Development Strategy for Engineering Going Forward at Pitney Bowes
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Transcript of Development Strategy for Engineering Going Forward at Pitney Bowes
Development Strategy for Engineering
Going Forward at Pitney Bowes
Sue McKinneyVice President, EngineeringPitney Bowes Incorporation
challenges strategic directions
summarytools
successful business?
Sustainable Competitive advantage
sustain a competitive advantage
consistently deliver
business value
business challenges
Build Trust?
deliver the right
product
in the
optimalmarket
windows
At the lowest cost
lowest cost
and …
increaseproductivity
Protect Team Boundaries
meet customer’s changing needs
develop great solutions
Leadership Influenceinnovate!
software challenges
business dynamicsinnovate to
differentiate
responsivenesstighter linkage
to customers
time to value
operational dynamicspredictability of
schedules
quality better use of
resources
improve product development cycles
Always or Often Used:
20%
Never or Rarely Used:
64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
Sometimes16%
Rarely19%
Never45%
Often13%
Always7%
Project Statistics
0 10 20 30 40 50 60
Failed
Challenged
Succesful
20061996
Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
Improvements due to better…
Tools Project Managers Adaptive Methods
Breaking projects into small chunks
Delivering pieces faster for user feedback
too much
churn
Lead changeLess wasteRespond to market changes
complexity split teams & multiple locations
multiple time zones
interdependent products
acquisitions
how ?
Trust
do more
smart stuff
…and less
stupid stuff.
processto deal with
complexity
tools coupled
with
best practices
Self-organizing, self-managing Do we need leaders? What kind of Leadership?
what about agile?
what is that?
ProvideCapacity
Gain
CreateMarket
Opportunities
ImproveCustomer
Satisfaction
Prevent /Reduce
BusinessCosts
CostAvoidanc
e(i.e. avoid
new expenses)
WasteAvoidance(i.e. eliminate
currentexpenses) Productivity
Gain(i.e. do things
faster)
3 atomicelements:
IncreaseRevenues /
Profits
Analysis through Value
Stream Mapping technique
E2 Framework elements
Pro
duct
s &
HC
/Pro
duct
improving Product deliveries
2004 2005 2006 2007 2008
Brand W Products Brand T ProductsBrand W HC/product Brand T HC/product
2003 2004 2005 2006 2007 2008
Hc
/ Pro
duct
GA
SWG Average
doing More with Less
2003 2004 2005 2006 2007 2008
improving Bottom line GrowthEffectiveness $$ per HC
SWG Average
$K /
HC
take
risks
Get more done by doing less
support
the approach
empower
educate
enable
Sustainable Competitive advantage
focus on business results
laying the Foundation for
Measurements
team ProductivityQuality
Stakeholder Satisfactioncost of Development
use Agile and…
vision and
strategy
Project Management
Focus, Communication, and Expectation Management
communication
empowerment
give
and re-enforce
ownership
teams figure out how
make better decisions
with less churn
Purpose
Considerations
Costs and Benefits
Business Value Model
it’s
a
conversation
resolve differences
group chunks high – medium - low
What are your largest value chunks?
what can you defer?
“build”
a
chunk…
at the end
of the
“chunk”
did
the
value inputs
change?
adjust BV model
run the chunk features
thru model
now you can ask…
Do we have enough business value to go to market?
Should we continue?
What goes in the next cycle or chunk?
run candidate
features thru model
re- prioritize
value Modelob
jecti
ves /
pro
ject
s / id
eas
Valu
e M
odel
prio
ritize
d ch
unks build highest
value chunks
Do we have enough value to deploy?
defe
rred
Will we ever have enough value to deploy?
STOP
Yes
No
Adjust value model if inputs have changed
discovery
Parting Thoughts ……
summary
time saved
productivity improved
risk management cannot be siloed
Thank You!
step up without stifling innovation
keep
focus
step back and
Project Management
Remove Obstacles
remove obstacles
influence not
authority
results applying collaborative leadership
leaders empoweredto change
within scope of
influence
Summary
building Trust across distributed
teams
collaborating
to set
goals
keeps focus through questions
Leadership Role
project experiences
foster innovation
collaborative leadership enables us to ……
stand back and deliver.
the answers are in your organization.
make better decisions
delivermore
value
increase productivity empowered to
solve problems
unleash talent
foster innovation
Work with corporate HR,
learning and
values team.
cultural collaboration integration
Project Methods
Waterfall: Function Definition, Design, Build, Check
FunctionsDesign
Build
Check Done New Methods:
Single Cycle Review and Adjust Spiral: Multiple Cycles of Waterfall Agile: Adapt As You Go: Short Iterations
What is Agile?
From recognition and acceptance of increasing levels of unpredictability in our turbulent economy
A chaordic perspective Collaborative values and principles Barely sufficient methodology
- Jim Highsmith
What is Agile?
A development process that conforms to the values and principles of the Agile Alliance(agilealliance.org)
Originally for software development
Agile Manifesto
While there is value in the items on the right we value the items on the left more.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Overview
Agile: Iterative and Incremental Light-Weight Meets Changing Needs of Stakeholders Highly Collaborative: Involves Customers Minimizes Documentation Test First
Agile Principles
Light Weight
Utilize only practices that make sense for the project and environment
“Barely sufficient” artifacts, methodology, and documentation
“Appropriate” vs “Best Practices”
Practice Excellence
Requires self discipline to improved quality Relies on the team to practice technical
excellence instead of imposing discipline Adopt technical practices that support the
other practices such as: Continuous Integration Test Driven Development Refactoring
Reflect and Adapt
Learn from past to improve performance
Retrospectives after each iteration
Harness change for improved efficiency
Multi-Horizon planning allows adaptation
The Process Pendulum
Code and Fix WaterfallAgile
No Process PrescriptiveEmpirical
Empirical Frequent inspection Collaboration Adaptive responses
Prescriptive Defined set of steps to follow Plan the work, work the plan Plan is assumed to be correct
How Does Agile Work?
“Requirements” called features, defined using user stories:As a _____ I want to_______
Pick a project. Define the major features in terms of user stories.
Agile ‘Process’
Features listed in a backlog Backlog prioritized based on value Highest priorities estimated and grouped
into an iteration, one-four weeks long At end of iteration, ask if enough value to go
to market? Add any new features to backlog and
reprioritize and select next iteration
Project Methods
Done?
Planning
Project Definition and Iterations
Completed Deliverables
Review and AdjustImplement
Envision Iterate:
Plan Implement Done? Adapt
CompleteYES
NO
Agile Cycles
Vision
Planning
Develop
Iteration PlanReview / Adapt
Iteration PlanningIterations Plan
High Level Planning Detailed Planning
Agile ‘Process’
Test cases are written first, before anything is developed
Go/no-go decisions reached early and often
Trustworthiness
support from senior leaders
tools
coupled with
best practices