Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]
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The document discusses the concept of 'flight levels' in organizational management, emphasizing the need for metrics at different levels to enable managed evolution within agile transformations. It outlines a framework for understanding organizational structure and communication, advocating for leadership and metric visibility at all levels to improve performance and engagement. Key takeaways include modeling services, agreeing on goals, identifying metrics, and adapting processes for continuous improvement.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]
- 1. METRICS AT EVERY (FLIGHT) LEVEL ENABLING MANAGED EVOLUTION matthew.r.philip@accenture.com @mattphilip
- 3. BDUF BPUF (BIG PICTURE UP FRONT) 3
- 4. @mattphilip REALITY 4 Unfinished church at St Georgeās in Bermuda , āThe Folly of St. Georgeās"
- 6. ENABLING MANAGED EVOLUTION METRICS AT EVERY (FLIGHT) LEVEL FLIGHT LEVELS KANBAN LENS RUBRICS CUBE OF METRICS LEADERSHIP AT EVERY LEVEL
- 8. @mattphilip A THINKING MODEL THAT HELPS YOU FIND OUT WHERE IN AN ORGANIZATION YOU HAVE TO DO WHAT IN ORDER TO ACHIEVE THE RESULTS THAT YOU WANT 8 ā Klaus Leopold
- 9. @mattphilip 9 Security UAT Deploy Done Feature Feature Feature Team Z Analyze Develop Test Done Feature Feature Feature Team N Analyze Develop Test Done Feature Feature Feature Team C Analyze Develop Test Done Feature Feature Feature Team BPreconditResearch Select Done Feature Feature Feature Team Launch Level 3: Strategic/Portfolio Level 2: End-to-End Coordination Level1: Operational Prioritize Coordinate Deliver Concept Realize Deliver Done Flow 1 Flow 2 Flow 3 Concept Realize Deliver Done Family 1 Flow 2 Flow 3 Experiment Realize Learn KPI KPI KPI Experiment Realize Learn KPI KPI KPI
- 10. FLIGHT LEVELS 10 ā¢ The higher you fly, you have more of an overview with fewer details. ā¢ The lower you fly, you can see more details but not the entire landscape. ā¢ the effect of specific improvement steps at different levels, and ā¢ the most useful starting point within the organization to begin improvements. RELATES TO FLIGHT ALTITUDE: IS AN INSTRUMENT OF COMMUNICATION THAT REVEALS:
- 11. 11 KANBAN LENS
- 12. THE KANBAN LENS IS A WAY TO SEE YOUR WORK. ā¢ WORK AS FLOW ā¢ WORKFLOW AS KNOWLEDGE-DISCOVERY STEPS ā¢ KNOWLEDGE WORK AS A SERVICE ā¢ ORGANIZATIONS AS NETWORKS OF SERVICES 12
- 13. @mattphilip LOOKING AT A CURRENT ORGANIZATION THROUGH A SERVICE-ORIENTED LENS AND SEEING SERVICES WHERE CURRENTLY PEOPLE ONLY SEE FUNCTIONS AND SPECIALIZATIONS IS LIBERATING AND EMPOWERING. 13 ā David Anderson
- 15. THE ABILITY TO INSPIRE OTHERS TO ACTION THROUGH EXAMPLE, WORDS, AND REFLECTION. MOST ORGANIZATIONS HAVE SOME DEGREE OF HIERARCHICAL STRUCTURE, BUT IN KANBAN LEADERSHIP IS NEEDED AT ALL LEVELS TO ACHIEVE VALUE DELIVERY AND IMPROVEMENT. 15 Leader Follower- Leader Follower- Leader Follower- Leader Follower Follower Follower Follower Follower Follower Leader Leader LeaderLeader Leader Leader Leader Leader Leader Leader Leader-Follower Leader-Leader
- 16. @mattphilip ENCOURAGE ACTS OF LEADERSHIP AT EVERY LEVELāFROM THE INDIVIDUAL CONTRIBUTOR TO SENIOR MANAGEMENT. 16 ā Kanban Methodās third change-management principle
- 18. @mattphilip TWO DIMENSIONS 18 Product Service Internal External Delivery AspectPerspective āBuild Thing Rightā āBuild Right Thingā How What
- 19. @mattphilip TWO DIMENSIONS 19 Product Service Internal External Delivery Aspect Perspective Is our team healthy? Is our product healthy? Is our product fit for its purpose? Is our service delivery fit for its purpose?
- 20. @mattphilip TWO DIMENSIONS: METRICS 20 Product Service Internal External ā¢ Team happiness ā¢ Engagement ā¢ Flow efficiency ā¢ Delivery time ā¢ Throughput ā¢ Mean time to restore service ā¢ Due-date performance ā¢ Revenue ā¢ Market Share ā¢ Usage (e.g., bounce rate) ā¢ C-Sat ā¢ App-store rating ā¢ Mean time to restore build ā¢ Code health ā¢ Performance Delivery Aspect Perspective
- 21. @mattphilip METRICS + FLIGHT LEVELS 21 Product Service Internal External Is our team healthy? Is our product healthy? Is our product fit for its purpose? Is our service delivery fit for its purpose? Delivery Aspect Perspective
- 22. @mattphilip THIRD DIMENSION: LEVELS 22 Internal External Viewpoint āBuild Thing Rightā āBuild Right Thingā Product Service Perspective How What Team/Operational End-to-End/Coordination Strategy/Portfolio Level
- 23. @mattphilip āRUBRICS CUBEā OF METRICS 23 Service Internal External Level Delivery Aspect Perspective Team/Operational End-to-End/Coordination Strategy/Portfolio Product Service Internal External
- 24. @mattphilip āRUBRICS CUBEā OF METRICS 24 Service Internal External Level Delivery Aspect Perspective Team/Operational End-to-End/Coordination Strategy/Portfolio Product Service Internal External Team-Level Employee Engagement
- 25. @mattphilip āRUBRICS CUBEā OF METRICS 25 Service Internal External Level Delivery Aspect Perspective Team/Operational End-to-End/Coordination Strategy/Portfolio Product Service Internal External End-to-end delivery time
- 26. @mattphilip āRUBRICS CUBEā OF METRICS 26 Service Internal External Level Delivery Aspect Perspective Team/Operational End-to-End/Coordination Strategy/Portfolio Product Service Internal External Market Share
- 27. @mattphilip āRUBRICS CUBEā OF METRICS 27 Service Internal External Level Delivery Aspect Perspective Team/Operational End-to-End/Coordination Strategy/Portfolio Product Service Internal External Delivery Time
- 28. 28 METRICS AT EVERY (FLIGHT) LEVEL: IN ACTION
- 29. @mattphilip COMMON APPROACH TO AGILE 29 Agile Teams Deliver How do I monitor someoneās performance? Whatās our velocity? How do I know if teams are doing well? How many teams are āagileā? Why donāt we get everyone on Jira? Why is Team Aās velocity lower than Team Bās?! Iām not a scrum master or product owner, so what do I do in agile? Why do we need to do these āceremoniesā? How many stories did you complete? Management Executives
- 30. @mattphilip A LEADER WHO BELIEVES THAT HE CAN MAKE A POSITIVE DIFFERENCE THROUGH CONTINUAL PERSONAL INTERVENTIONS IS USUALLY DELUDING HIMSELF. HE THEREBY TAKES OVER THINGS OTHER PEOPLE ARE SUPPOSED TO BE DOING, EFFECTIVELY DISPENSING WITH THEIR EFFORTS, AND MULTIPLIES HIS OWN TASKS TO SUCH AN EXTENT THAT HE CAN NO LONGER CARRY THEM ALL OUTā¦ 30 ā Helmuth Von Moltke
- 31. @mattphilip ā¦THE DEMANDS MADE ON A SENIOR COMMANDER ARE SEVERE ENOUGH AS IT IS. IT IS FAR MORE IMPORTANT THAT THE PERSON AT THE TOP RETAINS A CLEAR PICTURE OF THE OVERALL SITUATION THAN WHETHER SOME PARTICULAR THING IS DONE THIS WAY OR THAT. 31 ā Helmuth Von Moltke
- 32. @mattphilip 32 Level 3: Strategic/Portfolio Level 2: End-to-End Coordination Level1: Operational Prioritize Coordinate Deliver Outcomes: ā¢ Faster time to market (by 20%) ā¢ Better due-date performance (90%) ā¢ More competitive products (#1 in total addressable market) ā¢ More engaged employees Product Groups ā¢ Cycle time ā¢ Discard rate ā¢ Engagement Strategies ā¢ User engagement ā¢ DevOps and tech modernization ā¢ Employee empowerment and engagement ā¢ Limit system WIP Product ā¢ Cycle time ā¢ WIP ā¢ Unit tests ā¢ Engagement Development ā¢ Cycle time ā¢ MTTR ā¢ Engagement Operations ā¢ End-to-end delivery time ā¢ Employee Engagement ā¢ Product win rate ā¢ Value-Added Work ratio ā¢ WIP Strategy Reviews Operations Reviews Service- Delivery Reviews
- 33. @mattphilip 33 Level 2: End-to-End Coordination Level1: Operational Coordinate Deliver Product Groups Product Development Operations WIP!WIP! WIP! WIP! WIP!WIP! WIP! ROOT OF ALL EVIL: ORGANIZATIONAL WIP?
- 34. @mattphilip THE HIGHER THE LEVEL OF COMMAND, THE SHORTER AND MORE GENERAL THE ORDERS SHOULD BE. THE NEXT LEVEL DOWN SHOULD ADD WHATEVER FURTHER SPECIFICATION IT FEELS TO BE NECESSARY, AND THE DETAILS OF EXECUTION ARE LEFT TO VERBAL INSTRUCTIONS OR PERHAPS A WORD OF COMMANDā¦ 34 ā Helmuth Von Moltke
- 35. @mattphilip ā¦THIS ENSURES THAT EVERYONE RETAINS FREEDOM OF MOVEMENT AND DECISION WITHIN THE BOUNDS OF THEIR AUTHORITY. 35 ā Helmuth Von Moltke
- 36. @mattphilip 36 Level 3: Strategic/Portfolio Level 2: End-to-End Coordination Level1: Operational Services Prioritize Coordinate Deliver What really matters to our organization? Why are we doing this transformation? How fit-for-purpose is this service? What do our customers value and care about? How do these services help us execute our strategy? Which services should we throttle up or down? How might we optimize on the whole? What do our consumers value? How does this experiment impact our KPIs?
- 37. @mattphilip AT FLIGHT LEVEL 2 AND 3, IT ISNāT ABOUT THE BOARD. THE SYSTEM REPRESENTS THE POINTS OF COMMUNICATION. 37 ā Klaus Leopold
- 38. 38 How my work connects to and impacts the organizationās purpose Where to provide the most leverage The measurements by which we manage experiments The minimal amount of specificity that I need to provide in order to help others make aligned decisions METRICS AT EVERY (FLIGHT) LEVEL COMMUNICATE:
- 39. @mattphilip 39 1.MODEL SERVICES IN FLIGHT LEVELS 2.AGREE ON ORGANIZATIONAL GOALS 3.IDENTIFY METRICS AT EVERY LEVEL (LEADING AND LAGGING) 4.MAKE WORK VISIBLE 5.ENSURE ALL WORK (AND METRICS) CONNECT TO THE TOP 6.USE CADENCES TO INSPECT AND ADAPT Takeaways for tomorrow
- 40. Sources and Resources ā¢ PRACTICAL KANBAN ā¢ ESSENTIAL KANBAN CONDENSED ā¢ THE ART OF ACTION ā¢ HTTPS://WWW.KANBANMATURITYMODEL.COM/ ā¢ HTTPS://WWW.LEANABILITY.COM/EN/BLOG-EN/2017/04/FLIGHT-LEVELS-THE- ORGANIZATIONAL-IMPROVEMENT-LEVELS/ ā¢ HTTPS://MATTPHILIP.WORDPRESS.COM/2020/01/31/FLIGHT-LEVELS-AND-METRICS/ ā¢ HTTPS://WWW.REDDIT.COM/R/PROCRASTITECTURE/ ā¢ HTTPS://WWW.FLICKR.COM/PHOTOS/ANDREWMALONE/6617176639 ā¢ HTTPS://XPROCESS.BLOGSPOT.COM/2018/02/THE-KANBAN-LENS-WAY-TO-SEE.HTML