JEREMIE BENAZRA & SIMON BENNETT PRESENT... MAKING BAU BUSINESS AS USUAL

Transcription

1 JEREMIE BENAZRA & SIMON BENNETT PRESENT... MAKING BAU BUSINESS AS

2 INTROS

3 WHO ARE WE? (And why would you listen to us?)

4 Iteration Manager Worked in BAU for over 2 years Kanban Enthusiast

5 Traditional Project Background 15+ years in Agile Sometimes CTO Consultant & Trainer Primarily Product Focussed Bothered by BAU

6 WHO ARE YOU?

7 THE SITUATION

8 IN ORDER FOR THERE TO BE LIGHT THEIR MUST FIRST BE DARKNESS

9 THEREFORE IN ORDER FOR THEIR TO BE BUSINESS AS USUAL

10 Some of our work must then be considered as unusual

11 WE CALL THIS UNUSUALNESS PROJECTS

12 A Project, by it s very nature, redefines what is meant by usual

13 CHANGE IS SCARY

14 WHICH IS WHY WE FEEL THE NEED TO CONTAIN AND CONTROL CHANGE INSIDE A BUBBLE.

15 WHY DO PROJECTS? Create a management perimeter around change Create a special environment for delivery Create units of prioritisation for Senior Management To treat Software Development as a Capital Expenditure

16 AND AFTER WE VE MADE THE CHANGE We need to maintain that change

17 COMMON COMPLAINTS

18 Projects Cost Too Much

19 BAU is not responsive enough

20 Your estimates are rubbish (I m talking to both of you)

21 STANDARD SOLUTIONS

22 AGILE FOR OUR PROJECTS

23 KANBAN FOR OUR BAU

24 SO WHAT S THE PROBLEM THEN?

25 Problem #1

26 Problem #2 OMETIMES WE BLUR THE LINES

27 Change escapes - and is done inside BAU Projects are formed to do BAU Both our metrics and our defences are becoming compromised

28 MOST AGILE IMPLEMENTATIONS ARE ROLLED INTO THE EXISTING ORGANISATIONAL NARRATIVE Problem #3 So we got

29 All the baggage of Projects AGILE PROJECTS All the benefits of Agile

30 And a lot of organisations pointed the Agile Productivity Pistol at the on time on budget, costs too much problem Only to discover that this wasn t always the same as happy customers

31 WE MAY HAVE SOLVED THE PROBLEM WITH PROJECTS

32 BUT THE PROJECT PROBLEM STILL EXISTS (Not with, but rather caused by )

33 WE LOSE INFORMATION IN THE HANDOVER

34 And we re hiding some valuable information

35 WHAT ARE WE HIDING? (and where are we hiding it)

36 IN BAU OF COURSE

37

38 Bau Task Hidden Dysfunction Feature Development The Project Didn t Solve The Problem Bug Fixes Quality Not High Enough Platform Maintainance Unexpected Operational Cost Dependency Support Portfolio Management & Architecture Planning All adding up to obscuring how long it actually takes to develop a solution

39 SHIFTING THE BURDEN

40 SOLUTIONS & SUGGESTIONS

41 LEVEL ONE IMPROVE BAU PERFORMANCE

42 FROM SALES QUOTE TO UNDERSTANDING YOUR INVOICE MOVING FROM UPFRONT ESTIMATION TO REPORTING ON CYCLE TIME

43 ESTIMATE APPROXIMATE CALCULATION OR JUDGEMENT OF THE VALUE, NUMBER, QUANTITY OR EXTENT OF SOMETHING

44 GUESS ESTIMATE OR CONCLUDE WITHOUT INFORMATION TO BE SURE OF BEING CORRECT

45 YOU CAN BREAK THE PINKY BUT YOU CAN'T BREAK THE PROMISE

46 I WAS TOLD THERE WOULD BE CAKE

47 PIECE OF CAKE Cycle time Ready Done card created start work Change Live! Lead time - Idea to Cash

48 VELOCITY WITH NO FUEL

49 PACE SUMM OF THE CYCLE TIME WORKED ON PER TIME MEASURE

50 HOW DOES COST AN URGENCY? THE IMPACT OF EXPEDITE

51 Expedite verb - make an action happen sooner or be accomplished more quickly.

52 EXPEDITE COST Ready Done Expedite Cost = Delay cycle time

53 NO SOUP FOR YOU!

54 MOVING FROM A SOUP OF SPECIALISTS TO A COLLABORATIVE CULTURE

55 SWAP SUBJECT MANNER EXPERT BURNOUT

56 For being part of something greater

57 LEVEL TWO! IMPROVE PROJECT OUTCOMES

58 LOOKING GOOD THERE MR. PROJECT THE 1ST STEP IS ADMITTING YOU HAVE A PROBLEM ARE YOU A VELOCAHOLIC?

59 MOVE FROM CALCULATING COST TO CONSIDERING IMPACT

60 Bug Reports are nothing more than your customers re-writing your requirements" INCORPORATE BAU FEEDBACK (Because they get it from the customers)

61 WAIT FOR THE FAT LADY TO STOP SINGING

62 LEVEL THREE REWRITE THE RULEBOOK

63 Software is a product, not a service. SOME GUY ON THE INTERNET

64 As it turns out, Software Development is not at all like buying a photocopier. SIMON BENNETT

65 RETHINKING PROJECTS

66 A project is defined as a collaborative enterprise, involving research or design, that is carefully planned to achieve a particular aim. OXFORD ENGLISH DICTIONARY

67 Reform Projects around objectives and outcomes Instead of Activities

68 People are not remotely close to being like paper and toner. JEREMIE BENAZRA

69 IF WE RETHINK PROJECTS THEN WE MUST ALSO RETHINK BAU

70 In 2014 it s now Constant Change that s Business As Usual

71 RETHINKING BAU Acknowledge that we re constantly making changes Understand the Origins of Urgency BAU is an Asset not a Liability or cost centre Build Teams around capabilities Value Hypothesis on customers and their real problems

72 BUT YOU SAID CHANGE IS SCARY!

73 IT IS NOT NECESSARY TO CHANGE SURVIVAL IS NOT MANDATORY

74 SIZE MATTERS (But not in the way most people think it does)

75 We have a giant budget - we have to have enormous projects! BUT BUT BUT BUT Our stakeholders will never go for this! Blah blah blah I retire next year!

76 MOVE FROM QUESTIONING THE CHANGE TO CHANGING THE QUESTION LEARNING TO SEE

77 THANKS!