Moving from Work-Down to Value-Up Practices Supporting Value-Up Practices with Visual Studio Team System The Driving Forces for Change The Business Context for Software Development A Value-Up Approach to Software Development Comparing Value-Up and Work-Down Practices The Core Principles of Value-Up The Importance of Project “Flow” Measuring Flow Exercise: Work-Down vs. Value-Up Security Regulatory Compliance Competition Technology Change Cost Reduction and Agility Outsourcing Customer End User Connection Productivity Business Results and New Value Civil Engineering Software Engineering Design risks are low Design can evolve as lessons are learned Design cost is small relative to build cost Design and build costs are relatively equal Opportunity to deliver Delivering incremental value is incremental value is rare beneficial Work-down Value-up Plan Task 1 Task 2 Task 3 Task 4 In traditional project Value-up methods deliver management tasks are incremental value for the decomposed into items customer to evaluate and checked off as each iteration completed Work-down Value-up Planning and Get planning and design right up Change happens, embrace it change process front Primary measurement Task completion Only deliverables that the customer count Definition of quality Conformance to specification Value to the customer Acceptance of variance Tasks can be identified and Variance is part of all process estimated deterministically flows Intermediate Documents, models, and other Just enough to minimize the work products artifacts are necessary uncertainty Troubleshooting approach Time, resource, functionality and Find and remove the bottlenecks quality Approach to Trust Monitor and measure Pride of workmanship and performance relative to plan teamwork Increase ROI by making continuous flow of value the focus Reliable results by engaging customers at frequent intervals (shared ownership) Expect uncertainty and manage for it (through iteration, anticipation and adaptation) Unleash creativity and innovation by recognizing that the individuals are the source of value Boost performance through group accountability Improve effectiveness and reliability through specific strategies, processes and practices Flow is central to value-up thinking and practices Working software and completed documentation are the work products that count Software to the customer is measured regularly Example, Extreme Programming and the flow of “customer value” Working software delivered to the customer at regular intervals Customer satisfaction is measured at regular intervals Bulge in the resolved scenario area, indicating a bottleneck in testing Slope of closed line will not approach the backlog height by iteration end How do you handle planning and process change? What is your primary measurement of progress? How do you define quality? How do you view variance? What are your intermediate work products? How do you troubleshoot a project? Who do you trust? Why Value-Up Requires Tooling Benefits of a Common Product Backlog Benefits of Instrumenting Daily Activities Assessing Quality Assessing Quality (Continued) Benefits of Iterative Development The manual tracking of project progress is inefficient Manual processes, and disparate tools lead to inaccurate information Much time and effort is wasted Tooling is required to Reduce the overhead and costs To provide automated instrumentation of processes To provide change management and auditing (particularly for regulatory compliance) VSTS provides a single work item database To track all planned, active and completed work Much of the data is automatically captured With many daily activities instrumented Team Instrumentation of Work Items Explorer Daily Activities Source Code Excel / Metrics Project Reports Basic Questions Become Easy to Answer Is the project coming in on time? How much has the plan changed? Who’s over or under and needs to be rebalanced? How effective are our tests? What rates should we use to estimate remaining work? PMs Can Spot the Bottlenecks Identifying the bottlenecks becomes easier By using multi-dimensional metrics Note the high test pass rate and low bug count for this component Note the low code coverage and high churn for this component Benefits Ability to review priorities frequently Improved focus on specific tasks Better motivation from seeing frequent releases Improved estimation Improved stakeholder confidence Continuous improvement Improved measurement of “flow” Most software processes require manual enactment Collecting data and tracking progress is expensive Up front process artefacts don’t contribute to the delivery of customer value The dominant paradigm here is “work-down” Value-up and work-down practices are quite different Emphasis on customer value, change, and variance Value-up requires tooling Collecting, maintaining and reporting data is too costly otherwise VSTS supports and encourages value-up practices
"Value-up Software development"