Maersk Line's Agile Journey LESS 2012
- 1. LESS 2012 Maersk Lines Agile Journey ozlem.yuce@maersk.com @OzzieYuce
- 2. zlem Y端ce ≒ From Izmir, Turkey ≒ Degree in Economics ≒ Lived in 5 different countries ≒ 10 years at Maersk Line ≒ Product Owner, Lean-Agile coach
- 3. Worlds largest container fleet
- 6. Fragmented Technology Landscape SAF career. P&O marine eProfile iReceivable USI WebSimon maersk.co Nedloyd sailing (SCV) s (MLIS) m schedules www. Mondo- Emergency einfo maersk.co LivePerson World map RKST search pages m VMLO GSMS MARS Reference- (CAF) Portal GUPS service Data MARS ATS2 SAF Rates Followup marine shipments eXport eRates booking Message MEPC W8 broker eXport eDB CCC documen- MEPC Schedules tation Phone SFX Office WS book 3 (document client/ ePayment NGP3 GEO pouch) portal service Tracking 3 sROE NGP3 Payment office MailServic system e service NGP3 mall SAF IBM GEO MEX marine RKEM MCS GCSS payment SCV mainframe (MLIS) portal systems
- 8. Analyse Design Test Develop
- 11. Department
- 12. Department
- 14. Department
- 15. Department
- 17. Introduction to Agile thinking
- 19. Make it as simple to book a container as it is to buy a book through Amazon.com Maersk Line CEO Source: http://epn.dk/brancher/transport/skib/article2069838.ece
- 20. Individuals and interactions Co-located teams in Copenhagen ≒Making progress visible ≒Delivering working software ≒Collaboration towards shared goal ≒Acting as Scrum Master ≒Various roles in Feature Teams
- 21. Working Software Beta Release of the new booking application
- 22. 油 油 油 Customer 油Collabora-on 油 Focus 油on 油Customer 油and 油Innova-on 油
- 24. Responding to change Taking on different roles and self organising o Adapt t ing mer Ob serv eeds Custo N Customer ack mer Feedb C usto Experience Design Developing ng Product Fac ilitati ion Roadmaps Prior itisat Business Feature Analyst Team Coach Real wn ing do Options Break nts requireme Scrum Product Master Owner ng M anagi Managing ies dependenc change
- 25. Learning from a revolutionary approach Dont attempt Tacit to scale until knowledge of youre ready agile Manage Stakeholder Expectations Dependencies Defer are really architectural painful decisions
- 26. 600 Cycle time analysis From Lightbulb (idea) to Live (in production) 500 # Requirements 400 Median = 150 days 300 GCSS 200 During 2010 Med = 373 days 100 0 Days Source: Focal Point (requirements that have been put into production over the last 2yrs: 2008-Oct 2010)
- 27. Existing Project, Platform, Team Evolutionary Lean 油Product 油Development 油
- 28. Our vision Faster delivery of value (<90 days lead time) More Faster Better Value Flow Quality Supported by an agile mindset Customer doesnt really The developer doesnt Things know what they want really know how to build it change
- 29. Mature IT Practices we werent leveraging Lean Product Enterprise Development Practices Agile Project Practices SCRUM Team Practices XP* Engineering Practices * Extreme Programming
- 30. Selected LPD practices for Maersk Line First steps in improving the whole... Contains 8 practices selected for Maersk Line: 1. Get to initial prioritisation faster 2. Improve prioritisation 3. Pull Requirements from Dynamic Priority List 4. Reduce size of requirements 5. Get to the point of writing code quickly 6. Actively manage Work-In-Progress (WIP) 7. Enable Faster Feedback 8. Enable smooth, sustainable flow
- 31. Problem: Demand is unlimited Consumerisation I.T. high expectations Most change is enabled by I.T. so they need more
- 32. HiPPO: Highest Paid Persons Opinion
- 34. Improve Prioritisation Using CD3: Cost of Delay Divided by Duration How value Benefits decays over time Information $ discovery value Cost of Delay Prioritise features by Duration
- 35. Benefits of using Cost of Delay ≒ less yelling and screaming data-driven, more visible ≒ Enables better trade-off decisions and increased ROI ≒ Handles dependencies between teams ≒ Changes the conversation Delivering on time Delivering value quickly Cutting I.T. costs
- 36. Value! Cost Scope Schedule
- 37. Try this at home Ask each person on one of your project teams: What would you estimate the Cost of Delay for this project to be?
- 38. Selected practices for Maersk Line First steps in improving the whole... Contains 8 practices selected for Maersk Line: 1. Get to initial prioritisation faster 2. Improve prioritisation 3. Pull Requirements from Dynamic Priority List 4. Reduce size of requirements 5. Get to the point of writing code quickly 6. Actively manage Work-In-Progress (WIP) 7. Enable Faster Feedback 8. Enable smooth, sustainable flow
- 39. Feast and Famine The effect of creating large release batches upstream S Des Dev T Requirements R25 S Des Dev T R24 S Des Dev T R23 S Des Dev T R22 Jan Apr Jul Oct Jan 2011 2012 Development Perspective: Dev Dev Dev Dev Vendor team had ~10,000 hours of idle time in 2010
- 40. Next train: 13 weeks ?
- 41. Next train 7 wks
- 42. Pull System From Dynamic Priority List Dynamic Triage Priority Refine Realise Release List
- 43. Fund the capacity to deliver change Make small adjustments over time Throughput Learning curve (18 months?) Go! Stop Time Mobilise (3mo?)
- 45. 3 potential models: A. Time-based: Fund a given team size for a period of time B. Buffering: Fund small batches of requirements in advance C. Just-in-Time: Fund individual requirements on demand
- 46. Smooth, sustainable flow Reduce batching of requirements upstream : Ac tion ching at ge b Requirements C han S Des Dev T Releases
- 47. Cost Flexible Pull scope! System! Scope Schedule
- 48. Predicting scope based on probability DPL Refine Q: Realise Produ Q: Dev ction Priority Clarify WHW Check Dev Demo Tests RQ-XXX RQ-XXX RQ-XXX RQ-XXX RQ- RQ-XXX RQ-XXX RQ-XXX XXX RQ-XXX RQ- RQ-XXX RQ-XXX XXX RQ-XXX RQ-XXX Rn 23/06 27/06 04/07 05/07 07/07 14/07 18/07 08/08 14/08 Rn+1 14/07 18/07 02/08 03/08 05/08 12/07 15/08 05/09 11/09 Use cycle-time analysis to compute length of each step then compute backwards the dates from the fixed release dates.
- 49. Try this at home Consider what impact your funding and approval process has downstream: What would be the optimum batch size for smoothing the flow of work?
- 50. Cost Value Schedule Speed Scope Feedback
- 51. Key Performance Measures for IT Variable 油 Typical 油measures 油 Usual 油outcomes 油 Lean-足Agile 油alternaBves 油 Time 油 Delivering 油on 油a 油 Incen-vises 油hidden 油-me 油 Maximise 油speed 油in 油ge>ng 油to 油 predicted 油date 油 bu鍖ers 油and 油slower 油 the 油point 油where 油value 油starts 油 delivery 油 to 油be 油realised 油 Scope 油 油 Delivering 油all 油of 油the 油 Incen-vises 油gold 油pla-ng 油 Minimize 油size 油of 油work 油 originally 油predicted 油 and 油discourages 油 packages 油to 油maximize 油both 油 scope 油 exploita-on 油of 油 油learning. 油 learning 油and 油early 油release 油of 油 value 油 Cost 油 Delivering 油at 油or 油 Incen-vises 油hidden 油cost 油 Maximize 油value 油delivered 油 below 油a 油predicted 油 con-ngencies, 油pushing 油 (trade 油development 油cost 油 development 油cost 油 costs 油up. 油 against 油the 油opportunity 油 油cost 油 of 油delay) 油 Quality 油 Delivering 油changes 油 Resistance 油to 油making 油any 油 Shorten 油feedback 油cycles 油at 油 with 油zero 油down-me 油 changes. 油Overinvestment 油 many 油levels 油(coding, 油defects) 油 and 油no 油errors 油 in 油tes-ng 油& 油 documenta-on. 油
- 52. Try this at home What are your key success measures? What is the impact of your success measures on value, speed and quality?
- 53. Selected practices for Maersk Line First steps in improving the whole... Contains 8 practices selected for Maersk Line: 1. Get to initial prioritisation faster 2. Improve prioritisation 3. Pull Requirements from Dynamic Priority List 4. Reduce size of requirements 5. Get to the point of writing code quickly 6. Actively manage Work-In-Progress (WIP) 7. Enable Faster Feedback 8. Enable smooth, sustainable flow
- 54. Faster Delivery How do we know the changes are an improvement? 208 days GCSS 104 days Half FACT SAP 168 days the 60 days time All 150 Apps Target 90
- 55. Better Quality How do we know the changes are an improvement? 11.2 8.2 88% 80% 85% 2.2 2 1 0.3 Defects Delays Patches
- 56. More Value How do we know the changes are an improvement? $44.80 $26.30 $4.10 MLIT Average GCSS FACT (Before) (After) Benefits per dollar invested
- 57. And delivering Cheaper Not what we were aiming for, but reducing waste has led to 9% 22% $82.8 7.3 $75.6 6 Cost per hour Throughput
- 58. People love it! Fewer defects in a release to handle Daily calls provide good visibility Smaller and clear of changes changes delivered faster Less yelling & screaming We have not had such a smooth launch since Release 16 I thought my phone had stopped working Absolutely worth it
- 59. highly 油 鍖t 油for 油 knowingly 油 unknowingly 油 func-onal 油 purpose 油 broken 油 broken 油 chaos 油 Exis6ng 油Process 油 highly 油 severely 油 func-onal 油 func-onal 油 ok 油 dysfunc-onal 油 dysfunc-onal 油 Team 油dynamics 油 excellent 油 fair 油 鍖t 油for 油purpose 油 poor 油 miserable 油 Product 油Quality 油 highly 油 severely 油 func-onal 油 func-onal 油 ok 油 dysfunc-onal 油 dysfunc-onal 油 PO 油relaBon 油 highly 油 severely 油 func-onal 油 func-onal 油 ok 油 dysfunc-onal 油 dysfunc-onal 油 Vendor 油relaBon 油 outstanding 油 support 油 suppor-ve 油 neutral 油 non-足suppor-ve 油 opposed 油 Mgmt 油buy-足in 油 excellent 油 fair 油 ok 油 poor 油 miserable 油 IT 油understanding 油 <10 油 10 油 20 油 50 油 >100 油 Dev 油team 油size 油 same 油 same 油鍖oor 油 building 油 same 油city 油 same 油con-nent 油 overseas 油 Proximity 油to 油us 油 <10 油kUSD 油 10 油kUSD 油 100 油kUSD 油 1 油MUSD 油 >10 油MUSD 油 Budget 油
- 60. The Oracle The 油oracle 油predicts: 油 Drawn 油out 油and 油 MASSIVE 油 Failure 油
- 62. Address systemic issues To Do In Progress Mobilise new Reduce big projects design up Address faster front Decouple organisational complexity funding and Fix availability Break work approval & quality of down Fix environments engineering Embed lean- practices agile mindset
- 63. Our vision Faster delivery of value (<90 days lead time) More Faster Better Value Flow Quality Supported by an agile mindset Customer doesnt really The developer doesnt Things know what they want really know how to build it change
- 64. Making it stick! Org chart Processes Roles Formal system Tools Informal system Behaviours Customs Culture Language Values Traditions Beliefs Stereotypes Taboos
- 66. Drawing by Portia Tung