 3. www.rallydev.com ©2014 We Live in a Disruptive Age
- 4. Rally Software ©2014 At the Current Churn Rate, 75% of the S&P Will Be Replaced by 2027 Data: INNOSIGHT, Richard N. Foster, Standard & Poor’s Average company lifespan on S&P 500 Index (in years) Year (each data point represents a rolling scale 7-year scale average of average lifespan Projections based on current data
- 5. www.rallydev.com ©2014 We Must Change Our Mindset FROM: Plan-based TO: Adaptive • Value-focused • Incremental funding • Continuous steering • Plan to re-plan • Team capacity • (mostly) Fixed capacity • Flow features through teams • Program = a group of teams • Schedule-focused • Annual budgets • Large upfront planning • Track to plan • Individual capacity • Elastic resource pool • Assign FTEs to projects • Program = a group of projects
- 6. www.rallydev.com ©2014 Age of Disruption: New Iron Triangle "It’s 2013, and we’re still navigating by the stars" Margo Visitacion & Kurt Bittner, Forrester Research: Map your journey to the future with next-gen portfolio management, July 2013 Quality CapacityCapacity Time to Market Value Quality Time to Market ResourcesSchedule Scope
- 7. Value
- 8. www.rallydev.com ©2014 What Is Value? Customer Interaction Differentiation Focus
- 9. www.rallydev.com ©2014 (Continuous) Customer Interaction Resource the “Product Manager” role: define the right thing to build, incrementally and as customer needs change
- 10. www.rallydev.com ©2014 Differentiation: Enable Thinking Time Knowledge workers need time to think to solve problems and generate creative ideas. This differentiates your solutions from others.
- 11. www.rallydev.com ©2014 Focus: Stop Starting, Start Finishing Focus on finishing things before you start more. Value is only realized when delivered to customers. Cycle Time Faster Time to finish Line Wins
- 12. Time to Market
- 13. www.rallydev.com ©2014 Time to Market Smaller batches Deliver faster Fewer handoffs and dependencies
- 14. www.rallydev.com ©2014 Smaller Batches: Agile Projects Agile projects build software incrementally, typically using short iterations of 1-4 weeks to keep development aligned with changing business results. So, instead of a single pass, 6-18 month release that predicts all requirements and risks up front … Agile adapts to frequent feedback by delivering working, tested code every 1-4 week iteration
- 15. www.rallydev.com ©2014 Deliver Faster with Stable Teams Stable teams are more likely to deliver faster than new teams.
- 16. www.rallydev.com ©2014 Facts About Stable Teams Software Development Performance Index, Rally Software, 2013 Stable teams yield up to: • 60% better productivity • 60% better responsiveness • 40% better predictability
- 17. www.rallydev.com ©2014 Fewer Handoffs and Dependencies Move from silos, lack of communication, and multiple handoffs to cross- functional roles, high collaboration, and results-oriented work
- 18. Capacity
- 19. www.rallydev.com ©2014 Capacity Limit Work in Process (WiP) Limit multitasking Be team-driven
- 20. www.rallydev.com ©2014 Limit Work in Process Encourage Pull vs Push • Don’t add another until there is room to flow • Pull one from the “on-ramp” when one is finished
- 21. www.rallydev.com ©2014 Don’t Overload Capacity • The more work in process, the longer each item takes to complete • Stop-n-go traffic causes less throughput Source: Little’s Law
- 22. www.rallydev.com ©2014 Would You Treat Your Servers This Way?
- 23. www.rallydev.com ©2014 Limit Multitasking at All Costs Source: Rally Software Development Performance Index, 2013
- 24. www.rallydev.com ©2014 Team-driven Capacity Planning Delivery Groups • Groups of teams organized by business capability Delivery Teams • Cross-functional Agile team • Group of specialists Expertise • Company assets / domain expertise Skillsets • Software skills on a knowledge worker resume (Java, CSS)
- 25. www.rallydev.com ©2014 Summary Think differently! Re-imagine your resource management. • Product manager role • Allow for thinking time • Stop starting and start finishing • Agile project management • Stable teams • Cross-functional teams • Limit Work in Process • Limit multitasking • Be team-driven in capacity planning
- 26. www.rallydev.com ©2014 Next Step: Take Action • Learn from your peers: read Rally’s case studies • Share proven facts about stable teams • Partner with Rally to go from thinking to action
- 27. www.rallydev.com ©2014 Thank you! Rocky Mountain PMI cconnor@rallydev.com