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![Enthiosys / GlobalLogic Contact Information Enthiosys, Inc. GlobalLogic, Inc. 615 National Ave., Suite 220 8605 Westwood Center Dr. Mountain View, CA 94043 Suite 401 650.528.4000 Office Vienna, VA 22182 650.528.4004 Fax 703-847-5900 www.enthiosys.com www.globallogic.com [email_address] www.enthiosys.com/insights-tools for Books, Bytes, Blogs www.InnovationGames.com for Innovation Games Online](https://crownmelresort.com/image.slidesharecdn.com/crossfunctionalteamswebinar-126264981849-phpapp01/75/Cross-Functional-Teams-Looking-Beyond-Development-64-2048.jpg)
Uploaded byScott Gilbert
Cross Functional Teams: Looking Beyond Development
The document summarizes a presentation about capturing value through expanded cross-functional agile teams. It discusses how agile development teams can be optimized by having individual engineers communicate effectively, engineering managers help teams progress collaboratively, and using tools to aid development. It also discusses how agile organizations of the future will have cross-functional product, project, and requirements managers leading teams to better satisfy customers.
Cross Functional Teams: Looking Beyond Development
- 1. Capturing Value ThroughExpanded X-Functional Agile Teams Presented By Scott Gilbert & Johnny Scarborough February 11 th , 2009 Audio Dial-In: 866-409-4300 Pass code: 873435#
- 2. The Intro’s GlobalLogic& Enthiosys
- 3. Johnny Scarborough AreaVP, Product Engineering, GlobalLogic Over 20 years of start-up and established technology company experience: Netezza, CMGI, AOL, Interleaf Leads GlobalLogic's efforts to establish common processes, platform, tools, and components that can be used to accelerate product development and test Works closely with clients and prospects to advise them on how to maximize their success, helping them transition as appropriate to GlobalLogic Velocity™, the company's InfoWorld award-winning distributed Agile platform supporting global product development
- 4. Scott Gilbert Presidentof Enthiosys and Agile practice lead Satisfy customers, Manage partnerships, Run the office Delivered several major software releases using Agile Coached over a dozen teams, through 100’s of sprints Blessed by Scrum Alliance with CSM, CPO & CSP Helped start-ups raise $11M in venture capital Founding member of Inferscape, Inc. a predictive analytics software company in the CRM space BearingPoint’s High Technology Strategy Practice
- 5. Enthiosys/GlobalLogic Partnership Weoffer highly complimentary services: Enthiosys offers Agile training, coaching & consulting services with emphasis on product management GlobalLogic specializes in Agile-based software product design, development and support services Together we offer full product lifecycle support to help companies, improve processes, lower costs and realize their product development goals. We serve software product companies, wherever software is a driver for value creation and capture.
- 6. The Talk AgileToday, Looking to Tomorrow
- 7. Today’s Premise Scalingand optimizing Agile development teams is a difficult goal which only a few have achieved. The goal of Business Agility requires that we capture the value not just create it. Capturing value requires that we optimize the whole process. Whole process requires participation from the whole company.
- 8. Today’s Agenda AgileRefresher, Adoptions Stats, R&D Economics X-Functional Agile Development Teams X-Functional Agile Organizations Summary and Conclusions Q&A Time Extra Stuff
- 9. Agile Refresh, Stats,Economics Scott & Johnny
- 10. The Agile Manifesto(2001) 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 over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org
- 11. 12 Agile PrinciplesOur highest priority is to satisfy the customer through early and continuous delivery of valuable software . Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project.
- 12. 12 Agile PrinciplesBuild projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors , developers, and users should be able to maintain a constant pace indefinitely.
- 13. 12 Agile PrinciplesContinuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective , then tunes and adjusts its behavior accordingly.
- 14. 3 Legs ofthe Agile Stool
- 15. Agile Adoption StatsStats from VersionOne
- 16. Agile Adoption StatsStats from VersionOne
- 17. Agile Adoption StatsStats from VersionOne
- 18. % of Revenueat Different Stages
- 19. % of Revenueat Different Stages
- 20. % of Revenueat Different Stages
- 21. Agile Today isabout X-Functional Development Teams Johnny Scarborough
- 22. Today’s View onAgile Teams
- 23. Optimizing Development TeamsIndividual Engineer Communicate, Communicate, Communicate Good engineering practices, design skills, and systems architectures are required Acknowledge/Manage your Technical Debt; do not let it grow Automate all possible areas
- 24. Optimizing Development TeamsEngineering Management Be Manager 2.0 ; help move team forward Highly collaborative; maintain history Measure/Monitor your Cadence; use Info radiators Invest in tools to aid development environment
- 25. Scale the LocationsPractices All at once or evolve “ Scrum of Scrums” approach for distributed teams Set up areas of ownership Collaborative tools/platforms for information dissemination Use partners who are Agile, Open to Agile
- 26. Measuring Success Automation/Integrationis key Central views into where am I today Feedback loops via tools Dashboards/Reporting – data driven Quality built in means less ongoing maintenance costs Adding resources to innovation
- 27. Benefits of Optimizing& Scaling Development process is predictable, repeatable, stable Customer view of Quality is there less resources needed for maintenance; more available for new value add/innovation More Release options now available When Backlog is limiting factor on scaling out Development ….
- 28. Agile Tomorrow Willbe About X-Functional Organizations Scott Gilbert
- 29. The “Agile Team”Lens Has Been
- 30. Some Companies AreTrying To
- 31.
- 32. Scale With ManagerDuo’s/Trio’s Product Mgr Requirements Mgr Project Mgr
- 33. Future for BigAgile Companies Product Mgr Requirements Mgr Project Mgr
- 34. This is NotNew !! Just as the Agile thought leaders looked outside the software industry for great ideas. We are taking a page out of well read book called “ Setting the PACE ” by Michael McGrath from PRTM. In 1986, McGrath created the Product And Cycle-time Excellence ® (PACE ® ) practice which introduced what are now de facto standard management practices, including cross-functional core teams.
- 35. Product Manager Responsibilities& Relationships Product / Strategic Vision Market Problems / Customer Feedback Market Analysis Business Case/Plan User & Buyer Personas Product Roadmap Managing Releases Q&A for Executives Product Mgr
- 36. Project Manager Responsibilities& Relationships Risk Management Development Metrics Milestones Team Needs Managing Releases Q&A for Rest of Organization Project Mgr
- 37. Requirements Manager Responsibilities& Relationships Non-Functional System Requirements Prioritized Backlogs of Stories Acceptance Criteria Wireframes & Paper Prototypes Documentation Support Managing Iterations Q&A for Development Requirements Mgr & Development
- 38. Sales Reps andSales Engineers Invite to Chartering Session They hear what Product Management views as the key objectives and business drivers for the release Invite to Release Planning Summary They understand release, timeline, risks, milestones Invite to Sprint Showcases They see working software which builds trust They can recruit “customers” to provide feedback They can start “selling” once they know what’s in/out
- 39. Product Marketing &PR Invite to Chartering Session They hear what Product Management views as the key objectives and business drivers for the release. They can present launch checklist, post to workspace and drive to done in last 1/3 of release plan. Invite to Release Planning Summary They understand release, timeline, risks, milestones Invite to Sprint Showcases They can start “marketing” once they know what’s in/out. Long lead items need info to feed process.
- 40. Service & SupportInvite to Release Planning Summary They understand release, timeline, risks, milestones Invite to Sprint Planning They can provide input on how to “solve problems” They can help prioritize bugs vs. enhancements Invite to Sprint Showcases They can start “understanding” how the product is going to change They can start building knowledge base, FAQ’s, etc.
- 41. Professional Services Inviteto Chartering & Release Planning They can provide input on how to “solve problems” while delivering on whole product value proposition Some problems are best solved through humans They understand release, timeline, risks, milestones Invite to Sprint Showcases They see working software which builds trust They can recruit “customers” to provide feedback
- 42. Legal & FinanceInvite to Chartering & Release Planning Summary They understand release, timeline, risks, milestones They can work with PM’s to update financials ASAP They can start on getting new or updated agreements such as SLA’s, pricing & licensing in place They can help craft effective packages like try before you buy, discounts, or other incentives for marketing/adoption They can get IT to ensure that you GAAP compliant systems and controls in place to manage the above Add to collaboration space for greater transparency
- 43. Information Technology Inviteto Chartering & Release Planning Summary They understand release, timeline, risks, milestones They can work with engineering to get development, testing and demo environments set up and working CIO role is evolving into product facing aspects and at minimum to necessary product support activities Add to collaboration space for greater transparency
- 44. Operations Invite toChartering & Release Planning Summary They understand release, timeline, risks, milestones They can identify operational gaps upfront They can help “solve” problems by creating or adjusting business processes to support the products & services Add to collaboration space for greater transparency
- 45. Problems we canAvoid Duo’s or Trio’s of managers keeps us from running the single PM to death. Once the initial PRD’s or MRD’s are all built who is going to feed the Agile engine? Less over the transom communication same as was the case for integrating Dev & QA. Miscommunication by making info radiators like Roadmaps, Release Plans, Burn Up Charts and Velocity Charts available in collaboration spaces.
- 46. Benefits we canRealize Deeper understanding and alignment within the organization. Prime the sales pump with early sales wins. Prime the marketing pump with early customer testimonials, references and PR coverage. Ready to ramp up Agile adoption by getting the rest of the organization tuned in to the rhythm
- 47. Summary & ConclusionScott & Johnny
- 48. Summary Although decadesold, “Agile” adoption is still fairly young and most are still learning. Scaling and optimizing Agile development teams is a difficult goal which only a few have achieved. Next goal is integrating duo’s or trio’s of managers into the team and process. PM’s can bind x-functional core teams together by leveraging Agile principles and practices.
- 49. Conclusion Business Agilityis achieved by capturing value not just creating it.
- 50. Conclusion Our goalis to capture value sooner because time is the biggest variable in the ROI equation.
- 51. The Q&A’s RichMironov
- 52. The Extras Resources& References About Enthiosys About GlobalLogic
- 53.
- 54. Select Enthiosys ProductBytes Chefs and Agile Restaurateurs http://www.enthiosys.com/insights-tools/agile-chefs Revenue Products need Product Managers, not Product Owners http://www.enthiosys.com/insights-tools/pm-prod-owner Burning through Product Managers http://www.enthiosys.com/insights-tools/burning-thru-pms A Planetary View of Agile Product Management http://www.enthiosys.com/insights-tools/planets The Accidental Agilist http://www.enthiosys.com/insights-tools/accidental-agilist
- 55. From GlobalLogic Agilerelated Recorded Webcasts and White Papers – www.globallogic.com
- 56. From Others VersionOne2008 State of Agile Industry Report http://www.versionone.com/AgileSurvey2008 VersionOne 5 mistakes of Scaling Agile http://www.versionone.com/webinars/scaling_wp.pdf PRTM “Setting the Pace” http://www.prtm.com >Thought Leadership>Books Emergence of the Agile Enterprise http://michaelhugos.com/ Lean Software Development An Agile Toolkit http://www.poppendieck.com/
- 57.
- 58. Enthiosys, Inc. AnAgile product management consulting firm founded in 2003 by Luke Hohmann. We help clients achieve business agility: delivering great results, not just great software. Services designed to improve products, processes and the people who drive them.
- 59. A Set ofServices continuous customer collaboration to understand complex markets and provide input throughout the development process agile transformation of your entire company to leverage the power of Agile product development and management pricing, licensing and creation of business models to capture the full value of your solutions product roadmaps for individual products and portfolios with processes and best practices to sustain them over time service design to improve the customer experience by delivering a whole product solution and additional revenue
- 60. Designed for BusinessAgility
- 61.
- 62.
- 63. Corporate Facts CorporateOverview Founded in 2000 and backed by VC’s Sequoia Capital, NEA and New Atlantic Ventures 5 Yr. CAGR of 50%+ Headquartered in Vienna, Virginia with Global Delivery Centers in the US, India, Ukraine and China Ongoing partnerships with 150 innovative technology clients in the Telecom, Consumer, Healthcare and Enterprise product verticals Thousands of experienced software product engineers and 300+ successful client software product releases over the past 12 months Solutions that span the entire software product lifecycle Tier 1 technology alliances & award-winning innovation #1 Award for Innovation in Distributed Agile Software Product Development: GlobalLogic Velocity™ Top Employer in both India and Ukraine GlobalLogic Innovation GlobalLogic partners with emerging and established technology companies to provide innovative software product R&D services on a global scale that increase product quality, reduce time-to-market, and lower dev. and support costs by 30%.
- 64. Enthiosys / GlobalLogicContact Information Enthiosys, Inc. GlobalLogic, Inc. 615 National Ave., Suite 220 8605 Westwood Center Dr. Mountain View, CA 94043 Suite 401 650.528.4000 Office Vienna, VA 22182 650.528.4004 Fax 703-847-5900 www.enthiosys.com www.globallogic.com [email_address] www.enthiosys.com/insights-tools for Books, Bytes, Blogs www.InnovationGames.com for Innovation Games Online
Editor's Notes
- #2 Rochelle covering www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #4 Rich to cover www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #5 I started off wearing lot of suits & ties and learning about lots of different technologies and industries. Lived in a bubble for a few years till it popped. It was good albeit rough ride. Turned around to help other software startups define products, build plans and get money. Pretty good at this. A few have gone on to raise more $ and a few good M&A exits Started helping our CEO Luke push the rock for past ~5 years Sexy stuff like pay rent, deal with lawyers & accountants, invoice and collect payments, manage consultants
- #6 rich to cover www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #7 Rich to turnover to johnny/scott www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #8 Scott Till now we have been concentrating and optimizing on Development, the engine of the product development company but to get the true value out of this all we need to further our view and look at the body, suspension, etc Johnny 800HP engine in a pinto, not to further malign the poor old pinto but to draw a point that other aspects of organization need to work in concert to provide a complete platform. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #9 Scott Stab at timings we should shoot for I think maybe a little less in beginning section so more is spent on other areas is apropos www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #11 Johnny Scott color commentary www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #12 Johnny Scott color commentary As you can see in number 4 this applies to todays talk…we will go into this in further details later www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #13 Johnny control Scott color commentary #6 – this works in the co-located teams…but when you are thinking organization wide across many dev teams you need ways to roll up this info to enable all to see. This is part of an infrastructure alignment that reaches out across not just development but all depts. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #14 Johnny control Scott color commentary Effective in…not just building software but delivering and capturing the value that is created. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #15 Scott will describe that Agile is Values – Manifesto, Principles – we just reviewed and Practices – many from Scrum, Lean, XP, DSDM, etc. All of the above map in some way to these 3 areas. Obviously, there is much more here than just development which is why it takes an Agile Organization to accomplish the higher level goals. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #16 Johnny Most companies have or are currently adopting some type of Agile approach. Few greater than 2 years www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #17 Johnny Few have scaled up in terms of raw #. Of the 32% I think the better segment question would be >1,000???? However more and more large companies have or are going Agile. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #18 Johnny Almost all companies, big / small, early adopters or mature agilists are distributed. Dean’s book opens with something like…any significant software effort is distributed in some way…it’s just the state of the world we live in. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #19 Johnny As company scales and drives to public r&d spend as percentage goes down, in early stage companies it may be 50% of rev is spent on dev, at 100M you are looking at 10-15% on dev so getting it right is even more important, predictability is needed, to scale further. We look to these to show how as a company grows the focus on development efficiency is greater since as a percentage less will be spent on dev so you need to make sure to optimize it as well it shows the importance as growth occurs to also consider beyond development www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #20 Johnny As company scales and drives to public r&d spend as percentage goes down, in early stage companies it may be 50% of rev is spent on dev, at 100M you are looking at 10-15% on dev so getting it right is even more important, predictability is needed, to scale further. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #21 Johnny Update with new numbers As company scales and drives to public r&d spend as percentage goes down, in early stage companies it may be 50% of rev is spent on dev, at 100M you are looking at 10-15% on dev so getting it right is even more important, predictability is needed, to scale further. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #22 Johnny Development = Architects, Engineering, QA, Release Engineering, UI Design (maybe), Documentation (maybe) www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #23 Johnny This shows where most of our thinking is today and what we are optimizng to…development side of the fence , focusing on the engine Most companies are focused on making this picture (or some variant of it) work efficiently and effectively. Scott Comments: UI Design piece is huge. Jeff Patton..Cooper Design. Architecture. Can’t have a Snr. Architect full time on every team. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #24 You can design or develop in quality but you cannot test it in. Development = Architects, Engineering, QA, Release Engineering, UI Design (maybe), Documentation (maybe) Create wins with pilots and expand – big bang is too disruptive seek out the adopters, make visible the progress and travails Quality baked in not bolted on at the end – if quality not there from start it will haunt you Highly collaborative; History maintained record everything in a public area; searchable for review referencing later especially useful when distributed teams in play Good engineering practices, design skills and systems architectures: agile will not fix bad engineering practices. it will exacerbate them and make them very visible Measure/Monitor your Cadence; Velocity – this is key to understand your workload handling should be increasing over time; car anaolgy – timing…if off car may run but not be efficient or as powerful Manage your Technical Debt; do not let it grow – pay it off as early as possible, do not carry it around; look at economy today ;) There are really only five ways to increase the profitability of a business based on software development: reduce costs via outsourcing, reduce headcount, reduce other expenses, increase productivity or increase revenues. Reducing expenses can only go so far. The most expensive part of software development is the people. Thus, one of the most successful ways to increase profits is to increase the productivity of the software development team. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #25 The old ways of manager change as groups become more agile. You still have classic items of career development/etc but as always you need to make sure to help provide overall air cover and remove obstacles; stay out of their way Be Manager 2.0 – help move team ahead don’t be a PHB ( image is a public domain image as listed in phb page on wikipedia) Highly collaborative; maintain history use wiki’s/tools/etc to capture collaboration Measure/Monitor your Cadence; Velocity info raditors Everyone commits on what DONE really means. Manager 2.0 You do not do anymore! Decide task assignments among the team members and assign them Keep track of whether team-members have done the tasks Ive assigned to them Make commitments on behalf of the team about how much they can get done by X date You still need to do! Do regular 1:1 meetings with team-members, to help resolve blocks, and provide advice, coach and mentor Recruit, interview and hire new members of the team Fire team-members who are not able to perform, or who have failed to improve to the level required Surface issues to the team that they might overlook “ scaling, performance, security, etc. Provide input on features, functionality, and other aspects of what’s being produced Do performance evaluations and provide feedback to team-members Provide advice and input to the team on difficult technical issues that come up Plan training for team, and do career-development and planning with team-members Stay abreast of latest developments in the technology their team uses, industry news, etc. Plan and oversee budgets and financials, and think about tools, skills and other future needs Help remove impediments that the team is not able or well-placed to resolve themselves www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #26 Pilot with distributed teams Scrum of Scrums approach for distributed teams, proxy owners rolling up to provide coordination Set areas of Code/Feature ownership co-locate the features! Need Collaborative tools/platforms for information dissemination Post it notes do not scale out across time zones old tools may not cut it in new world order Use partners who are Agile, Open to Agile V6-v8-v12 growth Locations, team, product What do you not do. All at once or evolve both work just a matter of choice and ability to handle it. Pilot with distributed teams Scrum of Scrums approach for distributed teams Set up areas of ownership Collaborative tools/platforms for information dissemination Use partners who are Agile, Open to Agile www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #27 Later we’ll talk about why the CEO and CFO cares about these higher on-going maintenance costs. Why shaving even 2-4% off that for a big company means big $ that can be put to new stuff. SCOTT COMMENT: PM’s can use that found OpEx $ into next release on roadmap. Ability to spend more on innovation 100% internal people can find info on where things are at in 1min Confidence in the numbers Automation is key from development ( testing integrations/etc) into PM ( reporting dashboards/etc) Central views into where am I today allows data driven course corrections as needed, allows contextual decision making Feedback loops via tools Dashboards/Reporting – data driven ( no need to manually create basic info) Cost of not having quality built in means higher ongoing maintenance costs Drains resources from innovation When Backlog is limiting factor on scaling out Development ; don’t idle development this is where scott talks to next… www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #28 You have arrived!! Your v4 is now a v12 Development process is predictable…engine is now finely tuned up and operating efficiently Customer view of Quality is there less resources needed for maintenance; more available for new value add/innovation More Release options now available information driven decisions vs. purely calendar Backlog…not that we have a finely tuned engine we need to look towards imporving the intake side of things to further exploit our engine dynamics Just like in an engine we need to feed more aire and gas into it to make it even faster www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #29 scott www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #30 Scott As Johnny has previously discussed www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #31 Scott Dev with dotted lines to rest of organization. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #32 Scott Note that we’ve put PM’s onto “the team” and we’ve made the dotted lines bi-directional connections. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #33 Scott Complex projects and Big Companies need teams of managers “joined at the hip” for each product. This allows things to scale and keep all iterative aspects flowing and working in harmony. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #34 Scott Note that we’ve put PM’s onto “the team” and we’ve made the dotted lines bi-directional connections. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #35 Scott Johnny to tell Honeywell in 88 where PACE came to town. Next 3 slides I’m going to talk about what each of the 3 M’s might do and how they divide responsibility for connecting with the team and rest of the organization. Then, I’m going to talk about our new “Team” and how it might connect with each member of the x-functional organization by using some of the basic Agile rhythms that are currently being established in the development cycle. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #36 Scott In Lean Software Development Toolkit book, Mary & Tom P talk about “empower the team” and in that context they offer many great ideas that we of course agree with. However, I think rather than empower the team, we are better served to expand the team by putting the right talent on it. Bringing PM’s into the team is a good way to provide economic decision making skills, focus on value & ROI, customer feedback/representation, motivation & purpose and other skills like good communication & collaboration, can get things done politically, has good relationships with peers, etc. Product Managers are best suited to be handling most of the outward facing / market facing connection points. They are also the ones responsible for the ROI so they should be handling most of the “communicating up” aspects. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #37 Scott Project managers (sometimes called scrummasters) are best suited to help with the internally facing organizations. They handle many of the communication across aspects. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #38 Scott Requirements Mgr, sometimes called business analyst or maybe even Product Owner is the person closest to the day to day development activities. They are of one mind with the Product Manager when it comes to priorities, release themes and goals, usability and functionality expectations, etc. So Now let’s talk about our new “team” and it might connect with the rest of the organization. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #39 Scott Zinio VP of Sales was working on 2 major OEM type deals that were not well understood by the team via the normal VP>CEO>PM>Dev communication channels. By hearing some of the lower level details of how the PM’s were describing features/stories, the VP of Sales was able to fix the misinformation earlier in the process. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #40 Scott QCOM marketing manager sat in on a sprint planning meeting who afterwards asked a few questions about the release. She quickly realized that the team had no idea it was supposed to “demo” this product in a “from our labs” exhibit at an upcoming trade show. At that time, features were not done to a state sufficient to tell a compelling story. One release planning session led to creation of marketing slogan by an engineer that ultimately went into the $5M marketing campaign. Great way for this clever person to contribute to something other than engineering. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #41 Scott If we’ve built the v12 Dev Team, S&S are the tires where the rubber meets the road. Customer Service is about keeping those ‘maintenance contracts rolling or SLA’s in place. Customer Support is about “not losing customers” due to poor performance. Salesforce, after completing it’s big bang Agile transformation had forgot to include support people. After 1 particular release support got blasted with a bunch of calls that they were not equipped to handle because they were not aware of the changes. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #42 Scott Genesys had a goal to “productize” something that “the field” had built out of necessity to support the last version. By letting them present these capabilities and concepts, the Dev team had a deeper appreciation for what they were experiencing and therefore what to build. Professional services are about making more $ and ensuring overall solution success. If customers don’t succeed with the product…you don’t make $ so you might need those extra humans to make it work. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #43 Scott At QCOM we had legal create co-dev partnering agreements to have adequate IP and other protections in place to be able to fully & deeply collaborate with customers during development cycles. Mary & Tom P 1 st book Lean Software Development, Mary tells the story of an “accountant for every team” to run the P&L’s. This is a great idea, however a good PM should be able to manage a simple P&L model to help with decision making, but regardless of the role/title the point is to make financial business decisions. Hypothetically: assume the finance person hears that the theme of the next release coming to be released in June is focused on reducing maintenance costs. Let’s suppose that the priorities of things to do is expected to reduce costs by 25%, once fully rolled out adopted. Let’s further suppose that Pro Service & Cust. Support are on board to get the rollout done in 1 quarter. Finance then can go back and start looking at what $ impact might be to have 25% reduction in maintenance for Q4. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #44 Scott Demo environments are necessary if you want to have a robust customer collaboration program to get continuous market feedback during the development cycle. Creating this infrastructure requires special attention to security, access, uptime, etc. When moving to a SaaS business IT & Ops become hugely important as they are the owners of the actual product once deployed. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #45 Scott QCOM was launching a product into Europe. I came in partway through to do release planning (actually it was end-game with only 4 sprints left but) because I had a x-functional team involved, they uncovered a billing problem. US Dev team assumed whole company used the same billing system. Europe was on totally separate system which did not support certain features so a manual workaround process had to be created for initial launch. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #46 Scott Because many are still in the early days of adoption, they are still working through current product plans. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #47 Scott Start by conditioning others to being Agile and by accepting inputs on a faster cycle time. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #49 Scott/johnny www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #50 Our old friend Concept to Cash. Love the phrase and focus www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #51 Drawing from Mary & Tom P again…Chapter 4 titled “Deliver as fast as Possible” is all about moving the needle on time. Remember I mentioned the accountant for every team and the P&L’s??? The last 6-7 pages of the chapter walk through the economics of a 6 month schedule slip and the “opportunity costs” in terms of both revenue and profit that can occur. This is why we think that the future of Agile for Big Companies or Companies who want to be big and who are making the transition to Agile, the thing to be focusing on is the whole car not just moving from a v6 to v8 to a v12. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #52 Rich will dispense questions from the chat log to us. www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #56 John hitchcock to provide www.Enthiosys.com Copyright (c) 2008 Enthiosys, Inc.
- #62 Divides into two major segments. Pure software plays (hosted services or deployed) and wherever else software goes to create value for customers.