Modern agile & ESP proposal for Transformation

1. PE-Operations wide Proposal for Management Review

2. How can Modern Agile & ESP work in PE Operations?
• PE Operations currently has a plan driven management approach to align an
ecosystem of interconnected and interdependent services.
• For PE Operations , Modern Agile based transformation will enrich the
management approach to be more value-driven, for faster “flow” of work.
• Model Agile approach supports ESP (Enterprise Services Planning).
• ESP is a Kanban based management system of cadences to coordinate and align
across multiple interconnected services or domains, to create customer value
• ESP enables business agility without loss of management control.
• EPS enables speedier value delivery, improved optionality and business agility.
• ESP will also make PE Operations leadership focus on flow efficiencies in
addition to resource efficiencies, to achieve V2MOM level goals.

3. Improvement Plan for PE Operations
1. Understand Direction / Challenge(s)
• We need to work out challenges with hardware on-boarding and off-boarding
• a major bottleneck for PE wide Tech Refresh initiative
2. Assess Current Condition
• Value stream mapping (VSM)
• Find operational inefficiencies
• Document “as is” state VSM
3. Achieve next feasible target condition
• Document “to-be” state VSM
• Design Kanban Boards for “to-be” workflows
• Visualize & limit work-in-progress
• Show improvements in cycle/lead times
• Further tuning…with controlled experiments
4. Iterate steps 1 to 3, to achieve more feasible targets with more experiments
• e.g. “dock to bootstrap” in 1-2 days with 1 empowered team

4. “As-Is” Value Stream Map – “Rack On-boarding” Workflow
Customer
Request to Dock (160+ d) Prepare (13-15d) Bootstrap (3d)
PO Creation ReceivedPO Processing Pre-Config Land @DC Configuration
160+ days 13 to 15 days 3 days
Pre-planning
for
Approved
Demand
Time
Ladder
(approx.) Lead Time. 176+ d
Value Add Time 42- 44 d
Non-VA Time 80-165 d
Electronic Information Flow
PE Operations
3
days
7
days
7
days
13-18
days
3
days
60-140
days
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
Time Analysis
Non-Value Add vs. Total
50-75% or more
Value Add vs. Total
25-50% or less
Value Add vs. Non-VA
½ to 1/3 or less
Work In Progress
- Create RQSVR
- Approve RQSVR
- Shopping Cart
- Create PO
- Approve PO
- Create Asset via ASN
- Create PROCR
- Create LGSRV
- Approve LGSRV
- Execution smartsheet
- Asset arrival
- Scan asset
- Update TMA
- Close PROCR
- Close RQSVR
- CIE prep work
Post-Config
- SWFPA: rack profile
- Electrical/power WO
- Network Pre-Config
- Pre-cable network
- Move
- Scan
- Install
- Auto Verify
- Configure switch
- Check ILOM & Racks
- TMA status=in-Service
- Rack profile scripts
- SASRV: begin bootstrap
- Auto bootstrap (via API)
- Close SWFPA
- Resolve LGSRV
- Bootstrap completed
9
days
0 days
4-6
days
0 days
11
days
0 days
5
days
0 days
Asset Mgmt (8-10) Site Services (~40) Data Center TS (13) Network (8-10) Vendor (25-30)
Lack of standardized work, e.g.
Rack life expectancy, depreciation decisions
Network Bubble decisions Ports availability

5. “To-Be” Value Stream Map – “Rack On-boarding” Workflow
Customer
Pre-Config Land (on dock) Post-Config
Order
Request
Purchase Order
Purchase
Order
Dock
? days ? days ? days
Pre-planning
for
Approved
Demand
Time
Ladder
(approx.) Lead Time. ? d
Value Add Time ? d
Non-VA Time ? d
Electronic Information Flow
PE Operations
?day
s
?days
?days ?days
?days
?days
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
Time Analysis
Non-Value Add vs. Total
? % or more
Value Add vs. Total
? % or less
Value Add vs. Non-VA
?
Not Started
Dock
?days
?days
?days
?days
?days
?days
?days
?days
Deploy
Standardized Work
One empowered team(80-100)?

6. Appendix
Approach, Details and Samples of various process artifacts

7. Step 1:
Intake & Planning
(1- 2 weeks)
•Define V2MOM level Goal(s)
- e.g. Tech Refresh initiative for
1. on-time ebay-eng wide provisioning
(rack & loose gear on/off boarding)
2. Planning new compute capacity
•Reduce Scope for incremental value
(~1 quarter to 6 months)- leveled by
capacity to do work-
early adopter programs/products
- e.g. rack onboarding process workflow
•Identify key stakeholders:
from Business, Dev/Engg, SQA/Test,
Release Engg and/or Operations
• Identify landscape:
Value chain, initiatives, priorities,
expectations, impediments, and known
constraints
•Create initial Lean change plan using
canvasses such as:
“Lean change canvases” for both
initiatives, and
“Strategy canvas” for tracking strategy
through execution
Step 2:
Discovery phase
(2-3 weeks)
•Apply "learning to see” approach to
Create value by finding sources of non-
value-adding wastes, whether
necessary or unnecessary; and to
reduce or eliminate those.
•Narrow down and validate current
state value stream map (VSM)–
identify current process workflows,
analyze timings and identify NVA
wastes (impediments) causing delays
in flow.
•Visualize future state VSM- “single
piece flow” in ideal world.
•Gap Analysis Workshops- to identify
gaps between “as is” and “to be” VSMs
in terms of key tenets related to
people, process, tools, governance &
metrics
•Assessment of process maturity
•Formal Report- Submit assessment
worksheet highlighting gaps
Step 3:
Roadmap phase
(4-6 weeks)
• Recommendations-
•People- new roles as
needed
•Process – ESP Cadences
•Tools for road mapping
•Governance & Metrics
• 30-60-90 plan specific to
identified gaps in order to
improve process maturity
• recommend “Strategy canvas”
based Kanban system for
tracking strategy through
execution
#Step 4:
Pilot Phase
• Identify people for new Roles from
selected teams, if needed
• Training & Coaching
- Process
- ESP cadences, agendas, meetings
and
- People
- Changing roles & responsibilities
- Tools
- Roadmap sync with cadences
• Build-measure-learn
-learn to either pivot or persevere
• Validated learning
-socialize outcomes & communicate
plan of continuous improvement
#Step 5:
Wider Rollout
•Move the needle
• Build Community
• Transformation team &
charter
• Add champions, evangelists
• Cadence of events
• Execute Lean change plan for
scaling, apply process evaluator
tool with a centralized or
autonomous governance model
with Modern Agile values and
ESP cadences based on an
evolutionary (phased) framework
like Kanban and/or Scrumban
#Time line is context dependent after step 3
7
Approach (Modern Agile with ESP Cadences)

8. Modern Agile ESP- PE-wide Proposal for Management Review
4 Pillars of Modern Agile
8
Make Safety
a
Prerequisite
Make People
Awesome
How do we make
people awesome
through our
product and how
do we make our
teams awesome?
How do we
promote safety
around
interactions with
one another as
well as make our
products safe to
use for our users?
Experiment &
Learn Rapidly
How do we
increase the
feedback loop?
When we get stuck
or aren’t learning
enough, we take it
as a sign that we
need to learn more
by running more
experiments.
Deliver Value
Continuously
How do we get
value into our
customer’s hands
as frequently as
possible?
01 02 03 04

9. Source:
https://www.slideshare.net/AgileRenee/entrprise-services-planning
https://www.slideshare.net/agilemanager/kanban-cadences-information-flow

10. Lean Change Canvas- format for PE Initiatives

11. Lean Canvas (Ebay example)

13. Strategy Canvas (Transformation example)

14. “As-Is” Value Stream Map – Example
Customer
Plan (Idea / Discovery) Build (Delivery) Run (Operations)
Business
Case
PlanningPrioritization
- Ideation
- Biz & Tech
Assessment
- Go/No-go/Defer
- Capacity
Planning
- Project
Planning
- Prioritization
- Project Selection
- RFE Approval
Design
(Arch)
Build
(Dev)
Test
(QA)
- Technical
Design
- WBS
- Integrate
- Test Planning
- Ops Planning
- Get Approval
- Deploy to QA
- Configure Tests
- Manual Testing
- User Acceptance
Production
Go-Live
Business-As-Usual
Change Mgmt
(ITIL)
Environment
Provisioning- Ops Planning
- Config&Deploy
- Wait for DBA
- Get Approval
Prod Support &
Monitoring
Ops Mgmt
(DB, Network)
3 to 5 m 4 to 6 m
2 to 3 m Sustenance mode
Business
Portfolio:
Governance &
Oversight
Environments & Tools
Time
Ladder
(approx.)
Lead Time 4m
Value Add Time 2m
Non-VA Time 2m
Electronic Information Flow
Offshoring
Teams
0.5 m 1 m
1 m 1 m
1-3 m
0.5 m 2 m 0.5 m
0.5 m 0.5 m
1-2 m
1-2 m
1-2 m
1 m
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
Time Analysis
Non-Value Add vs. Total
50%
Value Add vs. Total
50%
Value Add vs. Non-VA
1
Sustenance
14

15. “To-Be” Value Stream Map – Example
Customer
Plan(A “Release”) Build(Deployables) Run (Operations)
TDAD
Multi-
Sprint Plan
Backlog Prep
<Story Map>
- Technical Design - Multi-team
- At cadence
- Ops work
- 1 story map
- per hour
- per epic
Design
(Artifacts)
Sprint Plan +
Sprint Retro
Iterate
(Dev & QA)
- MVD (wiki)
- Test Plans
- UX artifact
- 2 mtgs, 4hr each
- Ops work included
- Build w/ Unit Tests
- Execute test cases
- Expedite bug-fixes
- Dev & Test NFRs
Demo
Business-As-Usual
Change Mgmt
(ITIL)
Environment
Provisioning- Env on demand
- PO Acceptance
- Production bugs
- Proactive DBAs
Prod Support &
Monitoring
Ops Mgmt
(DB, Network)
3m 3m (4 sprints) 1m Sustenance mode
Business
Portfolio:
Governance &
Oversight
Environments & Tools
Time
Ladder
(approx.)
Lead Time ~4m
Value Add Time ~1m
Non-VA Time ~3m
Time Analysis
Non-Value Add vs. Total
25%
Value Add vs. Total
75%
Value Add vs. Non-VA
3
Electronic Information Flow
Offshoring
Teams
2m 1w
1w .5 w
NVA:1d
1m
0.5 w 1w.5 w 2w
NVA:1d
1w
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
1w
3m (4 sprints)
Sustenance
15

16. Goals of VSM (value stream mapping)
• Main goal of VSM is to create value by finding sources of muda (non-value-adding
wastes), whether necessary or unnecessary:
• Other goals of VSM are to eliminate mura (unevenness) and muri (overburdoning)
See also: https://www.lean.org/lexicon/muda-mura-muri