Download - Timelessness of Lean Management
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The Timelessness of Lean Management
Presented by Sanjiv Augustine [email protected]
@Saugustine, @LitheSpeed, @VersionOne, #AgilePalooza
State of Agile Adop.on
Organizations are realizing real benefits with agile methods…
2 State of Agile Development Survey, http://www.versionone.com
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State of Agile Adop.on
And so, agile adoption continues apace…
3 State of Agile Development Survey, http://www.versionone.com
State of Agile Adop.on (Cont’d)
But, we need to raise our game to overcome systemic problems…
4 State of Agile Development Survey, http://www.versionone.com
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Lean Thinking Principles : • Just-‐in-‐Time – Supply what is needed, when
it is needed, in the amount that is needed. • Jidoka – Stop-‐and-‐respond to halt
production and address product defects or quality issues as they are encountered in a process.
• Heijunka – “smooth/level” production volume and variety during given time periods.
• Standardized Work – Organize a job or task in an efGicient activity sequence while minimizing waste.
• Kaizen – “Change for the better.” A philosophy of continuous improvement.
What is Lean?
Image Source: http://www.mtu.edu/improvement/continuous-improvement/lean-overview/
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1. Organize around a Network of Small Teams
2. Drive Lean Innovation
3. Practice Wise Leadership
Three Timeless Lean-‐Agile Solu8ons
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1. Network of Small Teams
Intense collabora8on via: 1. Face-‐to-‐face
communica.on 2. Generalizing
specialists 3. Self-‐discipline and
decentralized control
Tradi8onal Silos Customer BA Designer Developer PM
Core Team (EXAMPLE)
BA / Tester
BA
Tester
Product Owner
Developer
Designer
Developer / BA SM
Release Manager
Capacity Planner
Prod.
Architect
Tech Ops
Business Sponsor
Risk Assessor
Security
A Sample Agile Team
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BA Analysts Developer Developer Developer Designers Tester
The Core Project Team ideally consists of 5-‐9 dedicated members (7 +/-‐ 2).
The Extended Team can contain many addi.onal members, each playing an important role, but they are typically not dedicated to the effort.
Tester Testers Devs
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“…for a large organiza2on to work it must behave like a related group of small organiza2ons.”
-‐ E. F. Schumacher , Small is Beau2ful
Scaling may require, at certain levels: • Chief ScrumMasters • Strategic Product Owners • Tac.cal Product Owners • Lightweight Agile PMOs
serving as a “guiding coali8on”
Network of Small Teams
Accelerate! By John Kotter, HBR, November 2012
• Encourage face-‐to-‐face dialogue across levels • Create overlapping management with “linking pins” • Run the Council as an Agile project team
Source: The Lean-‐Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
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Lean-‐Agile PMO
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Network of Teams – Ericsson
11 Source: Agile and Lean Transformation at Ericcson Finland, Henri Kivioja
2. Lean Innovation
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Lean Innova.on via Lean Startup
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!"#$%&'()*+,+#-+ .#%/01#+()*+,+#-+
Source: Lean Startup, Abby Fitchner, http://hackerchick.com
Lean Startup Methodology
14 Thanks to Ash Maurya, author of Running Lean: hWp://www.runningleanhq.com/
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Lean Startup in a Nutshell
• Clear, short-‐term experiments • Direct customer observation and interaction
• Release planning informed by feedback data
• High-‐quality agile development with strong UX
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Process Execu8on
Product Planning
In the Room Outside the Room
Pre-‐Discovery Discovery Release
Planning
Sprint Planning
Sprint Review Sprint
Participants:
• Product Team
• IT Architecture
• UX Team
• Key Business Stakeholders
Par8cipants: • Whole Team • Key Business
Stakeholders
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Incorpora8ng UX into Agile
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Introducing Sensei
17 http://www.senseitool.com
Sensei Lean Startup
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3. Wise Leadership
• Have courage of conviction
• Flatten hierarchy
• Go the Gemba • Trust the team 20
Wise Leadership
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Team Empowerment
Empowerment = Freedom * Capability
Situational Leadership® – Paul Hershey and Ken Blanchard
• Knowledge workers need responsibility for their own produc8vity: o Knowledge drives productivity
o Continuous innovation, learning and teaching need to be part of the job
o Knowledge worker productivity is dependent on quality at least as much as quantity
o Optimal quality is the path to high productivity
• Knowledge workers must understand: o What is our business?
o Who is our customer?
o What does our customer consider valuable?
Team Empowerment
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1. Organize around a Network of Small Teams
2. Drive Lean Innovation
3. Practice Wise Leadership
Three Timeless Lean-‐Agile Solu8ons
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Contact Us for Further Informa8on
Sanjiv Augustine President [email protected] Twitter: @saugustine, @lithespeed On the Web: http://www.lithespeed.com http://www.senseitool.com http://www.sanjivaugustine.com
"I only wish I had read this book when I started my career in so_ware product management, or even beWer yet, when I was given my first project to manage. In addi.on to providing an excellent handbook for managing with agile so_ware development methodologies, Managing Agile Projects offers a guide to more effec.ve project management in many business sebngs." John P. Barnes, former Vice President of Product Management at Emergis, Inc.
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• Multiple, stable teams each focused on a single project at a time
• Dedicated to platforms or lines of business
• Platform owner prioritizes next project
• Result: o Support multiple lines of business simultaneously
o Focused effort results in quick delivery for individual projects
o Clear accountability o Stability and predictability
Source: The Lean-‐Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 25
Stable Teams
