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Copyright © Institut Lean France 2012




                                                                     22 & 23 November, 2012
                                                                                Paris, France




Managing Product Development
Flow Across an IT Organization




         © Copyright 2012 Net Objectives, Inc. All Rights Reserved                                             1
© Copyright 2012 Net Objectives, Inc. All Rights Reserved   2
Lean for Executives
       Product Portfolio
          Management
                            Busines
Business Product Owner         s
                                                                                   ASSESSMENTS
                                                                                    CONSULTING
                                                                                      T RAINING
                                                                                      COACHING
                             Lean
                           Enterprise

                                                           Manag
          Team
                                                           ement
   technical     process
 Lean-Agile                                                Lean Management
 Kanban / Scrum                                            Project
 ATDD / TDD / Design Patterns                                Management




                           © Copyright 2012 Net Objectives, Inc. All Rights Reserved              3
The Software Development Value Stream

                                                                                                     Concept


              Business Leaders
                                 Regional Coordinators                                          New
                                                                                                                     Customers   Consumption
                                                    Trainers & Educators                Requirements
Product Managers

                                                                                           Customer
 Business                          Product Champion(s)


           Capabilities
                                                             Software
                                                              Product
                                                                                                    Ops & Support
                                                                                             Software
                                                                                             Release

                                                Product Related


                                                                                Shared Components
                                                              Product Related
                                                                                             Shared Components
                                         Product Related

                                                           Development




                                                         © Copyright 2012 Net Objectives, Inc. All Rights Reserved                             4
Our Value Stream Pipeline




          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   5
Or is it?




            © Copyright 2012 Net Objectives, Inc. All Rights Reserved   6
What Are Our Challenges?




          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   7
T EAMS O VERWHELMED
     WITH WORK




     © Copyright 2012 Net Objectives, Inc. All Rights Reserved   8
Getting While the Getting is
Good




           © Copyright 2012 Net Objectives, Inc. All Rights Reserved   9
© Copyright 2012 Net Objectives, Inc. All Rights Reserved   10
working on
 multiple projects
  at same time induces

  EXPONENTIALLY MORE WORK
                   © Copyright 2012 Net Objectives, Inc. All Rights Reserved   11
Here’s
a spot!
          And
          another!




     © Copyright 2012 Net Objectives, Inc. All Rights Reserved   12
The Structure Our People Work
Within




                                                      Inspired by Dan North, BSC/ADP 2012
          © Copyright 2012 Net Objectives, Inc. All Rights Reserved                    13
Structure of Our Work




          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   14
We Manage This Way




Even though our value flows this way
             © Copyright 2012 Net Objectives, Inc. All Rights Reserved   15
Hierarchical Vs Lean Management
                                                    What They Need To
 What They Can Manage                               Manage
  His/her folks                                     Time to market
    – How busy they are                              Effects of upstream
    – Their “productivity”                            groups on their teams
  The quality of work of                            Effects of downstream
   their people                                       groups on their teams




                       © Copyright 2012 Net Objectives, Inc. All Rights Reserved   16
Who is
managing
the value?
     © Copyright 2012 Net Objectives, Inc. All Rights Reserved   17
Time to Market




          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   18
Where Is Our Time Spent?
     What per cent of our time do we spend working versus waiting?

      How would you know?

        No one is managing this in most companies.




         Waiting        Waiting


Adding Value   Adding Value      Adding Value                             Adding Value Adding Value
                                                              Adding Value



                              © Copyright 2012 Net Objectives, Inc. All Rights Reserved               19
What Happens When
               Adding Value Is
               Delayed?
               • Between getting requirements
                 and using them?
               • Between writing a bug and it
                 being detected?
               • Between two groups getting out of
                 synch?




© Copyright 2012 Net Objectives, Inc. All Rights Reserved   20
The Whole Picture




          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   21
First Order Solution




           © Copyright 2012 Net Objectives, Inc. All Rights Reserved   22
First Order Solution




           © Copyright 2012 Net Objectives, Inc. All Rights Reserved   23
As Agile Scales, Wait Time
Between Teams Increases
 Simply creating teams no longer works
 Team-of-teams doesn’t work for variety of reasons
  – Inter team dynamics different from team dynamics
  – No team has big picture




                  © Copyright 2012 Net Objectives, Inc. All Rights Reserved   24
Lean Principles
• Optimize the Whole
• Eliminate Waste
• Deliver Value Fast
                  DELIVER IN
• Build Quality InINCREMENTS
Consider the Software Value Stream

                                                                                                     Concept


              Business Leaders
                                 Regional Coordinators                                          New
                                                                                                                     Customers   Consumption
                                                    Trainers & Educators                Requirements
Product Managers

                                                                                           Customer
 Business                          Product Champion(s)


           Capabilities
                                                             Software
                                                              Product
                                                                                                    Ops & Support
                                                                                             Software
                                                                                             Release

                                                Product Related
 Managi
 ng here                                                      Product Related
                                                                                Shared Components
                                                                                             Shared Components
                                                                                                                        Reduces
                                         Product Related

                                                           Development                                                  induced
                                                                                                                         waste
                                                                                                                          here


       Product Portfolio Management
                                                         © Copyright 2012 Net Objectives, Inc. All Rights Reserved                             26
Portfolio Management
               • Identify, size, prioritize most
                 important value
               • Manage the flow of work through
                 the development organization
               • Manage the deployment of the
                 value to the customers (internal
                 or external)




© Copyright 2012 Net Objectives, Inc. All Rights Reserved   27
Getting the
right people
to work on                                   Is more important

the right                                                   than doing the

thing at the                                                        steps faster

right time
        © Copyright 2012 Net Objectives, Inc. All Rights Reserved              28
© Copyright 2012 Net Objectives, Inc. All Rights Reserved   29
Portfolio
management is just
as much about how
the work flows to the
teams as it is about
  how the work is
      selected and
        prioritized.
   © Copyright 2012 Net Objectives, Inc. All Rights Reserved   30
Case Study 1: Coordinating
Teams
Background      • Multiple teams
                • Specialized
                • Each team completed sprints in two
                  weeks
                   …but value not delivered for months
                       …and then with challenges




             © Copyright 2012 Net Objectives, Inc. All Rights Reserved   31
Overall Team Organization


                  Product Line A                                              Product Line B
                   applications                                                applications




                                                                                               Component
Component                                                                                      team for line B
team for line A                                                                                applications
applications
                                          System-Wide
                                          Component Team

                                   © Copyright 2012 Net Objectives, Inc. All Rights Reserved                     32
Teams on a Project


                  Product Line A                                              Product Line B
                   applications                                                applications




                                                                                               Component
Component                                                                                      team for line B
team for line A                                                                                applications
applications
                                          System-Wide
                                          Component Team

                                   © Copyright 2012 Net Objectives, Inc. All Rights Reserved                     33
Focus on time
     over the
entire value
      stream.




 © Copyright 2012 Net Objectives, Inc. All Rights Reserved   34
MM
 F                                                                                MM
                                                                                   F
                 TeamsMMF
                   Split work
                  according to                        Eventually integrating
                 on their parts                         Teams work on
                     Teams
                                                      their parttogether
                                                         them until done
                                          Teams split according
                                             to components
Feedback times for:                                            Progress bar
           Team         2 weeks
           Across teams 6 weeks
           Customer     8 weeks



                      © Copyright 2012 Net Objectives, Inc. All Rights Reserved        35
MM                                                                    MM
 F                                                                     F
              Split MMF
               into sub-             Integration still required
                                            After one
               features             but takes much less time
                                   iteration, teams integrate
                          Teams work their components
                      Development teams split
                                        on
                      according to part
                             their components


Feedback times for:                                            Progress bar
           Team         2 weeks
           Across teams 2 weeks
           Customer     2 weeks



                      © Copyright 2012 Net Objectives, Inc. All Rights Reserved   36
Case study 2:
                    Coordinating
                    Multiple
                    Business
                    Stakeholders
                    with Multiple
                    Team

© Copyright 2012 Net Objectives, Inc. All Rights Reserved   37
The Simple Case                                                   5. Assign to team backlog
1. Define      2. Create MMFs            4. Create high level stories     Team Product Backlog
Business                   3. Prioritize MMFs
capabilities

                A1                  A1         A1aA1b A1c                                        Team 1
  A                  A2                                   A1d

                                    A2




                                            Architecture / Technical Leads
                                               Product Owners
 Stakeholders                                                       Development teams
                                     © Copyright 2012 Net Objectives, Inc. All Rights Reserved            38
5. Assign to team
 A Harder CasePrioritize MMFs
            3.                                   4. Create high              backlogs
1. Define                                           level stories
                2. Create                                                         Team Product Backlogs
Business
                MMFs
capabilities

                A1          A1        A1aA1bA1c                                                           Team 1
  A                  A2                       A1d

                            A2         A2a A2c
                                          A2b
                                                                                                          Team 2




                                                                                                          Team 3




                                                                                                          Team 4




                                   Architecture / Technical Leads
                                      Product Owners
 Stakeholders                                              Development teams
                            © Copyright 2012 Net Objectives, Inc. All Rights Reserved                              39
Normal Problem – We Call it Tough
                                                                         Team Product Backlogs
A
                                                                                                 Team 1

B
                                                                                                 Team 2
C

                                                                                                 Team 3
D

                                                                                                 Team 4
E


                        Architecture / Technical Leads
                           Product Owners
Stakeholders                                    Development teams
                 © Copyright 2012 Net Objectives, Inc. All Rights Reserved                                40
Product Owner Role Stretched too Thin
                                                                                  Team Product Backlogs
A
                                             ??                                                           Team 1

B

C                                        ?? ?                                                             Team 2



                                            ?
                                                                                                          Team 3
D
                                                      ?
                                                                                                          Team 4
E               Product Owners do project management
                Stakeholders can’t go to one source to see what to do
                Teams have to coordinate with themselves
                                  Architecture / Technical Leads
                                     Product Owners
Stakeholders                                              Development teams
                           © Copyright 2012 Net Objectives, Inc. All Rights Reserved                               41
Product Managers and Product Owners
                                                                                     Team Product Backlogs
A
                                                                                                             Team 1

B
                                                                                                             Team 2
C

                                                                                                             Team 3
D
     Product Manager:                                 Product Owner:
     • represent the stakeholders                     • acts as SME to team
     • prioritize MMFs                                • represent team to product managers   Team 4
E    • break MMFs into components                     • break MMFs into components with Prod Mgrs
     • represent stakeholders to POs                  • break components into stories
                         Architects Architecture / Leads Leads
                                    / Technical Technical
                         • responsible for
                         Product Managers technical dependencies across teams
                         • provide high level costs to Product Managers
                                                         Product Owners
Stakeholders                                                            Development teams
                               © Copyright 2012 Net Objectives, Inc. All Rights Reserved                              42
Agile At Scale                                                                         5. Assign to team backlogs
                            3. Prioritize MMFs             4. Create high                   Team Product Backlogs
1. Define                                                     level stories
                2. Create
Business
capabilities
                MMFs                 B1           B1a
                                                    B1bB1c
                                                                                                                    Team 1

                A1                   A1         A1a A1c
                                                   A1b A1d
  A                  A2
                                     B2                                                                             Team 2
                                                 B2a B2c
                                                  B2b

  B             B1                   B3
                     B2                         B3aB3b
                          B3                         B3c




                                                                             Blocked
                                                                                                                    Team 3
                                     C1

  C             C1
                     C2              A2                                                                             Team 4


                                     C2
                                           Architecture / Technical Leads
                                Product Managers
                                                                  Product Owners
 Stakeholders                                                      Development teams
                                      © Copyright 2012 Net Objectives, Inc. All Rights Reserved                              43
Product Portfolio
Management
                           Focus on most valuable items
                           Look across your products /services
                           First step in load-balancing teams
                           Provide high-level view of work
                           Create vision across teams




                  key points
          © Copyright 2012 Net Objectives, Inc. All Rights Reserved   44
Questions

Webinars
  Enhancing and Extending Scrum With Lean, 09:00am PT Dec 11
  Attending to Culture in Your Agile Transition, 09:00am PT Jan ‘13

  Recording available:
     Net Objectives Enterprise Agility Roadmap: Patterns of
     Successful Lean-Agile Adoption
                      © Copyright 2012 Net Objectives, Inc. All Rights Reserved   45

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Managing product development flow across an IT organization

  • 1. Copyright © Institut Lean France 2012 22 & 23 November, 2012 Paris, France Managing Product Development Flow Across an IT Organization © Copyright 2012 Net Objectives, Inc. All Rights Reserved 1
  • 2. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 2
  • 3. Lean for Executives Product Portfolio Management Busines Business Product Owner s ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manag Team ement technical process Lean-Agile Lean Management Kanban / Scrum Project ATDD / TDD / Design Patterns Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 3
  • 4. The Software Development Value Stream Concept Business Leaders Regional Coordinators New Customers Consumption Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities Software Product Ops & Support Software Release Product Related Shared Components Product Related Shared Components Product Related Development © Copyright 2012 Net Objectives, Inc. All Rights Reserved 4
  • 5. Our Value Stream Pipeline © Copyright 2012 Net Objectives, Inc. All Rights Reserved 5
  • 6. Or is it? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 6
  • 7. What Are Our Challenges? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 7
  • 8. T EAMS O VERWHELMED WITH WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 8
  • 9. Getting While the Getting is Good © Copyright 2012 Net Objectives, Inc. All Rights Reserved 9
  • 10. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 10
  • 11. working on multiple projects at same time induces EXPONENTIALLY MORE WORK © Copyright 2012 Net Objectives, Inc. All Rights Reserved 11
  • 12. Here’s a spot! And another! © Copyright 2012 Net Objectives, Inc. All Rights Reserved 12
  • 13. The Structure Our People Work Within Inspired by Dan North, BSC/ADP 2012 © Copyright 2012 Net Objectives, Inc. All Rights Reserved 13
  • 14. Structure of Our Work © Copyright 2012 Net Objectives, Inc. All Rights Reserved 14
  • 15. We Manage This Way Even though our value flows this way © Copyright 2012 Net Objectives, Inc. All Rights Reserved 15
  • 16. Hierarchical Vs Lean Management What They Need To What They Can Manage Manage  His/her folks  Time to market – How busy they are  Effects of upstream – Their “productivity” groups on their teams  The quality of work of  Effects of downstream their people groups on their teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 16
  • 17. Who is managing the value? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 17
  • 18. Time to Market © Copyright 2012 Net Objectives, Inc. All Rights Reserved 18
  • 19. Where Is Our Time Spent? What per cent of our time do we spend working versus waiting? How would you know? No one is managing this in most companies. Waiting Waiting Adding Value Adding Value Adding Value Adding Value Adding Value Adding Value © Copyright 2012 Net Objectives, Inc. All Rights Reserved 19
  • 20. What Happens When Adding Value Is Delayed? • Between getting requirements and using them? • Between writing a bug and it being detected? • Between two groups getting out of synch? © Copyright 2012 Net Objectives, Inc. All Rights Reserved 20
  • 21. The Whole Picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 21
  • 22. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 22
  • 23. First Order Solution © Copyright 2012 Net Objectives, Inc. All Rights Reserved 23
  • 24. As Agile Scales, Wait Time Between Teams Increases  Simply creating teams no longer works  Team-of-teams doesn’t work for variety of reasons – Inter team dynamics different from team dynamics – No team has big picture © Copyright 2012 Net Objectives, Inc. All Rights Reserved 24
  • 25. Lean Principles • Optimize the Whole • Eliminate Waste • Deliver Value Fast DELIVER IN • Build Quality InINCREMENTS
  • 26. Consider the Software Value Stream Concept Business Leaders Regional Coordinators New Customers Consumption Trainers & Educators Requirements Product Managers Customer Business Product Champion(s) Capabilities Software Product Ops & Support Software Release Product Related Managi ng here Product Related Shared Components Shared Components Reduces Product Related Development induced waste here Product Portfolio Management © Copyright 2012 Net Objectives, Inc. All Rights Reserved 26
  • 27. Portfolio Management • Identify, size, prioritize most important value • Manage the flow of work through the development organization • Manage the deployment of the value to the customers (internal or external) © Copyright 2012 Net Objectives, Inc. All Rights Reserved 27
  • 28. Getting the right people to work on Is more important the right than doing the thing at the steps faster right time © Copyright 2012 Net Objectives, Inc. All Rights Reserved 28
  • 29. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 29
  • 30. Portfolio management is just as much about how the work flows to the teams as it is about how the work is selected and prioritized. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 30
  • 31. Case Study 1: Coordinating Teams Background • Multiple teams • Specialized • Each team completed sprints in two weeks …but value not delivered for months …and then with challenges © Copyright 2012 Net Objectives, Inc. All Rights Reserved 31
  • 32. Overall Team Organization Product Line A Product Line B applications applications Component Component team for line B team for line A applications applications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 32
  • 33. Teams on a Project Product Line A Product Line B applications applications Component Component team for line B team for line A applications applications System-Wide Component Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 33
  • 34. Focus on time over the entire value stream. © Copyright 2012 Net Objectives, Inc. All Rights Reserved 34
  • 35. MM F MM F TeamsMMF Split work according to Eventually integrating on their parts Teams work on Teams their parttogether them until done Teams split according to components Feedback times for: Progress bar Team 2 weeks Across teams 6 weeks Customer 8 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 35
  • 36. MM MM F F Split MMF into sub- Integration still required After one features but takes much less time iteration, teams integrate Teams work their components Development teams split on according to part their components Feedback times for: Progress bar Team 2 weeks Across teams 2 weeks Customer 2 weeks © Copyright 2012 Net Objectives, Inc. All Rights Reserved 36
  • 37. Case study 2: Coordinating Multiple Business Stakeholders with Multiple Team © Copyright 2012 Net Objectives, Inc. All Rights Reserved 37
  • 38. The Simple Case 5. Assign to team backlog 1. Define 2. Create MMFs 4. Create high level stories Team Product Backlog Business 3. Prioritize MMFs capabilities A1 A1 A1aA1b A1c Team 1 A A2 A1d A2 Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 38
  • 39. 5. Assign to team A Harder CasePrioritize MMFs 3. 4. Create high backlogs 1. Define level stories 2. Create Team Product Backlogs Business MMFs capabilities A1 A1 A1aA1bA1c Team 1 A A2 A1d A2 A2a A2c A2b Team 2 Team 3 Team 4 Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 39
  • 40. Normal Problem – We Call it Tough Team Product Backlogs A Team 1 B Team 2 C Team 3 D Team 4 E Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 40
  • 41. Product Owner Role Stretched too Thin Team Product Backlogs A ?? Team 1 B C ?? ? Team 2 ? Team 3 D ? Team 4 E  Product Owners do project management  Stakeholders can’t go to one source to see what to do  Teams have to coordinate with themselves Architecture / Technical Leads Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 41
  • 42. Product Managers and Product Owners Team Product Backlogs A Team 1 B Team 2 C Team 3 D Product Manager: Product Owner: • represent the stakeholders • acts as SME to team • prioritize MMFs • represent team to product managers Team 4 E • break MMFs into components • break MMFs into components with Prod Mgrs • represent stakeholders to POs • break components into stories Architects Architecture / Leads Leads / Technical Technical • responsible for Product Managers technical dependencies across teams • provide high level costs to Product Managers Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 42
  • 43. Agile At Scale 5. Assign to team backlogs 3. Prioritize MMFs 4. Create high Team Product Backlogs 1. Define level stories 2. Create Business capabilities MMFs B1 B1a B1bB1c Team 1 A1 A1 A1a A1c A1b A1d A A2 B2 Team 2 B2a B2c B2b B B1 B3 B2 B3aB3b B3 B3c Blocked Team 3 C1 C C1 C2 A2 Team 4 C2 Architecture / Technical Leads Product Managers Product Owners Stakeholders Development teams © Copyright 2012 Net Objectives, Inc. All Rights Reserved 43
  • 44. Product Portfolio Management Focus on most valuable items Look across your products /services First step in load-balancing teams Provide high-level view of work Create vision across teams key points © Copyright 2012 Net Objectives, Inc. All Rights Reserved 44
  • 45. Questions Webinars Enhancing and Extending Scrum With Lean, 09:00am PT Dec 11 Attending to Culture in Your Agile Transition, 09:00am PT Jan ‘13 Recording available: Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption © Copyright 2012 Net Objectives, Inc. All Rights Reserved 45

Hinweis der Redaktion

  1. 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.
  2. COMPONENT: Ellipses illustrating concept to concumption_v1as
  3. 6755928
  4. 6755928
  5. 11568652It may be just too much for some people to take.
  6. **Kanban**11557486
  7. 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.
  8. Jump back 21
  9. COMPONENT: Ellipses illustrating concept to concumption_v1as
  10. **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
  11. -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.
  12. **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
  13. Problem was everyone is sub-itemizing their throughput and risk mitigation.Scrum of scrum is difficult here because people are being measured differently.
  14. Add that this allows for having everyone on the same evaluation metrics – cycle time of each story.
  15. 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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  21. Focus on highest priority
  22. Philadelphia 2/28-3/1Bay Area 3/6-8Seattle 4/3-5