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Author drs. ing. Peter Cleton
Mob. +31 6 53 45 88 61
Version 231, 23 Jan 2017
Agile MSP, Step 1 of 2 => MSV v0.1, Draft MSP UG NL: Disrupting MSP
Dia 1 of 52
Disrupting MSP
MSP User Groep Nederland
Nieuwjaarsbijeenkomst 23 januari 2017
How to change the MSP method (2011) into an agile & lean based method.
MSV – Managing Successful Valuestreams
Research & Presentation drs. ing. Peter Cleton
In this document, all naming of and refencences to SAFe® and/or
Scaled Agile Framework® are registered marks of Scaled Agile, Inc.
Author drs. ing. Peter Cleton
Mob. +31 6 53 45 88 61
Version 231, 23 Jan 2017
Agile MSP, Step 1 of 2 => MSV v0.1, Draft MSP UG NL: Disrupting MSP
Dia 2 of 52
Disrupting MSP step 1 of 2
An explorative research on
How to change the MSP method (2011) into an agile & lean based method.
A first exploration, step 1 of 2, using SAFe® 4.0 / 4-level.
Input Output Proces step 1 of 2
MSP
2011 version
MSV
Version v0.1
Step 1 of 2
Exploration
SAFe® 4.0 Managing Successful
Programmes
Managing Successful Value
(Streams)
Research & Presentation drs. ing. Peter Cleton
Agile
Lean
Scaled Agile Framework®
In this document, all naming of and refencences to SAFe® and/or
Scaled Agile Framework® are registered marks of Scaled Agile, Inc.
Author drs. ing. Peter Cleton
Mob. +31 6 53 45 88 61
Version 231, 23 Jan 2017
Agile MSP, Step 1 of 2 => MSV v0.1, Draft MSP UG NL: Disrupting MSP
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Deze Presentatie
Disrupted MSP in MSV kan
MSP bevat –ook bij Agile- nog steeds veel goede elementen.
MSP kan slim en goed gedisrupt worden, door blend van MSP en SAFe.
Thema: Nieuw en veel
Bijna alles in de Agile en Lean benadering is nieuwe kennis.
Scaled Agile (= Disrupted MSP) introduceert veel Agile kennis en begrippen
Ervaring Werkgroep
Was een grote en lange ontdekkingsreis.
Vlieguren zijn nodig om het zelf te ervaren.
Deze presentatie
We nemen jullie mee door onze ontdekkingsreis met jullie te delen.
13 Januari 2017
75 minuten
In this document, all naming of and refencences to SAFe® and/or
Scaled Agile Framework® are registered marks of Scaled Agile, Inc.
Author drs. ing. Peter Cleton
Mob. +31 6 53 45 88 61
Version 231, 23 Jan 2017
Agile MSP, Step 1 of 2 => MSV v0.1, Draft MSP UG NL: Disrupting MSP
Dia 4 of 52
drs. ing. Peter Cleton
Getrouwd, 1 zoon (16)
Nieuwerkerk ad IJssel, Gem. Zuidplas (nabij Gouda), NL
Opleidingen, o.a.:
- MSc in “ICT in Business”, Universiteit Leiden, NL
- BEng in “Civil Engineering & ICT”, Hogeschool Rotterdam, NL
Zelfstandige interim-, programma- en projectmanager, o.a.:
- MSP Advanced Practitioner, PRINCE2 Practitioner
- Scrum Master, Scrum Product Owner & SAFe® 4.0 SA getraind
Zie verder: LinkedIn profile
01 - Author
Author drs. ing. Peter Cleton
Mob. +31 6 53 45 88 61
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Historie
Meeting MSP User Group NL, at B.Amsterdam, Amsterdam, 10 Nov 2015.
Workshop “Disrupting programmamanagement”:
- What can MSP learn from Lean Startup? And Lean StartUp from MSP?
Werkgroep, Start
Werkgroep “Disrupting MSP” started. Deskresearch studenten Universiteit van Amsterdam
(Iordachi et al., 2016) a.o. SAFe® 4.0, SCRUM, Scrum at scale and DSDM Agile PgM.
Werkgroep, Previous (on 21 June 2016)
Peter: UvA students researched wrongly SAFe® 4.0 / 3-level;
Should have used SAFe® 4.0 / 4-level “expand one level”, so include level Value Stream.
Peter maakt een eerste verkennende voorzet (step 1 of 2) o.b.v. SAFe® 4.0 / 4-level.
Werkgroep, Next (now on 13 September 2016) & Workshops
De Research en workshops worden gedaan in twee stappen;
- Step 1 of 2: Verkennen van enkele mogelijkheden en check op juiste richting.
- Step 2 of 2: Volledig uitwerken in eerste versie van nieuw Agile MSP model.
Deze presentatie is de eerste verkennende voorzet Step 1 of 2.
02 - History & Context
Author drs. ing. Peter Cleton
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Change & Agile
MSP UGNL promotes de MSP 2011, een waterval methode voor
programmamanagers. Echter, de wereld verandert snel en steeds sneller.
Change is de enige constante. Agile (= wendbaarheid) business is a must.
Stelling: MSP zou ‘geschikt’ gemaakt (= disrupted) moeten worden voor Agile Approaches.
Research question
Hoe zou een ‘Agile MSP’ (genaamd MSV v0.1) er uit kunnen zien?
Research & Workshops
- Verkenning en ontwerp van key features van mogelijke ‘Agile MSP’ methode, o.b.v.
“Design-by-Analogy” (DbA) technique, (Cleton, 2015b, Ch. 4 Research Design)
- based on sources MSP 2011 edition and SAFe® 4.0 / 4-level (Scaled Agile Framework)
De Research wordt gedaan in twee stappen: Deze presentatie is step 1 of 2.
- Step 1 of 2: Verkennen van enkele mogelijkheden en check op juiste richting
Gevraagde Beslissing
Doen van Step 2 of 2: Volledig uitwerken in eerste versie van nieuw Agile MSP model.
03 - Research Question
….change …..
….agile …..
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?Iets nieuws verzinnen, ?MSP ombouwen
?Bestaande methodes, ?Bruikbaarheid?
03 - Research Question
….change …..
….agile ….. ….MSP Waterval …..
…. Making MSP Agile ….
Customer
Demand
Author drs. ing. Peter Cleton
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Aanpak
Verschillende manieren van aanpak om MSP te disrupten en Agile & Lean te maken:
1. Zelf wat nieuws verzinnen
MSP volledig van de grond af nieuw ontwerpen o.b.v. Agile en Lean principes.
Dit kost veel tijd, en maakt geen gebruik van wat er al is.
2. Bestaande methodes gebruiken / bruikbaar maken
E.g. Agile Prg Mngt, Spotify, Responsive Enterprise, etc.
Geen holistische kijk op bedrijfsvoering en is nog steeds project-georienteerd.
3. Scrums of Scrums
Scrum of scrums is alleen voor het maken en leveren
van software. Geen holistische kijk op bedrijfsvoering
4. Bestaand Scaled Agile Framework
Gebruiken van een bestaand Scaled Agile Framework zoals bijv. SAFe® 4.0 model.
Lijkt geschikt: Agile én Lean. Heeft via levels een holistische kijk op bedrijfsvoering.
04 - Approach: Changing MSP into Agile and Lean.
Author drs. ing. Peter Cleton
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1. Agile Prg Management - gebaseerd op DSDM
Agile Pgm (Messenger et al., 2014) leunt op maken en leveren van software, is dus
operationeel. Heeft geen holistische kijk op bedrijfsvoering en project-georienteerd...
2. Spotify model
Kent Squads (delivery van user stories) en Tribes (delivery van features). Kent geen
hogere lagen, is dus operationeel. Heeft geen holistische kijk op bedrijfsvoering.
3. Responsive Enterprise.
Kent (Solingen et al., 2016) de dubbelzijde ‘Agility ladder’ met 6 levels en samen 7e.
Focus is op software ontwikkeling en lijkt op conceptueel niveau analoog aan SAFe 4.0
4. Scrum (of Scrums)
Gebruiken van een bestaand Agile framework, bijv. Scrum.
Scrum is alleen voor het maken en leveren van software.
5. Bestaand Scaled Agile Framework
Gebruiken van een bestaand Scaled Agile Framework zoals bijv. SAFe® 4.0 model.
Lijkt geschikt: Agile én Lean. Heeft via levels een holistische kijk op bedrijfsvoering.
04 - Approach: Enkele bestaande methodes
Author drs. ing. Peter Cleton
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04 - Approach: Spotify Matrix Structure
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04 - Approach: Responsive Enterprise & Agility Ladder.
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05 - MSV: Holistische kijk op Strategie, Bedrijfsvoering + Agile + Lean
INK model:
R-I-V.
Richting
(strategie)
Inrichting
(taktiek)
Verrichting
(operatie)
Besturing (Management & MT)
Bestuurde Systeem (Proces)
Ondersteunende Systeem (IT)
Model de Leeuw
Governance
Added Value Chain
COPA(M)FIJTH
Realized
Strategy
Intended
Strategy (Portfolio) WATERVAL => SPRINTS
Customer
Demand
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05 - DSDM & SCRUM: Geen holistische kijk op bedrijfsvoering
Business
Requirements
-Informatie Analyse
-FR en NFR
-Functioneel Ontwerp
-Technisch Ontwerp &
bouw
-System ontwerp
Gebruiker. Acc. Test
In Beheer Name Acc. Test
-Key-user Acceptatie Test
-Operational Readiness Test
-Functionele Acceptatie Test
-Technische Acceptatie Test
-Unit Test
Op welke laag –volgens het V-model-, zitten DSDM en SCRUM?
- SCRUM & - DSDM
=> Zijn operationele
methodes voor het
bouwen en leveren van
werkende software
NFR (DoD)
Use Case
User Story
(Epic)
Besturing (Management & MT)
Bestuurde Systeem (Proces)
Ondersteunende Systeem (IT)
Model
de
Leeuw
SCRUM & DSDM
MSP & PRINCE2
WATERVAL => SPRINTS
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06 - Peter’s FIX model voor Strategie Realisatie:
Strategy FIX
1. Formulate 2. Implement 3. eXecute
Strategisch
INK: Richting
Deliberate and Emergent Strategy (Mintzberg and Waters, 1985)
Tactisch
INK: Inrichting
Operationeel
INK: Verrichting
1
2
8
Strategy
Formulation
Intended
Strategy (Portfolio)
3 4 5 6 7
Realized
Strategy
Unrealized
Strategy
Unwanted
Strategy
Emergent
Strategy
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Realized
Strategy
06- WATERVAL: MSP en INK: holistische kijk op bedrijfsvoering INK model:
R-I-V.
GAP Analyse
To-Be
As-Is
Blueprint
New Business- and
Organizational Design
(Blueprint), aligned with
business new formed
Strategy (Vision)
Vision
Benefit
plans
Strategies
Program
plan
Business
Case
Delivering
Capabilities
Realizing
Benefits
Richting
(strategie)
Inrichting
(taktiek)
Verrichting
(operatie)
Strategy
formation
As-Is
1 2
3
4
5
6 7
8 6 7
6
6 7
Intended
Strategy (Portfolio)
Programma
management
Met MSP:
Managing
Successful
Programmes MSP
model
Author drs. ing. Peter Cleton
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06 - MSP wel holistische kijk op bedrijfsvoering MSP Holistisch, Top-Down
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Realized
Strategy
Intended
Strategy
06 - AGILE: MSP en SAFe® 4.0 wel holistische kijk op bedrijfsvoering
SAFe 4.0 / 4-level
To-Be
As-Is
New Business- and
Organizational Design
(Blueprint), aligned with
business new formed
Strategy (Vision)
Richting
(strategie)
Inrichting
(taktiek)
Verrichting
(operatie)
Strategy
formation
As-Is
INK 3-level: RIV
Agile, Lean,
Incremental
Value Delivery
Sprints & Program Increments
1
2
3
4 5
6 Capabilities
Benefits
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06 - AGILE: MSP en SAFe® 4.0 holistische kijk op bedrijfsvoering
Input Output
MSP
2011 version
MSV
Version v0.1
Step 1 of 2
Exploration
SAFe® 4.0
Managing Successful
Programmes
Managing Successful
ValueStreams Research & Presentation drs. ing. Peter Cleton
Agile
Lean
Scaled Agile Framework®
Zou een ‘Blend’ van MSP en SAFe® 4.0 een goed MSV opleveren?
Ons MSP 2011 kent vele
goede nog steeds bruikbare
onderdelen ….
SAFe® 4.0 kent goede Agile
en Lean benadering en is
‘koppelbaar’ aan MSP …
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SAFe® 4.0, introduction of
- 200+ new terminology,
- all principles
- all practices
Level SAFE 4.0®
Level Naam
1 PORTFOLIO
2 VALUE STREAM
3 PROGRAM
4 TEAM
07 - Introduction of SAFe® 4.0 / 4-level framework
using to disrupt MSP, making MSP Agile and Lean.
1. Vouwen via horizontale lijnen…….
SAFe® 4.0 intro Simple introduction in 10 minutes
Author drs. ing. Peter Cleton
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Introduction of SAFe® 4.0 / 4-level framework used to disrupt MSP
making MSP Agile and Lean.
SAFe ® 4.0 intro 200+ new terminology & principles & practices (in 10 minutes)
2 . Vouwen via Horizontale lijnen…….
- Klein beginnen: 3-levels.
1. Portfolio
2. Program
3. Team
- Opschalen kan tot op strategisch niveau: 4-level.
1. Portfolio
2. Value Stream : US!
3. Program
4. Team
07 - Introduction of SAFe® 4.0 / 4-level framework
Author drs. ing. Peter Cleton
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nr Level
1 PORTFOLIO
2 PROGRAM
3 TEAM
nr Level
1 PORTFOLIO
2 VALUE STREAM
3 PROGRAM
4 TEAM
07 - Difference: SAFe® 4.0 / 3-level and SAFe® 4.0 / 4-level
Expand
with
one
level
1
2
3
1
2
3
4
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Level 1
PORTFOLIO
- Management
Agile Release Train (ART)
07 - What SAFe® 4.0 / 3-level looks like
Level 2
PROGRAM
- Increment
Level 3
TEAM
- Story
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Level 1
PORTFOLIO
Level 3
PROGRAM
Level 4
TEAM
Level 2
VALUE
STREAM
07 - What SAFe® 4.0 / 4-level looks like
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SAFe ® 4.0, introduction of
- 200+ new terminology,
- all principles
- all practices
Level SAFE 4.0®
Level Naam
WHO is involved?
(organization,
stakeholders)
Waar gaat het over?
Requirements
(Outcome, Benefits)
Delivery Process
(Delivery of Capabilities
& Realizing Changes)
Results
(Outcome &
Benefits)
1 PORTFOLIO Program Portfolio Mngt,
Epic Owners Epics, Planning Portfolio Work Customer Value
2 VALUE STREAM Value Stream Engineer,
Solutions management Capabilities Roadmap & Milestones Outcome & Benefits
3 PROGRAM Release Train Engineer,
Product management Features Program Increment Features
4 TEAM Scrum Master, Product
owner User Stories Sprint User Story
08 - Introduction of SAFe® 4.0 / 4-level framework
using to disrupt MSP, making MSP Agile and Lean.
2. Vouwen via verticale lijnen…….
SAFe ® 4.0 intro Simple introduction in 10 minutes
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Agile Release Train (ART)
Level 1
PORTFOLIO
Level 3
PROGRAM
Level 4
TEAM
Level 2
VALUE
STREAM
08 - What SAFe® 4.0 / 4-level looks like
Author drs. ing. Peter Cleton
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Introduction of SAFe® 4.0 / 4-level framework used to disrupt MSP
making MSP Agile and Lean.
SAFe ® 4.0 intro 200+ new terminology & principles & practices (in 10 minutes)
3. Verkenning 3-level …….
- Klein beginnen: 3-levels.
1. Portfolio
2. Program
3. Team
08 - What SAFe® 4.0 / 4-level looks like
Author drs. ing. Peter Cleton
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Level 1
PORTFOLIO
- Management
Agile Release Train (ART)
08 - What SAFe® 4.0 / 3-level looks like
Level 2
PROGRAM
- Increment
Level 3
TEAM
- Story
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Introduction of SAFe® 4.0 / 4-level framework used to disrupt MSP
making MSP Agile and Lean.
SAFe ® 4.0 intro 200+ new terminology & principles & practices (in 10 minutes)
4. Verkenning 4-level …….
- Opschalen kan tot op strategisch niveau: 4-level.
1. Portfolio
2. Value Stream : US!
3. Program
4. Team
08 - What SAFe® 4.0 / 4-level looks like
Author drs. ing. Peter Cleton
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Agile Release Train (ART)
Level 1
PORTFOLIO
Level 3
PROGRAM
Level 4
TEAM
Level 2
VALUE
STREAM
08 - What SAFe® 4.0 / 4-level looks like
Author drs. ing. Peter Cleton
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08 - Simplified quick overview of SAFe® 4.0 / 4-level
4. Team
3. Program
1. Portfolio
2. Value Streams
-Empowered, self-organizing, self-managing, cross-functional team
-Delivers valuable, tested, working system every two weeks
-Uses a team framework which combines the best of Scrum project
management, XP-inspired technical practices and Kanban for flow
-Value delivery via User Stories
-Self-organizing, self-managing team-of-agile-teams
-Delivers working, tested full system increments every two weeks
-Operates with Vision, architecture and UX guidance
-Common iteration lengths and estimating
-Face-to-face planning for collaboration , alignment, and adaptation
-Value delivery via Features and benefits
-Organized around the flow of value
-Lean-Agile budgeting empowers decision makers
-Kanban system provides portfolio visibility and WIP limits
-Enterprise architecture guides larger technology decisions
-Objective metrics support governance and improvement
-Value delivery via Epics
-Coordinates development of large Solutions
-Synchronizes multiple ART Value Streams
-Manages Solution Intent
-Integrates suppliers as partners
-Value delivery via Capabilities
RIC
HT
ING
IN
RIC
HT
ING
V
ER
RIC
HT
ING
User Story
Features
Epics
Capabilities
Scrum Master
Release Train Eng.
Portfolio Mngt
Value Stream Eng.
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Agile => Scrum: Snel werkende tussenresultaten leveren die Klantwaarde hebben.
Formulate Strategy Formulate Strategy
Define Strategic themes
Implement Strategy 1. Portfolio: Management of Portfolio
2. Value Stream: Managing Successful Valuestreams
3. Program: Scrum Integration management (Program Increment)
4. Team: Scrum: User stories & enabler stories delivery
Realized Strategy Deployment
Customer feedback
09 – Summary SAFe® 4.0 / 4-level
Author drs. ing. Peter Cleton
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10 - Why choice for SAFe® 4.0 / 4-level
….agile …..
Why use SAFe® 4.0 / 4-level framework for disrupting MSP, making MSP Agile and Lean.
1. Based on Agile and Lean principles
Based on sound, well known Agile and Lean principles, translated
into well defined and documented operational processes, ready to use.
2. Scaled Agile up to Strategic level based on SCRUM
Based on principles and operations of well known and popular agile
method SCRUM, and agile approach is scaled up to strategic level .
3. Holistic business approach
Covers the full business view, from Strategy via Tactical to Operations
in four levels, where all levels up and down are clear defined and connected.
4. Rich Scaled Agile Framework
Is a ‘rich’ existing Scaled Agile Framework, so where all elements of an
usable framework are addressed, e.g. processes, tasks, artefacts, roles,
progress, documents, deliverables, planning, organization, governance, etc.
….SCRUM …..
nr Level
1 PORTFOLIO
2 VALUE STREAM
3 PROGRAM
4 TEAM
..SAFe 4.0 / 4-level..
..Rich Scaled Agile..
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10 - Big difference between MSP and SAFe® 4.0
nr -MSP 2011-
Karakteristieken
1 One time Apply
-Define-Start-Do-Stop
2 Governance Focused
-Conceptual Approach
3 Strategic & Tactical level
-Think & Documents
4 Program Funding
-One time Costs of Change
5 GoKiT Control
6 Define & Design Beforehand
7 Rely on Analist & Experts
nr -SAFe® 4.0 / 4-level-
Karakteristieken
1 Continuous Apply
-Continuously SPRINTS
2 Results Focused
-Concrete Working Products
3 Operational level
-Do & Produce: SCRUM, XP
4 Value Stream Funding
-Continuously Costs for Teams
5 Feature Priority Control only
6 Design & Built on the fly
7 Rely on Product Owner & Teams
Big
Difference
Geld
Tijd
QA
Geld
Tijd
QA
Feature
®
Feature
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10 - Big difference between MSP and SAFe® 4.0
No system; Nothing!
Agile accelerates value delivery
System, sprint by sprint
Sprint 1 Sprint 2 Sprint 3 Sprint 4
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10 - Big difference between MSP and SAFe® 4.0
Agile delivers economic value incrementally
Deliver system, sprint by sprint
Fast feedback
Waterfall: No system; Nothing!
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
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Execution: Don’t waterfall Iterations
10 - Big difference between MSP and SAFe® 4.0
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10 - Big difference between MSP and SAFe® 4.0
Releasing includes additional activities
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10 - Big difference between MSP and SAFe® 4.0
SAFe Definition of Done
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10 - Big difference: DHW with Waterfall
Transaction systems
ETL & DWH
Datamarts
Reports, HR, Fin, Sales
OLAP
-> Business needs (value):
Operations Information
1.
Input
Datafiles
2.
Extract
Transform
Load
3.
Create
Delta
DWH (wk)
4.
Update
DWH with
Delta
5.
Manage
DWH &
Archit.
6.
Create
Special
Datamarts
7.
Reports
Analyze
OLAP
Delta
DWH
Main
DWH
Reports
& OLAP
HR
Reports
& OLAP
Fin
Reports
& OLAP
Sales
Install & Configure DWH systeem
DaMa
HR
DaMa
Finance
DaMa
Sales
ETL
Add/
Chnge
Sub
1
Sub
2
Sub
3
TS
1
TS
2
TS
3
E1, E2
E3, E4
CASE
ACTIVITIES
1. Prepare Input Datafiles
2. Install DWH System
3. Create delta
4. Update DWH
5. Manage DWH
6. Create Datamarts
7. Create Reports, Do
OLAP
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8
CASE AGILE DHW FOUT Einde pas
eerste
Business
Value
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10 - Big difference: DHW with Agile Scrum
Transaction systems
ETL & DWH
Datamarts
Reports, HR, Fin, Sales
OLAP
-> Business needs (value):
Operations Information
1.
Input
Datafiles
2.
Extract
Transform
Load
3.
Create
Delta
DWH (wk)
4.
Update
DWH with
Delta
5.
Manage
DWH &
Archit.
6.
Create
Special
Datamarts
7.
Reports
Analyze
OLAP
Delta
DWH
Main
DWH
Reports
& OLAP
HR
Reports
& OLAP
Fin
Reports
& OLAP
Sales
Install & Configure DWH systeem
DaMa
HR
DaMa
Finance
DaMa
Sales
ETL
Add/
Chnge
Sub
1
Sub
2
Sub
3
TS
1
TS
2
TS
3
E1, E2
E3, E4
CASE
ACTIVITIES
E1. Commission DWH sys
E2. Design DWH Start arch
E3. Commission OLAP sys
BV 1. Deliver Reports HR
BV 2. Deliver Reports Fin
BV 3. Deliver Reports Sales
BV 4. Deliver OLAP Reports Reports
Set 1
Reports
Set 2
Reports
Set 3
User
story 9
User
story 12
User
story 8
Sprint 1 Sprint 2 Sprint 3 Sprint 4
CASE AGILE DHW GOED
Bij
eerste
sprint al
Business
Value
User
story 16
User
story 1
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11 - Van -MSP- via -SAFe® 4.0- naar -MSV v0.1-
…MSP 2011… …Agile bruikbaar?…
WATERVAL => SPRINTS
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11 - Van -MSP- via -SAFe® 4.0- naar -MSV v0.1-
Blend
(c) Design
‘Agile MSP’: MSV v0.1
Manage Value Streams
Value Stream Manager
Manage Value Increments
Value Stream Epic SRO
Solution Adoption Manager
Value Stream Business Case
X 2 1
Steering the Strategic Business Goal IP
Identifying a
Program
Capabilities
Program
Sponsoring
Group DP
Defining a
Program
MT (GP)
Managing the tranches
CP
Closing a
Program Program
Director (or
manager)
Delivering
the
Capabilities
Project
Managers &
Business
Change
Managers
Benefits
Realizing
Benefits
Tranches: Delivery Products,
Services, Capabilities
Benefits Profiles, Map,
Realiz. Plans
Blueprint
Vision
Statement
Programme
Plan
Business
case
Strategies,
8 stuks
Starting
the
Tranche
Closing
the
Tranche
Organiz.
Structure
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- MSP Three core concepts -
1. MSP Principles
2. MSP Governance Themes
3. MSP Transformational Flow
…Agile bruikbaar?…
- Agile Manifesto-
a. Individuals and interactions over processes and tools
b. Working software over comprehensive documentation
c. Customer collaboration over contract negotiation
d. Responding to change over following a plan
X 2 1
Steering the Strategic Business Goal IP
Identifying a
Program
Capabilities
Program
Sponsoring
Group DP
Defining a
Program
MT (GP)
Managing the tranches
CP
Closing a
Program Program
Director (or
manager)
Delivering
the
Capabilities
Project
Managers &
Business
Change
Managers
Benefits
Realizing
Benefits
Tranches: Delivery Products,
Services, Capabilities
Benefits Profiles, Map,
Realiz. Plans
Blueprint
Vision
Statement
Programme
Plan
Business
case
Strategies,
8 stuks
…MSP 2011… a. …over processes and tools
b. …over comprehensive
documentation
c. …over contract negotiation
d. …over following a plan Starting
the
Tranche
Closing
the
Tranche
Organiz.
Structure
11. –MSP three core concepts- vs -Agile Manifesto-
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…MSP 2011… - MSP Governance Themes -
1. Organization
2. Vision
3. Leadership & Stakehldr. Eng.
4. Benefits Realisation mngt
5. Blue Print Design & Delivery
6. Planning & Control
7. Business Case
8. Risk & Issue mngt
9. Quality mngt
…Agile bruikbaar?… - Agile Principles -
05. Business people and
developers must
work together daily
07. Face-to-face conversation
06. Built projects around motivated individuals
11. Self-organizing teams
01. Satisfy the customer
02. Welcome changing requirements
04. Deliver working software frequently
08. Promotes sustainable development
03. Working software = measure of progress
09. Continuous attention
10. Simplicity
12. Team reflection
11. –MSP Governance Themes- vs -Agile Principles-
Development team
Product Backlog &
Sprint Planning & Review
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User Stories
Features
Epics
Level 1
Portfolio
Capabilities
Benefit
management
PI: 5 sprints @ 2 weeks = every 10 weeks
Level 2
Value Stream
Level 3
Program
Level 4
Team
SRO? Corporate
Strategy? Delivering
Capabilities?
Delivering
Capabilities?
Realizing
Benefits? Manage
Tranches?
Multiple
Programmes? Program
Manager?
Business
Case?
Program
Plan?
Manage
Projects? BCM’s?
11 - MSP elements recognition in SAFe® 4.0
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11 - Van -MSP- via -SAFe® 4.0- naar -MSV v0.1-
A* MSP 2011 (source)
B* SAFe® 4.0 / 4-level (target)
X 2
1
Steering the Strategic Business Goal
IP
Identifying a
Program
Capabilities
Program
Sponsoring Group
DP
Defining a
Program
MT (GP)
Managing the tranches
CP
Closing a
Program
Program
Director (or
manager)
Delivering the
Capabilities Project Managers
&
Business Change
Managers
Benefits
Realising
Benefits
Tranches: Delivery Products, Services,
Capabilities Benefits
Plans
Blueprint
Vision
Statem.
Program
Plan
Business
case
Strategies
LOWER
Level SAFE 4.0®
Level Naam
Level Manager
Progress
Control
Requirements
Requirements Manager Requirements
Types t.b.v. Bouw
1 PORTFOLIO Program Portfolio Mngt Planning Portfolio Work Epic Owners Epics
2 VALUE STREAM Value Stream Engineer Roadmap & Milestones Solution Management Capabilities
3 PROGRAM Release Train Engineer Program Increment Product Management Features
4 TEAM Scrum Master Sprint Product Owner User Stories
Research Exploration
iterations using DbA:
1. Start in A* (or B*)
2. Pick Artefact. e.g.: Tranches (or Capabilities)
3. Conceptualize it.
4. Switch to B* (or A*)
5. Look for same concept
6. Find the analogue
Artefact e.g.: Program Increment (or
Delivering the Capabilites)
A* = MSP
B* = SAFe 4.0
A*
B*
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Topics in MSP, but missing in SAFe® 4.0 /4-level
-Program (is ‘bezet’ door SAFe® : TEAM level voor multiple samenwerkende Scrum teams)
-Programmamanager ( -> Value Stream Engineer)
-Projectleider ( -> RTE = Release Train Engineer)
-Identifying, Defining and Closing program ( -> SPRINTS: Managing Program Increments)
-Projects ( -> ART’s: Agile Release Trains)
-Tranche ( -> PI: Program Increment)
-GOKIT control ( -> SPRINTS Only Backlog & Prioritizing control)
-Delivery: PBS/WBS - product/work breakdown structure ( -> Features, User Stories)
-SRO, …… <more>
Topics in SAFe® 4.0 / 4-level
-Program
-Value Stream
-Program Increment / Sprint
-Value Stream Engineer
-Release Train Engineer
-Epic owner
-....<more>
11 - Topics in MSP, missing or different in SAFe® 4.0
Hierarchy and Relations between levels
Process:
Solution Management - RTE - VSE – Epic Owner
Product:
PO – Product Mgmt – Sol Mgmt – Progr. Portf. Mgmt
Delivery:
Agile Team – Syst Arch/Eng – Sol Arch/Eng – Enterpr Arch.
Requirements:
Epics – Capabilities – Features - Stories
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Some SAFe® 4.0 / 4-level Concepts: Overview of 4 Conceptual Function types:
1. Managing 2. Progress 3. Owner 4. Requirements
11 - First 6 Designed elements of ‘Agile MSP’: MSV v0.1
Level SAFE 4.0®
Level Naam
Managing
Level Manager
Progress
Control
Requirements Owner
Requirements Manager Requirements
Types t.b.v. Bouw
1 PORTFOLIO Program Portfolio Mngt Planning Portfolio Work Epic Owners Epics
2 VALUE STREAM Value Stream Engineer Roadmap & Milestones Solution Management Capabilities
3 PROGRAM Release Train Engineer Program Increment Product Management Features
4 TEAM Scrum Master Sprint Product Owner User Stories
item (a) Source
MSP 2011 – function
Concept of Function
(b) Target
SAFE 4.0® function
1 Managing Program Manage Strategic Goal Manage Value Streams
2 Program Manager Strategic Goal Manager Value Stream Engineer
3 Managing Tranches Managing Progress Managing Program Increments
4 Senior Resp. Owner Responsable Executive Epic Owner
5 Busin. Change Mngr. Resp. Change Manager Solution Management
6 Business Case Financial Justification Economic Framework
First 6 design elements of ‘Agile MSP’: MSV v0.1, based on DbA with Concept of Function
(c) Design
‘Agile MSP’: MSV v0.1
Manage Value Streams
Value Stream Manager
Manage Value Increments
Value Stream Epic SRO
Solution Adoption Manager
Value Stream Business Case
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Next step
-Completion
of the Mapping
-Roadmap
12 Vervolg: MSV 1.0 Quick Reference Card ontwerpen
Next step: Creation of MSV v1.0 Edition Quick Reference Card (Portman, 2012)
Step 2 of 2
Exploration
SAFe® 4.0 Estimated work:
appr. 160 hours
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13 – Summary MSV 0.1
Peter’s kijk:
Agile is here to stay
Scrum is here to stay
Change is here to stay
Responsiveness is key to survival: Adapt or Die!
Dus MSP moet Agile aan kunnen!
Met de Blendgedachte tussen MSP en SAFe zijn we op de goede weg.
MSP 2011 behouden en primair bekijken wat we daaruit kunnen behouden.
SAFe 4.0 / 4-level gebruiken als basis om MSP te disrupten
MSV 1.0 Quick Referance Card maken
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Next steps:
- Mapping / Blending afmaken en vereenvoudigingen doorvoeren
- MSV 1.0 Quick Reference Card maken
- Implementatieplan middels stepup (CMM) maken
- Cases en workshops verder uitwerken en doen
- MSV launching customer zoeken (wanneer kies je voor/moet MSV!)
13 – Summary MSV 0.1
Kracht van MSV’ers:
Wij zijn de verbindende laag tussen:
- Strategic Governance, en
- Agile Delivery
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14 - Workshop
Case: Veteranendag 2017
Uitreiken en lezen Case & Manifesto.
Groepen van 3 a 4 personen, die AGILE aan de gang gaan:
Aanwijzingen: Operational results; now!; Elk resultaat is goed. Fail fast!
Opdracht 1 Vision voor Value Stream “Malieveld”
- Selecteer uit de case description de 10 keyzinnen die iedereen moet weten.
Opdracht 2 Stakeholders
- Stel de top 10 van stakeholders vast voor de Value Stream “Malieveld”.
Opdracht 3 User stories
- Boze brief: Maak drie user stories voor zelf gekozen stakeholder(s).
Opdracht 4 Agile Release Trains
- Kies vier key Agile Release Trains.
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