2022-04 VMware DevOps Loop.pptx.pdf
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The document discusses using the Flow Framework to measure digital transformation by assessing software delivery flow. It provides examples of companies that improved their key results by identifying bottlenecks, reducing technical debt, and decreasing risk mitigation time. Measuring flow metrics helps organizations set better plans by accounting for bottlenecks and capacity. The Flow Framework focuses on continuously improving daily work and flow.
2022-04 VMware DevOps Loop.pptx.pdf
- 1. Project to Product: Measuring Digital Transformation with the Flow Framework® Dr. @mik_kersten (Tasktop, Founder & CEO) © Tasktop 2022 Amazon Bestseller
- 2. © 2021 Tasktop @mik_kersten Master Software at Scale © 2020 Tasktop Every enterprise is a software company… But most struggle to perform like one Heavy planning and funding processes Starting and stopping from frequent cancellation, replanning and reprioritization IDEATE RELEASE CREATE 8% 44% 48% Waiting for Approval Waiting for Capacity Waiting for Analysis Backlog On hold/ Blocked In progress Waiting for Test Waiting for Acceptance Waiting for Release Done Idea Waiting for Biz Case “Agile” but not nimble Relative acceleration during development DevOps but not at scale Delivery slowed down by dependencies, tech debt and manual processes OPERATE Poor quality creates unplanned work Incidents and war rooms throw off plans
- 3. Where is your bottleneck?
- 4. © 2022 Tasktop @mik_kersten projecttoproduct.org of features are cancelled after code has been written 20% of products have zero capacity for new work for 12+ months 35% 95% of value streams do not know what their flow efficiency is 85% of products under-invest in security and debt 8% of what’s planned by Agile teams gets delivered Findings from value streams data collected via Tasktop Viz® The key constraints are unknown and unmeasured
- 5. Project to Product Catalyzes Change Architecture: decoupling for fast flow Automation: removing bottlenecks Budgeting: funding of value streams Reporting: flow metrics & outcomes Org Design: autonomy & alignment
- 6. Aligned Autonomous Cross-functional Customer-centric Functions Hierarchies Geographies Sourcing partners Value Streams The Messy Matrix
- 7. Role of Leadership Configure Run Design organization Assess organization Pattern language Flow Framework® Structure Dynamics Job Toolkit Principles
- 8. Design Team Topologies SAFe®, Scrum, Spotify, STO, … Flow Framework® Assess
- 9. © 2022 Tasktop @mik_kersten What flows in software delivery? Features Defects Risks Debts New business value, pulled by customer Quality improvements, pulled by customer Security, availability, compliance, pulled by risk officers Technical debt improvements, pulled by teams Flow Items are MECE* *Mutually Exclusive and Comprehensively Exhaustive
- 17. Master Software at Scale © 2022 Tasktop Paying Down Technical Debt Unlocking capacity and accelerating growth In a highly competitive market, Flow Metrics exposed that time-to-market for digital channel value streams had nearly doubled, up from 22 days to 40 days, with a Flow Efficiency of only 20%. Tasktop Viz identified the bottleneck in a legacy core backend component, where self-service testing was not possible due to technical debt. The huge investment the firm was making in digital channels would have no ROI until this debt was paid down. Rebalancing investments to modernize the backend services will accelerate capabilities in revenue-generating digital channels. 45% Feature acceleration capacity after tech debt reduction +$150M Top line growth potential from revenue pull forward Securities $3.15B Revenue (2020) Success story
- 18. Master Software at Scale © 2022 Tasktop Risk cost mitigation Avoiding breaches and fines When Flow Metrics were baselined, Risk (security and compliance) work was not visible at the value stream level. First, to make work visible and assign vulnerability patching faster, an integration was introduced to auto-create Jira issues from scans and route them to the right value stream’s backlog. Next, after baselining Risk Flow Time at approx. 5 weeks, process improvements were put in place to address vulnerabilities in a timely manner. The result was a 60% improvement from identification to mitigation. 60% Improvement in risk mitigation time for security vulnerabilities 15% Reduced risk of breach by patching vulnerabilities <30 days Healthcare $38B Revenue (2020) Success story
- 19. © 2022 Tasktop @mik_kersten projecttoproduct.org © 2022 Tasktop @mik_kersten projecttoproduct.org Why Flow? #1 job is improving flow • To increase flow, we must know the bottleneck • “Any improvements made anywhere besides the bottleneck is an illusion” – Gene Kim, Phoenix Project
- 20. © 2022 Tasktop @mik_kersten projecttoproduct.org © 2022 Tasktop @mik_kersten projecttoproduct.org Bad plans • Micromanage teams & deliverables & dates • Do not account for flow & bottlenecks • Ignore capacity, increase WIP Good plans • Cascade business goals to value streams • Measure flow of value, surface bottlenecks • Prioritize learning and improvement
- 21. © 2022 Tasktop @mik_kersten projecttoproduct.org © 2022 Tasktop @mik_kersten projecttoproduct.org Become the most innovative insurer in our industry Example 30% Market share growth 50% Reduction in time to provision policy 10% Flow Efficiency improvement
- 22. © 2022 Tasktop @mik_kersten projecttoproduct.org © 2022 Tasktop @mik_kersten projecttoproduct.org Customers love our mobile experience Example: Policy Value Stream ◦ Flow Efficiency experiments with process improvement ◦ Verification turned out to be the bottleneck ◦ Team targeted “0 days wait state on business input” ◦ Flow Time reduced by 70%, NPS started climbing ◦ Helped company KR of 50% less time to provision policy 20% Mobile customer NPS improvement 30% Flow Time reduction for features
- 23. © 2022 Tasktop @mik_kersten projecttoproduct.org © 2022 Tasktop @mik_kersten projecttoproduct.org Example: Platform Value Stream Market share growth KR limited by cloud hosting cost ◦ Platform team focused on reducing tech debt from initial launch ◦ Better of use of storage services cost bubble by 75%
- 25. © 2021 Tasktop @mik_kersten projecttoproduct.org © 2021 Tasktop @mik_kersten projecttoproduct.org Measuring Flow Improving daily work is even more important than doing daily work (Gene Kim, The Phoenix Project) To improve flow, we need an effective way of measuring flow
- 26. © 2022 Tasktop @mik_kersten projecttoproduct.org Start Learning with Flow Institute Discover more around the concepts of flow, Flow Metrics and value stream management (VSM) with: • On-demand courses • Interactive workshops • Executive roundtables • Slack community flowframework.org/flow-institute
- 27. © 2022 Tasktop @mik_kersten projecttoproduct.org @mik_kersten tasktop.com/mik flowframework.org projecttoproduct.org Amazon Best Seller eBook, audiobook available All author proceeds go to charitable programs supporting women & minorities in technology. Project to Product