Managing product development flow across an IT organization

Editor's Notes

• #3: Instructor notesIntroduce yourselfMost everything we’ll cover, you already know, but there’s no structure in place to support it. We are looking at how to get that structure.Have people introduce themselves, using the questions here.Write their responses on notepad or boardWhen people call these out, put those that are true on the left of the board, those that aren’t on the right side. Make it look like you are just doing this arbitrarily. If something is partially true, put it in the middle.Then, after they’ve pretty much said everything, explain which are true and which aren’t. This is a great way to create a fresh map to start with.
• #5: COMPONENT: Ellipses illustrating concept to concumption_v1as
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• #9: 11568652It may be just too much for some people to take.
• #11: **Kanban**11557486
• #13: It’s not that people are trying for utilization, it’s that when we need something done and someone has a little time, we impose ourselves on them without regard of the cost to others. ******************INSTRUCTOR: Hold a group discussion comparing throughput vs. utilizationThink of two highway scenarios. The one on the right is busy. The cars are “fully utilized” but people are not going anywhereThe one on the left is wide open. The people are going where they need to in optimum fashion Which is the better goal?TELLASTORYAS: I talk about let’s say I was going on an overpass over both highways and could take either one (assume they both go in the direction I want to). I’d obviously take the one on the left. But notice how the one on the right is much better utilized? It’s not utilization we want, it’s throughput we want. About this point I pause look at the picture on the right and point to the two openings in the right lane and declare with enthusiaism – “there’s a spot, there’s another” and people get what I’m talkinga bout – how we always jam in extra things – even though it doesn’t really get us anywhere.
• #20: Jump back 21
• #27: COMPONENT: Ellipses illustrating concept to concumption_v1as
• #29: **REVIEW** Lost based on flow. Look back on what jim had12055021Eliminate delays to improve quality and lower costManaging work in process can help remove these delays
• #30: -FURTHER … an AGILE execution model looks to deliver that value to the customer QUICKLY and INCREMENTALLY-SOME THINGS WE WILL EXPLORE TODAY ARE:-Even with an assessment upfront, discovery of all requirements is highly unlikely AND … is it really that valuable to do so …. hmmmm-With Agile … customers and team members collaborate throughout the entire development lifecycle-An Agile execution model uses regular “time boxes” to deliver value quickly AND to help assist with prioritization decisions-An Agile execution model looks to drive quality into the process-Many times, projects deliver little VALUE very late, an Agile execution model delivers VALUE early and often -SO, we will explore these in our time together today…Part of the value is the ability to replicate the delivery in a predictable manner.
• #35: **REVIEW** Lost based on flow. Look back on what jim had12055021Eliminate delays to improve quality and lower costManaging work in process can help remove these delays
• #36: Problem was everyone is sub-itemizing their throughput and risk mitigation.Scrum of scrum is difficult here because people are being measured differently.
• #37: Add that this allows for having everyone on the same evaluation metrics – cycle time of each story.
• #38: Self-organizing at team layer is goodHow to split teams up requires bigger perspectiveTell story of teams organized by UI – Mid-Tier – Data-layer
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• #45: Focus on highest priority
• #46: Philadelphia 2/28-3/1Bay Area 3/6-8Seattle 4/3-5