F A S T E R F O O D A N D AB E T T E R P L A C E T O S L E E P

22

Explain The Problem, See if it Resonates

Explore How We Solved for the Problem, Assess if it’s Generally Applicable

Walk Through Two Case-Studies

AGENDA

33

Explain The Problem, See if it Resonates

Explore How We Solved for the Problem, Assess if it’s Generally Applicable

Walk Through Two Case-Studies

AGENDA

44

Explain The Problem, See if it Resonates

Explore How We Solved for the Problem, Assess if it’s Generally Applicable

Walk Through Two Case-Studies

AGENDA

55

Explain The Problem, See if it Resonates

Explore How We Solved for the Problem, Assess if it’s Generally Applicable

Walk Through Two Case-Studies

AGENDA

T H E S E T U P

NON-IT PROJECT THAT IS STRUGGLING //

Client #1 Hotel chain going through a major rebranding effort including

refurbishing all locations

Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items

Heard about Agile and think it might be right for them. Want to adopt Scrum.

NON-IT PROJECT THAT IS STRUGGLING //

Client #1 Hotel chain going through a major rebranding effort including

refurbishing all locations

Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items

Heard about Agile and think it might be right for them. Want to adopt Scrum.

NON-IT PROJECT THAT IS STRUGGLING //

Client #1 Hotel chain going through a major rebranding effort including

refurbishing all locations

Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items

Heard about Agile and think it might be right for them. Want to adopt Scrum.

NON-IT PROJECT THAT IS STRUGGLING //

Client #1 Hotel chain going through a major rebranding effort including

refurbishing all locations

Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items

Heard about Agile and think it might be right for them. Want to adopt Scrum.

1111

GOING AGILE?

A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.

Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).

We selected 4 values, or ways of centering ourselves in the world while working.

We chose the four values that ended up in the Agile Manifesto (paraphrase)

There is no more to “agile software development” than that.

T H E A G I L E M A N I F E S T O

• People and Interactions over Processes and Tools

• Working Software over Comprehensive Documentation

• Customer Collaboration over Contract Negotiation

• Responding to Change over Following a Plan

1212

GOING AGILE?

A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.

Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).

We selected 4 values, or ways of centering ourselves in the world while working.

We chose the four values that ended up in the Agile Manifesto (paraphrase)

There is no more to “agile software development” than that.

T H E A G I L E M A N I F E S T O

• People and Interactions over Processes and Tools

• Working Software over Comprehensive Documentation

• Customer Collaboration over Contract Negotiation

• Responding to Change over Following a Plan

1313

GOING AGILE?

A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.

Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).

We selected 4 values, or ways of centering ourselves in the world while working.

We chose the four values that ended up in the Agile Manifesto (paraphrase)

There is no more to “agile software development” than that.

T H E A G I L E M A N I F E S T O

• People and Interactions over Processes and Tools

• Working Software over Comprehensive Documentation

• Customer Collaboration over Contract Negotiation

• Responding to Change over Following a Plan

1414

GOING AGILE?

A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.

Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).

We selected 4 values, or ways of centering ourselves in the world while working.

We chose the four values that ended up in the Agile Manifesto (paraphrase)

There is no more to “agile software development” than that.

T H E A G I L E M A N I F E S T O

• People and Interactions over Processes and Tools

• Working Software over Comprehensive Documentation

• Customer Collaboration over Contract Negotiation

• Responding to Change over Following a Plan

1515

GOING AGILE?

A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.

Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).

We selected 4 values, or ways of centering ourselves in the world while working.

We chose the four values that ended up in the Agile Manifesto (paraphrase)

There is no more to “agile software development” than that.

T H E A G I L E M A N I F E S T O

• People and Interactions over Processes and Tools

• Working Software over Comprehensive Documentation

• Customer Collaboration over Contract Negotiation

• Responding to Change over Following a Plan

1616

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

1717

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

1818

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

1919

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

2020

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

2121

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

2222

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

2323

GOING SCRUM?

S C R U M F R A M E W O R K ?

• Roles – Product Owner, Scrum Master, and Team

• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective

• Artifacts – Product Backlog, Sprint Backlog, Product Increment

S C A L E D S C R U M ?

• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains

• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination

• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling

• Nexus – Emergent Process Design

24

THE 3 THINGS

25

THE 3 THINGS

26

BACKLOGS

THE 3 THINGS

27

BACKLOGS TEAMS

THE 3 THINGS

28

BACKLOGS TEAMS WORKING TESTED SOFTWARE

THE 3 THINGS

29

WHAT DO I MEAN?

• INVEST• CCC• Small enough for the

team to develop in a day or so

BACKLOGS TEAMS WORKING TESTED SOFTWARE

• Everything and everyone necessary to deliver

• Meets acceptance criteria

• No known defects• No technical debt

30

WHAT DO I MEAN?

• INVEST• CCC• Small enough for the

team to develop in a day or so

BACKLOGS TEAMS WORKING TESTED SOFTWARE

• Everything and everyone necessary to deliver

• Meets acceptance criteria

• No known defects• No technical debt

31

WHAT DO I MEAN?

• INVEST• CCC• Small enough for the

team to develop in a day or so

BACKLOGS TEAMS WORKING TESTED SOFTWARE

• Everything and everyone necessary to deliver

• Meets acceptance criteria

• No known defects• No technical debt

O P P O R T U N I T I E S A N D C H A L L E N G E S

3333

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

3434

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

3535

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

3636

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

3737

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

3838

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

3939

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4040

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4141

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4242

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4343

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4444

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4545

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4646

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4747

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

4848

KEY CONSIDERATIONS

O P P O R T U N I T I E S

Clarity

Accountability

Measureable Progress

Autonomy

Mastery

Purpose

Transparency

Trust

Collaboration

C H A L L E N G E S

Tough to form teams

Backlogs are emergent

Delivery at the end of the sprint

Non-Agile partners in the supply chain

External dependencies

Hard dates

T H E C H A L L E N G E

THE CHALLENGE //

Create a system of delivery that allows

us some of the benefits of agile- while

respecting the necessary constraints of

the organization around us.

THE CHALLENGE //

Create a system of delivery that allows

us some of the benefits of agile- while

respecting the necessary constraints of

the organization around us.

K E Y I N S I G H T

KEY INSIGHTS //

Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.

Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the

top-level plan. Decisions are the currency of delivery.

Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.

Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.

KEY INSIGHTS //

Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.

Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the

top-level plan. Decisions are the currency of delivery.

Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.

Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.

KEY INSIGHTS //

Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.

Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the

top-level plan. Decisions are the currency of delivery.

Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.

Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.

KEY INSIGHTS //

Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.

Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the

top-level plan. Decisions are the currency of delivery.

Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.

Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.

KEY INSIGHTS //

Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.

Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the

top-level plan. Decisions are the currency of delivery.

Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.

Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.

KEY INSIGHTS //

Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.

Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the

top-level plan. Decisions are the currency of delivery.

Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.

Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.

T H E M O D E L

6060

C O N S T R A I N T S

D E C I S I O N S

D E L I V E R Y

C A S E S T U D Y # 1

6262

Activities

Scrum

Execution

Ideate MakeReady Build Operate

Program

and

Planning

Decisions

Kanban

Portfolio

Constraints

Gantt

Make Ready Build

AcceptedReady DoneInProgress

NotStarted

AcceptedReady DoneInProgress

NotStarted

Build

Measure

Learn

PLAN-BASED GOVERNANCE

Property

Operators

CaseGoods

Marketing

Feedback

Feedback

C A S E S T U D Y # 2

6464

Activities

Scrum

Execution

MeasurableProgress

Ideate MakeReady Build Operate

Program

and

Planning

Decisions

Kanban

Portfolio

Budget/Investments

Launch

Kanban

Make Ready Build

AcceptedReady DoneInProgress

MakeReady Build

ValidatePrototypeImagineUnderstandProjectWorkIntake

NotStarted

AcceptedReady DoneInProgress

NotStarted

Done

ContinuePivot

Measure,Learn

Build

Measure

Learn

FLOW-BASED GOVERNANCE

Kill

Feedback

Feedback