Modern agile & ESP proposal for Transformation
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The document proposes adopting a Modern Agile approach using Enterprise Services Planning (ESP) for PE Operations management. Modern Agile focuses on making people and safety a priority, rapid experimentation and learning, and continuous delivery of value. ESP is a Kanban-based system that coordinates across interconnected services using cadences to improve speed, optionality and agility while maintaining control. The proposal recommends understanding current challenges, mapping current and desired future states, designing Kanban boards and experiments to iteratively achieve targets like reducing hardware onboarding time from 160+ days to 1-2 days with an empowered team. Value stream mapping is used to analyze workflows, identify waste and non-value add time with a goal of continuous improvement.
Modern agile & ESP proposal for Transformation
- 1. PE-Operations wide Proposal for Management Review
- 2. How can Modern Agile & ESP work in PE Operations? • PE Operations currently has a plan driven management approach to align an ecosystem of interconnected and interdependent services. • For PE Operations , Modern Agile based transformation will enrich the management approach to be more value-driven, for faster “flow” of work. • Model Agile approach supports ESP (Enterprise Services Planning). • ESP is a Kanban based management system of cadences to coordinate and align across multiple interconnected services or domains, to create customer value • ESP enables business agility without loss of management control. • EPS enables speedier value delivery, improved optionality and business agility. • ESP will also make PE Operations leadership focus on flow efficiencies in addition to resource efficiencies, to achieve V2MOM level goals.
- 3. Improvement Plan for PE Operations 1. Understand Direction / Challenge(s) • We need to work out challenges with hardware on-boarding and off-boarding • a major bottleneck for PE wide Tech Refresh initiative 2. Assess Current Condition • Value stream mapping (VSM) • Find operational inefficiencies • Document “as is” state VSM 3. Achieve next feasible target condition • Document “to-be” state VSM • Design Kanban Boards for “to-be” workflows • Visualize & limit work-in-progress • Show improvements in cycle/lead times • Further tuning…with controlled experiments 4. Iterate steps 1 to 3, to achieve more feasible targets with more experiments • e.g. “dock to bootstrap” in 1-2 days with 1 empowered team
- 4. “As-Is” Value Stream Map – “Rack On-boarding” Workflow Customer Request to Dock (160+ d) Prepare (13-15d) Bootstrap (3d) PO Creation ReceivedPO Processing Pre-Config Land @DC Configuration 160+ days 13 to 15 days 3 days Pre-planning for Approved Demand Time Ladder (approx.) Lead Time. 176+ d Value Add Time 42- 44 d Non-VA Time 80-165 d Electronic Information Flow PE Operations 3 days 7 days 7 days 13-18 days 3 days 60-140 days WIP (Inventory)PUSH- scheduled before neededExternal source LEGEND Eliminate Waste Time Analysis Non-Value Add vs. Total 50-75% or more Value Add vs. Total 25-50% or less Value Add vs. Non-VA ½ to 1/3 or less Work In Progress - Create RQSVR - Approve RQSVR - Shopping Cart - Create PO - Approve PO - Create Asset via ASN - Create PROCR - Create LGSRV - Approve LGSRV - Execution smartsheet - Asset arrival - Scan asset - Update TMA - Close PROCR - Close RQSVR - CIE prep work Post-Config - SWFPA: rack profile - Electrical/power WO - Network Pre-Config - Pre-cable network - Move - Scan - Install - Auto Verify - Configure switch - Check ILOM & Racks - TMA status=in-Service - Rack profile scripts - SASRV: begin bootstrap - Auto bootstrap (via API) - Close SWFPA - Resolve LGSRV - Bootstrap completed 9 days 0 days 4-6 days 0 days 11 days 0 days 5 days 0 days Asset Mgmt (8-10) Site Services (~40) Data Center TS (13) Network (8-10) Vendor (25-30) Lack of standardized work, e.g. Rack life expectancy, depreciation decisions Network Bubble decisions Ports availability
- 5. “To-Be” Value Stream Map – “Rack On-boarding” Workflow Customer Pre-Config Land (on dock) Post-Config Order Request Purchase Order Purchase Order Dock ? days ? days ? days Pre-planning for Approved Demand Time Ladder (approx.) Lead Time. ? d Value Add Time ? d Non-VA Time ? d Electronic Information Flow PE Operations ?day s ?days ?days ?days ?days ?days WIP (Inventory)PUSH- scheduled before neededExternal source LEGEND Eliminate Waste Time Analysis Non-Value Add vs. Total ? % or more Value Add vs. Total ? % or less Value Add vs. Non-VA ? Not Started Dock ?days ?days ?days ?days ?days ?days ?days ?days Deploy Standardized Work One empowered team(80-100)?
- 6. Appendix Approach, Details and Samples of various process artifacts
- 7. Step 1: Intake & Planning (1- 2 weeks) •Define V2MOM level Goal(s) - e.g. Tech Refresh initiative for 1. on-time ebay-eng wide provisioning (rack & loose gear on/off boarding) 2. Planning new compute capacity •Reduce Scope for incremental value (~1 quarter to 6 months)- leveled by capacity to do work- early adopter programs/products - e.g. rack onboarding process workflow •Identify key stakeholders: from Business, Dev/Engg, SQA/Test, Release Engg and/or Operations • Identify landscape: Value chain, initiatives, priorities, expectations, impediments, and known constraints •Create initial Lean change plan using canvasses such as: “Lean change canvases” for both initiatives, and “Strategy canvas” for tracking strategy through execution Step 2: Discovery phase (2-3 weeks) •Apply "learning to see” approach to Create value by finding sources of non- value-adding wastes, whether necessary or unnecessary; and to reduce or eliminate those. •Narrow down and validate current state value stream map (VSM)– identify current process workflows, analyze timings and identify NVA wastes (impediments) causing delays in flow. •Visualize future state VSM- “single piece flow” in ideal world. •Gap Analysis Workshops- to identify gaps between “as is” and “to be” VSMs in terms of key tenets related to people, process, tools, governance & metrics •Assessment of process maturity •Formal Report- Submit assessment worksheet highlighting gaps Step 3: Roadmap phase (4-6 weeks) • Recommendations- •People- new roles as needed •Process – ESP Cadences •Tools for road mapping •Governance & Metrics • 30-60-90 plan specific to identified gaps in order to improve process maturity • recommend “Strategy canvas” based Kanban system for tracking strategy through execution #Step 4: Pilot Phase • Identify people for new Roles from selected teams, if needed • Training & Coaching - Process - ESP cadences, agendas, meetings and - People - Changing roles & responsibilities - Tools - Roadmap sync with cadences • Build-measure-learn -learn to either pivot or persevere • Validated learning -socialize outcomes & communicate plan of continuous improvement #Step 5: Wider Rollout •Move the needle • Build Community • Transformation team & charter • Add champions, evangelists • Cadence of events • Execute Lean change plan for scaling, apply process evaluator tool with a centralized or autonomous governance model with Modern Agile values and ESP cadences based on an evolutionary (phased) framework like Kanban and/or Scrumban #Time line is context dependent after step 3 7 Approach (Modern Agile with ESP Cadences)
- 8. Modern Agile ESP- PE-wide Proposal for Management Review 4 Pillars of Modern Agile 8 Make Safety a Prerequisite Make People Awesome How do we make people awesome through our product and how do we make our teams awesome? How do we promote safety around interactions with one another as well as make our products safe to use for our users? Experiment & Learn Rapidly How do we increase the feedback loop? When we get stuck or aren’t learning enough, we take it as a sign that we need to learn more by running more experiments. Deliver Value Continuously How do we get value into our customer’s hands as frequently as possible? 01 02 03 04
- 10. Lean Change Canvas- format for PE Initiatives
- 11. Lean Canvas (Ebay example)
- 13. Strategy Canvas (Transformation example)
- 14. “As-Is” Value Stream Map – Example Customer Plan (Idea / Discovery) Build (Delivery) Run (Operations) Business Case PlanningPrioritization - Ideation - Biz & Tech Assessment - Go/No-go/Defer - Capacity Planning - Project Planning - Prioritization - Project Selection - RFE Approval Design (Arch) Build (Dev) Test (QA) - Technical Design - WBS - Integrate - Test Planning - Ops Planning - Get Approval - Deploy to QA - Configure Tests - Manual Testing - User Acceptance Production Go-Live Business-As-Usual Change Mgmt (ITIL) Environment Provisioning- Ops Planning - Config&Deploy - Wait for DBA - Get Approval Prod Support & Monitoring Ops Mgmt (DB, Network) 3 to 5 m 4 to 6 m 2 to 3 m Sustenance mode Business Portfolio: Governance & Oversight Environments & Tools Time Ladder (approx.) Lead Time 4m Value Add Time 2m Non-VA Time 2m Electronic Information Flow Offshoring Teams 0.5 m 1 m 1 m 1 m 1-3 m 0.5 m 2 m 0.5 m 0.5 m 0.5 m 1-2 m 1-2 m 1-2 m 1 m WIP (Inventory)PUSH- scheduled before neededExternal source LEGEND Eliminate Waste Time Analysis Non-Value Add vs. Total 50% Value Add vs. Total 50% Value Add vs. Non-VA 1 Sustenance 14
- 15. “To-Be” Value Stream Map – Example Customer Plan(A “Release”) Build(Deployables) Run (Operations) TDAD Multi- Sprint Plan Backlog Prep <Story Map> - Technical Design - Multi-team - At cadence - Ops work - 1 story map - per hour - per epic Design (Artifacts) Sprint Plan + Sprint Retro Iterate (Dev & QA) - MVD (wiki) - Test Plans - UX artifact - 2 mtgs, 4hr each - Ops work included - Build w/ Unit Tests - Execute test cases - Expedite bug-fixes - Dev & Test NFRs Demo Business-As-Usual Change Mgmt (ITIL) Environment Provisioning- Env on demand - PO Acceptance - Production bugs - Proactive DBAs Prod Support & Monitoring Ops Mgmt (DB, Network) 3m 3m (4 sprints) 1m Sustenance mode Business Portfolio: Governance & Oversight Environments & Tools Time Ladder (approx.) Lead Time ~4m Value Add Time ~1m Non-VA Time ~3m Time Analysis Non-Value Add vs. Total 25% Value Add vs. Total 75% Value Add vs. Non-VA 3 Electronic Information Flow Offshoring Teams 2m 1w 1w .5 w NVA:1d 1m 0.5 w 1w.5 w 2w NVA:1d 1w WIP (Inventory)PUSH- scheduled before neededExternal source LEGEND Eliminate Waste 1w 3m (4 sprints) Sustenance 15
- 16. Goals of VSM (value stream mapping) • Main goal of VSM is to create value by finding sources of muda (non-value-adding wastes), whether necessary or unnecessary: • Other goals of VSM are to eliminate mura (unevenness) and muri (overburdoning) See also: https://www.lean.org/lexicon/muda-mura-muri
Editor's Notes
- #4: This approach is based on “improvement kata”, source: https://www.slideshare.net/mike734/toyota-kata-3101182
- #5: Sources: Ishikava (fishbone) diagram: https://wiki.vip.corp.ebay.com/display/CIEASO/CIE+Unified+Front?preview=/438896724/438896730/Root%20Cause%20Analysis.jpg As-Is Rack Onboarding Process: https://wiki.vip.corp.ebay.com/display/CIEASO/CIE+Unified+Front?preview=/438896724/438896731/Tech_Refresh_ICT_CIE_Engagement_Model_04262017.pdf End-to-End Onboarding/Offboarding Process Flows: https://docs.google.com/presentation/d/1sF7HwzxKZzxkBfgndsxQLNGyNsIwpYDnWXYYOc2e-HI/edit#slide=id.g23b15b2b2a_0_51