<ALT+F>

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Completed on 2013-05-05

About the Book

This book is to help people sitting on either side of the IT fence find the answers they need in order to transform poor IT performance into Operational Excellence (OE) and to this purpose the Agile/Lean Transformation Framework, or <ALT+F> is introduced. This books offers a hands-on approach and provides advice on how to transform IT performance from poor to OE. As many of us know, perfection is not an achievable target, but the journey to get there is what's really worthwhile: this book will accompany you on that journey.

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Marco Tedone

Marco is a certified Professional Scrum Master and an IT delivery strategist and coach, who uses Agile and Lean as tools to get the job done; he specialises in how to transform IT organisations at all levels, from startups to large enterprises, into highly effective, energised and operationally-effective environments.

Marco has more than twenty years of experience in IT working in a multitude of environments, from COBOL on AS-400 to RPG and Java and holding various positions, from programmer to team leader, and project manager to Agile and Lean strategist. He holds numerous Java certifications and a Masters in CS from the Birkbeck University of London, which he achieved with Merits. His passions are IT organisational strategy through the adoption of Agile and Lean methodologies, Java in all its flavours, the inner workings of Operating Systems and the C language, sailing and cooking, in addition to technical writing, of course.

Marco lives in Aylesbury, UK, with his wife and his daughter who represent the centre of his universe.

You can contact Marco at marco.tedone at gmail.com

Acknowledgments
Preface
Who should be reading this book?
How to read this book
A note about formulas and diagrams
How to get in touch with the author
Where to find the templates
A bit of terminology
Introduction
Agile and Lean Transformation Framework - <ALT+F>
Measure, Adapt, Execute, Plan and Execute - MAPE
Change The Business Projects - CTB
Maintain The Business - MTB
Average Lead Time for a Production Delivery - ALTPD
Development Cost of a Production Delivery - DECOPD
Keeping The Lights On - KTLO
Cost of Evergreening Projects - CEP
Cost of Production Bugs - CPB
Cost of maintaining Legacy Systems - COLS
Iterative and Incremental Deliveries - IID
Perceived Business Value - PBV
Profitability of IT Live Systems - PILS
Business Value of a CTB project - BVCP
IT Operations - IT OPS
Class Of Service - COS
ScruXBan
Software Development Life Cycle - SDLC
Test Driven Development - TDD
The Value of Remaining Operational - VRO
User Acceptance Critera - UAC
Project Management Office - PMO
Part 1 - Introduction to the case study
Case Study
Introduction
The software development lifecycle at Global Media Ltd.
Resource Management
The initial list of deliverables
List of deliveries in year 1
List of deliveries in year 2
Why <ALT+F> ?
Admitting there is a problem
Discovering <ALT+F>
Obtaining the business value from the business
Part 2 - Measuring And Adapting to Operational Performance Issues
Chapter 1 - Measuring the Average Lead Time for a Production Delivery (ALTPD)
Why is it important?
<ALT+F> template to record the Average Lead Time for a Production Delivery
Refining the number of lead time days
Production bugs are dealt with separately
ALTPD applied to the case study
Chapter 2 - Measuring CTB costs
Deployment costs
Measuring the Development Cost for a Production Deliverable ( DECOPD )
Why is it important?
Working in a global economy
Staff working on multiple projects
Different roles have different costs
Defining Ideal Days
Admin costs
<ALT+F> template to measure the development cost of a production delivery
Measuring the costs of Keeping The Lights On ( KTLO )
Why is it important?
<ALT+F> template to measure KTLO
DECOPD applied to the case study
KTLO applied to the case study
Chapter 3 - The cost of Evergreening projects
CEP applied to the case study
Is there an <ALT+F> template for evergreening projects?
Do evergreening projects deliver business value?
Chapter 4. The Cost of Production Bugs (CPB)
Why is it important?
Production bugs affect productivity
Production bugs are costly
Production bugs as quality indicators
Beware of the sweet Workaround muse
Production bugs are bad for morale
ALT+F template to measure the Cost of Production Bugs ( CPB )
The Cost of Production Bugs should be added to the other MTB costs
Cost of Production Bugs applied to the case study
Conclusions
Chapter 5. The Cost of Maintaining Legacy Systems (COLS)
Why is it important?
Legacy systems are difficult to maintain
Legacy systems do not provide business value
Legacy systems are not under active development
Workarounds are not the solution
<ALT+F> template to measure the costs of legacy systems ( COLS )
Reusing the KTLO template
Conclusions
Chapter 6. Calculating the Profitability of IT Live Systems (PILS)
Perceived Business Value ( PBV )
Business Value of CTB Projects ( BVCP )
MTB costs
Profitability of IT live systems ( PILS )
From measurement to analysis
PILS applied to the case study
Chapter 7. Analysing IT OPS performance with <ALT+F> data
Introduction
Analysing performance applied to the case study
Analysing ALTPD data
Analysing PBV data
Analysing BVCP
Analysing CPB
Analysing COLS
Analysing CEP
Analysing KTLO
<ALT+F> collected data analysis summary
ALTPD Analysis Summary
DECOPD Analysis Summary
CPB Analysis Summary
COLS Analysis Summary
CEP Analysis Summary
KTLO Analysis Summary
Each organisation might have different data patterns
Defining optimal operational targets
Part 3 - Planning and Executing an Agile and Lean transformation strategy
Chapter 8. Defining the Agile and Lean transformation strategy
Selling the transformation strategy to the business
Chapter 9. Implementing the transformation strategy at the operational level
Chapter 10. Listening to the developers
Chapter 11. Reorganising the IT department
Chapter 12. Involving the business
IT doesn’t delivery on time and budget
Too much time between a feature request and its delivery
The business is not allowed to get involved with IT during the system’s implementation
Too many promises and too few results
Changes in requirements might delay a project by months
Lack of predictability in IT deliveries
Too much formality and paper work
Lack of communication and trust between the business and IT
A mind shift in budget management: Agile budgets
Fostering a trust and respect culture
Chapter 13. <ALT+F> in action
Introducing ScruXban
Using <ALT+F> to measure the streamlining of IT Operations
ALTPD
Measuring CTB projects’ performance
How to consider KTLO costs
Measuring MTB costs
Handling contracts in an Agile environment
Hide Agile as an internal implementation
Money back guarantee
Rolling contracts
Money for nothing, changes for free
<ALT+F> in action
A view on Open Source Software
Part 4 - Measuring IT Operations performance after the transformation strategy has been applied
Chapter 14. Measuring PILS after the Agile/Lean transformation
Retrieving PBV from the business
Calculating BVCP after the transformation programme has started
Chapter 15. Conclusions and future directions
Future directions
Bibliography as a list

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