These are the slides from my keynote for Lean Agile Scotland 2013. In this session, I shared stories, workflows and practical thinking tools that illustrate how the act of deliberately capturing and evolving "learning streams" (as opposed to - or rather in addition to - the more conventional value streams) can lead to surprising consequences.
7. % of organizations
Today, Many of us face a different world…
effectiveness
(*) Courtesy:
Steve McConnell – After the Gold Rush
& Bob Marshall (“Marshall Model of Organizational Effectiveness” www.fallingblossoms.com)
8. It’s a world where Invention and
innovation are replaced by organizational
conformity…
10. Companies go through many reorganizations,
only to stay the same
Organization chart
Blame flow
God
Victims
Rule makers
Controllers
Enforcers
Losers
11. The traditional agile approach towards
management Hasn’t been particularly
effective
… You are a “chicken”. You
shouldn’t even talk
12. Arguably, organizations can’t be “agile” if
only the development teams are doing Agile
Typical “Agile” Enterprise
SMs
16. “
All we are doing is looking at the
timeline from the moment the
customer gives us an order to the
point we can collect the cash.
And we are reducing that timeline by
removing the non-value-added
wastes.
-‐-‐-‐
TaiichiOhno,
Founder
of
TPS
17. Customers
Lean destroyed the myth that splitting work
Kaizen
Current State Value-Stream Map
in big batches improves the economies xx to yy (high season)
Period calculated: from of
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scale.
Date: xxx
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Author: Claudio Perrone
Average: 10/day
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Proc. Lead Time: 71.75h
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3d
Value Adding Time (VAT)
0.25h
2d
2.5d
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Proc. Efficiency 12.9%
Train on
Kanban
pulling
Reinsurance placement
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reinsurance
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20jobs
Clean &
analyze
data
FIFO
Reduce
batch
sizes
10jobs
$ value
Calculate
risk
2jobs
due date
Clarify
classes of
service
C/T too
long
Setup
Kanban
board
5jobs
Improve
system
validation
Total Cycle Time: 9.25h
18. … And provided many “tools” to obliterate
Customers
the competition
Future State Value-Stream Map
Period calculated: from xx to yy (high season)
Acme Reinsurance
Date: xxx
F: 200/month
Pull arrow
Author: Claudio Perrone
Average: 10/day
Proc. Lead Time: 46.25h
Non VAT
2d
Value Adding Time (VAT)
0.25h
1d
1.5d
4h
2h
1h
2h
1h
Calculate
premium
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quote
Proc. Efficiency 17.8%
Train on
Kanban
pulling
Reinsurance placement
Request for
reinsurance
Register
MAX
5 jobs
Reduce
batch
sizes
Clean &
analyze
data
MAX
4 jobs
Calculate
risk
MAX
2jobs
Clarify
classes of
service
C/T too
long
Setup
Kanban
board
MAX
2jobs
Improve
system
validation
Total Cycle Time: 8.25h
25. W. Edwards deming believed that…
“
95% of variation in worker’s
performance is governed by the
systems
---W. Edwards Deming
26. …Which maybe explains why the purpose
of the Lean systems society is to…
“Improve the world
by improving its
systems.”
Lean Systems Society
“Excellence in
Managing Complexity”
http://leansystemssociety.org/
28. “At Toyota, improving and managing are one
and the same”
Traditional thinking:
Normal daily management
+
improvement
Toyota’s thinking:
Normal daily management
=
Process improvement
29. “
Some people question targets.
Question arbitrary targets instead.
"How are we going to change our
systems to achieve it?”
That’s an excellent question.
-- Claudio Perrone
32. I believe
“
Lean is a business strategy
to make money*
THROUGH
the development of people
(*) replace with “create customer value” or “reach
results”, if you prefer
33. So, maybe...
“
It’s not what you do but rather what
you learn by doing it that matters.
-- Claudio Perrone
34. “learning to see” involves bringing to the
surface what we learn
Value Stream
Learning
Stream(s)
35. An A3 report, for example, “surfaces” a learning
stream around a problem
36. A set of kaizen memos can represent
another Learning stream…
Kaizen memo:
Kaizen Memos
Before improvement:
We didn’t trace the small,
continuous improvements
to our work
Action taken:
Created “Kaizen memos” to
post on an “implemented
ideas” board
Effect: Team members trace and celebrate every
implemented idea, even the smallest!
Submitted by: Claudio Perrone
Date:
45. Fascinated by the benefits that a mature
agile organization can bring…
Visibility
Business
Value
Agile
Development
Adaptability
Risk
Traditional
Development
46. … he said:
I want you to turn
33+ teams using scrum.
Do it. Now.
47. Scrum may be a great solution, but…
…What’s the
problem?
48. I went to the “gemba”, the place were the
value is actually created. After all…
“
... A desk is a dangerous place from
which to view the world.
--- John le Carre
49. After some fact finding, I shared my
observations and insights…
Insights
Lean Change Cycle
Review
Options
Introduce
MVC
Prepare
50. Copies of my preliminary A3 were lying
on the table…
http://a3thinker.com/deck
51. after 1½ years of waterfall Development,
The company was experiencing a seemingly
endless integration hell
53. What could we do?
Insights
Lean Change Cycle
Review
Options
Introduce
MVC
Prepare
54. The ship was sinking fast…
So, “Do nothing” was not an option
55. with that urgency,
in that context,
And with that complexity…
…scrum was not
a viable option
56. In the end, we agreed to:
- aim at a pre-release for a major customer
- focus on flow optimization
57. change was certainly going to be
disruptive (and not so “minimal”)
Insights
Lean Change Cycle
Review
Options
Introduce
MVC
Prepare
58. …But desperate times called for
desperate measures
Insights
Lean Change Cycle
Review
Options
Introduce
MVC
Prepare
59. “we articulated our Change strategy”
Urgency
Target State
Stable prerelease
deployed to
Major Client
by xx
If we don’t
release soon,
the ship will
sink!
Communication
Vision
Cadenced
meetups
Pre-Release to
Major Client by
Focus on JIT
fixes
Cross-funct.
teams
Kanban
Committments
…
R&D Teams
Testing Dep
Success
Criteria
Actions
Change
Participants
Mgmt
Released by xx
QA ok Major client
happy
Review
MMFs
Wins
morale
https://leanpub.com/leanchangemethod
Baseline for
performance
Keep job
Keep Client
61. We introduced lean techniques very
pragmatically
Insights
Lean Change Cycle
Review
Options
Introduce
MVC
Prepare
62. We moved hundreds of people in just 3
days, to reduce many functional barriers
Programming
Team
Testing
Team
Programming
Team
Documentation
Team
Cross-functional
Team
Functional Team
Cross-functional
Team
63. teams adopted a kanban bord, each fine-tuned
according to their specific workflow
Development
Ordered
Backlog
3
6
Rq.
Fixed
DOD
DOR
Expedite
1
PreTesting
CD
Ready
Smoke Test
PreTested
Done
DOD
Integration
Done
Integration Team
(Complex configuration)
DOD
64. We reviewed and validated our progress
and assumptions regularly
Insights
Lean Change Cycle
Review
Options
Introduce
MVC
Prepare
65. focus on flow optimization, Shared sense of
Urgency and executive sponsorship enabled us to
deliver fast, against all odds
68. …I often start with a retrospective to
collect initial insights
(and to obtain permission to help)…
69. I USE THAT DATA TO feed a change board And
SYSTEMATICALLY DEFINE AND negotiate
explicit change experiments
Observations & insights
Options
Possible Experiments
This Week
Week + 1
Week + 2
Week + 3
Archive
76. But I didn’t want to write a book that
nobody reads…
77. So, I Documented my initial assumptions on a
Lean canvas
Top 3
Problems
Existing
alternatives
Solution
Key metrics
Cost structure
Unique
Value
Proposition
Unfair
Advantage
Channels
Revenue streams
Customer
Segments
Early
adopters
78. … and then, I went “out of the building”, to
validate those assumptions
79. I shaped my thinking around the the build/measure/
learn loop through an experiment board
Learn
idea
(whether to pivot
or persevere)
Build
(Turn ideas into product)
(often a series of
MVPs)
data
Product
Measure
(How customers respond)
85. In other words…
“
I execute tasks
To develop features
That are part of experiments
That I run to validate hypotheses
That I formulate thanks to
observations about the world that
surrounds us.
-- Claudio Perrone
94. “
It’s not what you do but rather what
you learn by doing it that matters.
-- Claudio Perrone
95. “
It’s not what you do but rather what
you learn by doing it that matters.
But then...
-- Claudio Perrone
96. “
It’s not what you do but rather what
you learn by doing it that matters.
But then...
it’s not what you learn, but rather
what you do with it that matters.
-- Claudio Perrone