Bob Marshall - Organisational Effectiveness - Rightshifting & The Marshall Model

©2012 www.fallingblossoms.com Perspectives on Rightshifting What makes for a highly-effective
tech organisation? with Bob Marshall

Perspectives on Rightshifting ©2012 www.fallingblossoms.com Your Guides for Today Bob
Marshall

Marshall Torbjörn Gyllebring

Marshall Torbjörn Gyllebring Ian Carroll

Marshall Torbjörn Gyllebring Ian Carroll P Grant Rule

Perspectives on Rightshifting ©2012 www.fallingblossoms.com Opening Conversation • Why have
you chosen to come to this session? • What would you like to take away from it? • How can we make your life more wonderful? 5

Perspectives on Rightshifting ©2012 www.fallingblossoms.com Our Cause 6 “This world
of ours… must avoid becoming a community of dreadful fear and hate, and be, instead, a proud confederation of mutual trust and respect.” ~ Dwight D. Eisenhower

Perspectives on Rightshifting ©2012 www.fallingblossoms.com Some Principles... 7 Notes •
Software is important (commercially). • Quality of Life at work is important (morally). • We have a social responsibility to make our businesses as effective as possible (ethically). • These are NOT incompatible (exactly the opposite, in fact).

Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0
1 2 3 4 5 The Rightshifting Curve 8

1 2 3 4 5 The Rightshifting Curve average 8

1 2 3 4 5 Corroborating Data from ISBSG 9

1 2 3 4 5 Corroborating Data from ISBSG 9 Although this data is for projects (2087 separate projects), it looks surprisingly similar to the Rightshifting curve for organisations. ISBSG = International Software Benchmarking Standards Group

1 2 3 4 5 Waste Waste = All those activities that don’t add stakeholder value. (N.B. Some essential non value-adding activities always remain). Wasted effort % waste 100 75 50 25 80 10

1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity % waste 100 75 50 25 11

1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity A % waste 100 75 50 25 11

1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity A B % waste 100 75 50 25 11

1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity A B F % waste 100 75 50 25 11

1 2 3 4 5 Software Development Life Cycle 12

1 2 3 4 5 Software Development Life Cycle Code & Fix 12

1 2 3 4 5 Software Development Life Cycle Code & Fix Waterfall 12

1 2 3 4 5 Software Development Life Cycle Code & Fix Waterfall Agile 12

1 2 3 4 5 Software Development Life Cycle Code & Fix Waterfall Agile Beyond? 12

1 2 3 4 5 Flow Mode 13

1 2 3 4 5 Flow Mode Random 13

1 2 3 4 5 Flow Mode Random Batch & Queue 13

1 2 3 4 5 Flow Mode Random Batch & Queue Sprints / Backlog / User Stories / Use Cases 13

1 2 3 4 5 Flow Mode Random Batch & Queue Sprints / Backlog / User Stories / Use Cases Systems Thinking – e.g. Single piece continuous ﬂow? 13

1 2 3 4 5 Feedback Delay 14

1 2 3 4 5 Feedback Delay Random 14

1 2 3 4 5 Feedback Delay Random 3 – 6 Months 14

1 2 3 4 5 Feedback Delay Random 3 – 6 Months 2 – 4 weeks 14

1 2 3 4 5 Feedback Delay Random 3 – 6 Months 2 – 4 weeks Daily 14

1 2 3 4 5 Administrative Project Management 15

1 2 3 4 5 Administrative Project Management APM a.k.a. Ceremony, bean counting, and exempliﬁed by command & control management style (transactional leadership). APM 15

1 2 3 4 5 Administrative Project Management Fun a.k.a. Job Satisfaction, Work-life balance APM a.k.a. Ceremony, bean counting, and exempliﬁed by command & control management style (transactional leadership). APM Fun 15

1 2 3 4 5 Administrative Project Management Fun a.k.a. Job Satisfaction, Work-life balance APM a.k.a. Ceremony, bean counting, and exempliﬁed by command & control management style (transactional leadership). APM Fun Wasted potential 15

1 2 3 4 5 Perspective on the Individual 16

1 2 3 4 5 Perspective on the Individual Respect 16

1 2 3 4 5 Perspective on the Individual Respect Heroism 16

1 2 3 4 5 Measurement 17

1 2 3 4 5 Measurement Metrics Effort Rightshifted organisations put less effort into measurement because they have a better idea of their Rightshifting goals, therefore the questions to which they need answers, and thus what to measure. Plus, measurement is generally part of their BAU. 17

1 2 3 4 5 Toolheads 18

1 2 3 4 5 Toolheads Predilection Showing the relative predilection for tools (as the answer to e.g. ignorance), not so much the actual deployment or utilisation of tools. 18

1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? 19

1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? Inspection effort High Low 19

1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? Inspection effort Defects seen by users Many Few 19

1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? Inspection effort Quality Philosophy Defects seen by users Inspection (test after) Zero defects (test ﬁrst) 19

1 2 3 4 5 Development Focus 20

1 2 3 4 5 Development Focus CV-centric 20

1 2 3 4 5 Development Focus CV-centric Code-centric 20

1 2 3 4 5 Development Focus CV-centric Code-centric Requirements-centric 20

1 2 3 4 5 Development Focus CV-centric Code-centric Requirements-centric Learning-centric 20

1 2 3 4 5 Maturity 21

1 2 3 4 5 Maturity APM 21

1 2 3 4 5 Maturity e.g. CMMI APM 1 2 3 4 5 21

1 2 3 4 5 Risk Awareness 22

1 2 3 4 5 Risk Awareness 22 Awareness Left-shifted organisations avoid talking (even thinking!) about risk. Agile practices more-or-less implicitly mitigate risk. Rightshifted organisations transcend risk management in favour of opportunity management.

1 2 3 4 5 Systematic Learning 23

1 2 3 4 5 Systematic Learning 23 Learning = knowledge systematically captured, and with BAU designed such that knowledge assets must be “Pulled” - and thus re-used - across projects. Learning

1 2 3 4 5 Unplanned Design Loopbacks 24 Many Few None

1 2 3 4 5 Unplanned Design Loopbacks 24 Frequency Many Few None Dip in frequency for e.g. Waterfall organisation is bought at the expense of product quality (ﬁtness for purpose).

1 2 3 4 5 Unplanned Design Loopbacks 24 Frequency Many Few None Impact Dip in frequency for e.g. Waterfall organisation is bought at the expense of product quality (ﬁtness for purpose). Even though e.g. Agile practices such as refactoring reduce the impact (cost) of design loopbacks, they may actually exacerbate their frequency.

1 2 3 4 5 Conformance to Schedules 25

1 2 3 4 5 Conformance to Schedules 25 a.k.a. Due Date performance. i.e. How often products are shipped on time, milestones and deadlines met, etc.. Best = circa 98% on-time delivery. Conformance Good Poor

1 2 3 4 5 Use of Third Parties 26

1 2 3 4 5 Use of Third Parties 26 Third Parties here include benchmarking partners and organisations, consultants, etc. in the pursuit of (external) knowledge and skills. Involvement High Low

1 2 3 4 5 Deployment Problems 27

1 2 3 4 5 Deployment Problems 27 Problems with the product found “post-live” Problems Many Few

1 2 3 4 5 Metaphor in Use 28

1 2 3 4 5 Metaphor in Use 28 Ofﬁce work

1 2 3 4 5 Metaphor in Use 28 Ofﬁce work Software Factory

1 2 3 4 5 Metaphor in Use 28 Ofﬁce work Software Factory Product Design (Studio)

1 2 3 4 5 Metaphor in Use 28 Ofﬁce work Software Factory Product Design (Studio) Value Stream Design

1 2 3 4 5 The Four Mindsets 29

1 2 3 4 5 The Four Mindsets Ad-hoc 29

1 2 3 4 5 The Four Mindsets Ad-hoc Analytic 29

1 2 3 4 5 The Four Mindsets Ad-hoc Analytic Synergistic 29

1 2 3 4 5 The Four Mindsets Ad-hoc Analytic Synergistic Chaordic 29

Perspectives on Rightshifting ©2012 www.fallingblossoms.com Closing Conversation • Some things
have happened in this session that have made life more wonderful for me, and which I wish to thank you all for… (list) • What specific things have happened in this session that has made life more wonderful for you? (for which you might choose to express gratitude?) • Could you tell me how you feel now having experienced those specific things? • What need of yours was fulfilled by this session (that leaves you feeling x and y)? • 38

1 2 3 4 5 The Four Management Measures 41 High Low

1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort

1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift

1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift Left drift

1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift Left drift Drag

1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift Left drift Drag Turbulence

Bob Marshall - Organisational Effectiveness - Rightshifting & The Marshall Model

Bob Marshall - Organisational Effectiveness - Rightshifting & The Marshall Model

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