Calling All PMOs: How to Evolve Your Teams to Manage Work By Product

ddegrandis.com @dominicad
.
Dominica DeGrandis
Principal Flow Advisor
Calling All PMOs
How to Evolve your Teams to Work by Product

© 2019 Tasktop Technologies Incorporated. ddegrandis.com @dominicad
Principal Flow Advisor –
Tasktop Technologies
Author of Making Work Visible:
Exposing Time Theft to Optimize
Work & Flow
Dominica DeGrandis

• Managing work by product (vs. project)
• Experiment your way to transformation
• Reinvent & elevate your knowledge
• Skills matrix heatmap to help teams level-up
Topics

Value Stream: all activities done to plan, design, build & deliver items that
provides biz value
3THINGS
CUSTOMERS
GRUMBLE
ABOUT
that lead to
experimentation
• Things takes too long
• The progress of work is
invisible
• Key info lost during handoffs

The Honey To
Do List

Poll time
“Why do you
take on more
work than you
have capacity
to do?”

Conflicting priorities
A decision to do one
thing is a decision to
delay something else.

Dominica DeGrandis
Unplanned
work
Conflicting
Priorities
Unknown
Dependencies
Neglected
work
Too Much
WIP
The 5 Thieves ofTime

55%GARTNER
CIO SURVEY
2019
of IT organizations are
moving from project to
product
Source: CIO.com, Making the shift to
product-based IT, January 2019

What does
Project to
Product mean?
1. Digital revolution disruption
2. Product team’s job - create
business value.
3. Product teams - cross
functional groups organized
for the long term.
4. Profit center thinking
Amazon
Bestseller

© 2019 Tasktop Technologies Incorporated. ddegrandis.com @dominicadMawdud Choudhury “Brick & Mortar US Retailer Market Value” ExecTech
50% of S&P 500
projected to be replaced
in 10 years
Digital Disruption

Banks Spend $1Trillion on
Digital, But Few Reap the
Rewards
– Bloomberg, June 20, 2019
https://www.bloomberg.com/news/articles/2019-06-20/
banks-spend-1-trillion-on-digital-but-few-benefit-study-says

Technological Revolutions
Figure: Adapted from Carlota Perez

TheTurning Point
Creative
Destruction
Wealth
Generation

Technological Revolutions
Factory systems
Subcontracting
Taylorism
Fordism
Project Management

What does
Project to
Product mean?
Product team job is to create
business value.
Diff than optimization of scope,
budget, schedule of projects.
Product teams have cross functional
groups organized around a long term
product lifecycle, not split up.
Profit center thinking (not cost
center thinking). Invest in teams that
bld, deliver, maintain biz value.
Amazon
Bestseller

Good
reasons for
the shift
1. Fewer dependencies
2. Making outcomes that
matter visible

Managing by
product
reduces
dependencies
• Projects teams form &
disband - knowledge
remains w/ diff team.
• Product teams have
more longevity, stability,
and knowledge lives with
same team.

Teams
Project Product
Project 1 Project 2
Project 3
Product 1
Product 2
Product 3
People are brought to work Work is brought to People
Every dependency increases risk of starting or finishing late by 50%.
Interchangeable
resources
Knowledgeworkers

Managing work by product fixates
measures on business outcomes

Visibility
Project Product
Making Value VisibleMaking Opinions Visible
Provokes convoswhy watermelon

The Shifts fromWaterfall to ProductTeam

Jobs Change
Source: Future of jobs survey, World Economic Forum

https://insights.stackoverflow.com/survey/2019
The Rise of the
Full Stack
Engineer
DevOps - you build it you
run it.
That means you need full
stack engineers, right?

https://itrevolution.com/book/full-stack-teams-not-engineers/
DevOps is about
enabling different
teams to
communicate and
work better together,
not eliminating the
need for cross-team
communication by
merging teams or
making one person
responsible for
everything.

PMO to
VMO
“To transition from scope based
outcomes to value based outcomes,
it makes sense that the PMO
transition to effectively help
optimize business outcomes at a
program level.”
~ Kristen Biddulph
Program Management Office to Value
Management Office
Shift gears to product thinking at
the program level.
Making Work Product-Centric:
https://www.youtube.com/watch?v=02Pgyy-HOHQ

Emerging
Roles
Value Stream Architect
Value Stream Product Lead
Product Journey Owner
“Who should be on the team?”

Where is my feature delivery bottleneck?
Too few designers caused wait states on upstream UX work

Platform Products
Internal Customer
Value Stream Network
Developers & Specialists
Business Products
External Customer
Project to Product: Architecture
There cannot be a more important thing for
an engineer than to work on the systems
that drive our productivity -- Satya Nadela

Value Stream Architect
An optimizer – Studies bottlenecks. Knowledgeable in
the Theory of Constraints
An influencer – They add work items to product
backlogs and will need support across the organization
to drive change across each part of the value stream:
Part consultant – consult with product mgrs/owners to
drive higher level decisions about workflow tooling.

• IT business-level owner of the project to product transition
Works with executives and managers across IT and lines of business
to adopt Project to Product mindset to optimize technology
investments
• Does Systems Thinking to scale lessons learned and patterns
Coach value stream architects, Agile & DevOps practitioners, PMO to
adopt product thinking.
• Dedicated coach and champion to move enterprise forward.
Product Journey Champion

ProductValue Stream Lead
• Intimate knowledge of the product and customers
• Set objectives and measure success
• Ensure staffing and skill levels
• Emphasis on team happiness

PVS Lead Product Manager
Operational cultivation of culture of
innovation and technical integrity
Significant people management duties
Generally no feature design
Primary Flow Metrics: Flow Distribution &
Flow Efficiency
Prioritize, prioritize, prioritize
Generally no people management duties
Feature Design
Primary Flow Metrics: Flow Time, Flow
Load & Flow Velocity
Why build this product & what outcome will it produce?”Staff team, set objectives & measure outcomes

Skills Matrix Heatmap: Do you have the right team? [self-rate]
Skill / Knowledge P1 P2 P3 P4 P5 P6
Describe the desired business results for the value stream 2 1 0 1 2 2
Identify the product value stream’s customers & pain points 1 1 3 1 3 2
Locate the work process and workflow within and across
tools from from intake to delivery
3 2 0 1 0 1
Find artifacts in the toolset that can be identified as revenue
generation and revenue protection,
2 2 1 0 1 0
Map out the artifact states, and recognize active work states
vs. waiting states
3 0 2 1 1 0
Locate where the PVS’s work items are in the various tools
used by the product value stream
4 2 1 1 2 0
Identify dependencies on teams/practitioners upstream and
downstream of their own functional area
1 1 0 0 0 2
Design experiments that improve efficiency and velocity, and
be willing to present/share results with others
3 2 0 1 1 2
♠️
0 – Student, 1 – fly w/ Instructor, 2 - Fly solo, 3 - Instructor, 4 - Blue Angel
Person1,2,3…

Experiments need three things:
1. Goal (Hypothesis)
2. Activities (What to try)
3. Metrics (How will we recognize success or
failure?)

Experiment Ideas
1. Do delays decrease if we fold-in designers?
2. Does Debt work get prioritized as needed?
3. Does speed improve with less WIP?

1. Do delays decrease if we fold-in designers?
• Teams rarely work in isolation.
• The larger the org, the more
teams, the higher probability of
unknown dependencies.
• The hardest thing we do is
communicate across teams.

Benefit: Learn how much wait time exists in Value Stream to drive
discussion to improve decisions on prioritization, capacity & utilization.
Metric: Flow Efficiency - Expose wait time
• Flow Efficiency:
• The percentage of
time where work is
in an active state
vs. a wait state.

(3
)
(1)
(5)
(5)
WIP
limit
2. Does Debt work get prioritized as needed?
Context influences strategy
If just deployed a big release, may want to allocate more capacity to fix risks & defects.
If you continue to do more feature work, you can’t expect it won’t take away from doing risk work.

Make tradeoffs clear –
set strategic direction
Metric: Flow Distribution –Work-item type allocation

• Visualize WIP
• WIP limit as enabling constraint
• Primary factor of speed is the amount of
WIP
3. Does speed improve with lessWIP?

Flow Load (WIP)
• Leading indicator
• Primary factor of
speed metrics
Flow Load – a measure to balance demand & capacity

Flow Distribution Flow Load
Flow Safety
FlowVelocity Flow Load
FlowTime Flow Efficiency Flow Safety*

What we measure impacts people
because people value what is measured.

Examples:
• On my team, failure causes inquiry and not blame.
• Our leadership is open to hearing bad news.
• In my org, failures are learning opportunities and messengers are not punished.
• People on our team trust one another
@nicolefv https://www.youtube.com/watch?v=avauW5FAWCw
promoterspassivesdetractors
Flow Safety: A measure of trust

• Product Management &
profit center thinking
provide an advantage.
• Reinvent & elevate your
knowledge
• Experiment and observe.
• Use skills matrix heatmap to
help teams level-up.
Takeaways

Email:
dominica@SendYour
ides.com
Subject:
flow
To receive:
• copy of this presentation deck
• Skills Matrix: Do you have the right
team?
• Full Stack Teams, Not Engineers
• Flow 101 workshop info
• Value Stream Canvas exercise
• Tasktop tool integration video on
ServiceNow & Jira
• excerpts of Making Work Visible
• Forrester report on Value Stream Mgmt

Calling All PMOs: How to Evolve Your Teams to Manage Work By Product

Recommandé

Recommandé

Contenu connexe

Plus de Tasktop

Plus de Tasktop (20)

Dernier

Dernier (20)

Calling All PMOs: How to Evolve Your Teams to Manage Work By Product