scaling agile to the enterprise with lean · pdf file company that stands out from the crowd...

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Scaling Agile to the Enterprise with Lean

Carsten Ruseng Jakobsen Mary Poppendieck

mailto:[email protected]

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Program

Grow a Lean Culture in projects

The Clash With the Surrounding Organisation

Bring Sourcing Partners on

What would we do differently?

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Company overview

Systematic offices

Denmark

Aarhus and Copenhagen

Finland

Tampere

USA

Washington

England

London and Sleaford

• Established in 1985

• Approx. 475 employees; 71% with a MSc or Ph.D.

• CMMI Level 5 certified

 Sales partners world-wide

 Customers in 35+ countries

 97% of our customers would recommend us to other customers

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Vision A leading international company in delivering reliable and simple solutions to people who make critical decisions every day

Mission Simplifying Critical Decision making

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Grow a Lean culture in projects

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Lean practices and culture focus

2005 2008 - 2007 2006

Vision and strategy

Practice initiatives

Culture initiatives

Scrum

Early testing

Refined Values Leadership framework

Efficiency improvements

Simplify processes

Lean Self Assessment

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Setting the stage – define Lean vision

Input Emperical Owner Receiver Change Resp. First Mover

Environment Output

Current strategy The six questions:

What is the product? Why use it? What is the purpose? Who will change?

Who will use it? What is the end goal?

   

New strategy:

Mission

Vision Values

Values The seven values from Marys book:

-Prioritize -Any other

    1) Priorized list of values

2) List of other values

Principles for change previously and now

The nine principles for change(3x3):    

Suggestions on change methods?

Lean practices The 22 thinking tools from Marys book:

- Prioritize

   Prioritized list of practices

Risk for change project

Risk

     Risk profile

A vision for the Lean change was established from interviews

Only these 5 stakeholders!

Ref.: J. Pries-Heje S. Tryde, ”Role model for the organizational IT change”, 2003 Ivan Aaen, ”A Conceptual MAP of Software Process Improvement”, 2001

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Bring on the experts

Mary and Tom Poppendieck visited Systematic in december 2005 to do an executive briefing and a management briefing.

At the management briefing Systematic presented current challenges related to testing and cycle time.

In a very short time Mary facilitated a new understanding of the problem and how what to consider in order to improve.

Mary Poppendieck

• P1: Create value and make status immediately available. It was important for Systematic to rephrase “Eliminate Waste” to avoid speculation on staff reduction.

• P2: Amplify learning and gemba. Practice over theory – seek learning where processes are executed, e.g. in the projects

• P3: Decide in the latest responsible moment. Unable to communicate message, and postponed talk and adoption of this principle.

• P4: Deliver fast and regularly. In addition to fast we decided a tact time of 1 calendar month

• P5: Empower teams and delegate with trust and respect. Close to Systematic values, but remove last parts of micromanagement

• P6: Build integrity in, prevent defects and ensure continuous improvement. New mindset: prevent instead of remove!

• P7: See the whole and produce to pull. Focus on: who ordered this work and why?

Systematic adoption of Lean

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First improvements inspired from Lean • Causal dependencies between thinking tools provided insight into Lean

Software Development

• Realized that adopting Lean would impact culture and values more than practices and processes

• Two improvement-opportunities identified from business needs: Short Iterations(Scrum) and Early Test (New development method)

Customer Value Flow

Pull

Perfection

Production P6 Integrity

T19 Refactoring

T20 Test

P2 Amplify Learning

T5 Synkronize

T4 Iterations

P2 Amplify Learning

T3 Feedback

T6 Setbased

development

P6 Build Integrity In

T18 Conceptual

integrity

T 17 Perceived

integrity

Management P1 Create Value

T1 Eliminate waste

T2 Value stream

P4 Deliver fast

T11 Queue theory

T12 Cost of delay

P7 See the Whole

T22 Contracts

T21 Measures

P3 Defer commitment

T7 Options thinking

T8 Defer commitment

T9 Decisionmaking

People

P5 Empower team

T16 Expertise

P5 Empower team

T14 Motivation

P5 Empower team

T15 Leadership

P5 Empower team

T13 Selfdetermination

T10 Pull

Four pilots showed great results, all other projects followed!

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Crossing the chasm – sustain focus • Establish vision folder and lean self assesment

• Workshop with groups of specialists

• Project Managers, architects, testers, user experience, …

• - What are the challenges and solutions to adopt a Lean mindset

• Strategic project to increase efficiency with lean initiated

• Workshop with all projects – what can you improve?

• Six organisational changes and 80+ project specific initiatives

1. Scrum

2. New development process with focus on early test

3. Need based reporting – distinguish reporting from controlling

4. Improved e-mail culture

5. Efficient meetings

6. Establish a local improvement culture – enable kaizen

Walk the talk … Listen to challenges and always come back with answers

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What is a Lean culture for Systematic?

Basic assumptions: • We learn all life

• We can always improve even though what we

do is already good

• The best knowledge on a work process is possessed by those who execute the process

• We are an unbureaucratic community based on mutual respect

• We all do our best to solve the challenges we are facing together

• We believe that truth has many faces and respectfully seek insight into the mosaic of truth.

• Our work is a teamsport and we are on the same team

Values: • Create