Value Chain Internet. Nilguin van Raad Manager in Delivery Chains Mobile Banking and Multi Channel Forms

Transcription

1 Value Chain Internet Nilguin van Raad Manager in Delivery Chains Mobile Banking and Multi Channel Forms

2 Reality of Software Development Three things we wish were true: The customer knows what he wants Developers know how to build it Nothing will change along the way Three things we have to live with: The customer discovers what he wants The developers discover how to build it Many things change along the way

3 Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding to change over over over over processes and tools comprehensive documentation contract negotiation following a plan While there is value in the items on the right, we value the items on the left more

4 Functionality of Scrum Daily standup: A daily team meeting to keep up to date and help eachother to resolve problems Sprint retrospective: Meeting at the end of each sprint so the team can inspect and improve the process Product backlog: All desired features to a product Sprint backlog & planning: Work to be done in that sprint. The team starts to create tasks, estimates and gives commitment to their planning Sprints: Two or three week timebox of work Sprint demo: A demo by the team of complete, fully tested and potentially shippable features

5 The journey From Projects & Waterfall Upfront all requirements known and agreed Staff each project again One-time production, Big Bang; Releases every 1,5 year Managing the Devils triangle by fixing scope and pushing delivery date and costs To Agile mindset & Scrum method Quick start and realizing value bit by bit Fixed multi-disciplinary teams Repetitive production, releases every 2 to 4 weeks Managing the Devils triangle by fixing time & money and prioritising in scope

6 If you think what you always thought, You will do what you always did, And you will get what you always got.

7 Organisatie Visie Themes Epics Formule Ontwikkelaars Managen tijd/geld/scope, Governance, COPAFITHJE Stories Ready Stories Business Analisten Managen IT Delivery PO Backlog PO Backlog

8 Besluitvorming en overleggen Visie Themes Epics Stories Value Chain - Besluitvorming Visie en Themes (afwijkingen van het MTP) Change Board - Besluitvorming Epics en Stories (wijzigingen binnen MTP) Visie Themes Epics Formule Ontwikkelaars PO overleg - Wekelijks - Huidige en toekomstige releases Releaseteam - Wekelijks - Besturen huidige release, bespreken performance data (klanten en team), Managen tijd/geld/scope, Governance, COPAFITHJE PO Stories Ready Stories Backlog Business Analisten Scrumteams Conform scrum methodiek: planningssessies, standups, demo s, retrospectives PO Managen IT Delivery Backlog Processenteam - Wekelijks - Realiseren procesaanpassingen rondom releases Regieteam - Wekelijkse call - Tactische en operationele implementatie releases - Deelnemers: uit relevante kanalen

9 EVALUATION 2013 (AFTER STARTING DEVOPS) 18 juni

10 Change costs: more FP s; lower costs per FP DB NL Internet Projects per FP 18 scrum teams Start DevOps 34 scrum teams 3 pilot teams

11 Cycle time shortens (example 1 Delivery Chain)

12 Lessons Learned in 2013 Release more often Release as many times as possible (maximum 3 sprints): If it is difficult: do it more often Find your "minimal viable product" Search for the smallest slice you can release. Find solutions to start learning: Internal or external pilots, dark launch, user groups, etc. Get as much feedback as you can From your customers, pilot group, within the team, within the Value Chain. Product Owners Product Owners have full mandate to prioritize the backlog and decide what the team realizes in their sprint based on business value. Life Cycle Management Make sure enough time is spent on RFC's and LCM. s are responsible for realizing change and maintenance Learn by doing, and Do just-in-time Ready work, including visuals, wireframes, architecture, risk and security, are done justin-time to be ready for the teams to start with Do not start to early Don t start if interfaces are not available, don t start if the work is not really ready, etc. It is more important to work without waste than give in to the pressure to start. Focus on the primary process Value is added by the teams delvering software. Secondary processes like Governance should be simplified and less time consuming.