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  • [email protected], [email protected]

    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

    Systematics business areas In

    te ro

    p e ra

    b il it y

    C o m

    m a n d a

    n d C

    o n tr

    o l

    S it u a ti o n A

    w a re

    n e s s

    E le

    c tr

    o n ic

    W a rf

    a re

    S u p p o rt

    C li n ic

    a l In

    fo rm

    a ti o n S

    y s te

    m s

    M a n a g e m

    e n t

    In fo

    rm a ti o n S

    y s te

    m s

    B o a rd

    e r

    C o n tr

    o l

    V a ri o u s

    F in

    a n c e

    T ra

    n s p o rt

    A g ri c u lt u re

    G o v e rn

    m e n t

    D e fe

    n c e

    H e a lt h C a re

    In te

    ll ig

    e n c e a

    n d

    N a ti o n a l S e c u ri ty

    D e fe

    n c e

    In te

    ro p e ra

    b il it y ,

    C o m

    m a n d a

    n d c

    o n tr

    o l

    S it u a ti o n a l A w

    a re

    n e s s

    E le

    c tr

    o n ic

    W a rf

    a re

    H e a lt

    h c a r e

    C li n ic

    a l In

    fo rm

    a ti o n s

    y s te

    m s

    I n

    te ll ig

    e n

    c e a

    n d

    N a ti

    o n

    a l S

    e c u

    r it

    y

    M a n a g e m

    e n t

    In fo

    rm a ti o n S

    y s te

    m s

    B o rd

    e r

    C o n tr

    o l

    V a ri

    o u s o

    th e r

    s o lu

    ti o n s

    I n

    te g

    r a ti

    o n

    S e r v ic

    e s

    F in

    a n c e

    T ra

    n s p o rt

    A g ri

    c u lt u re

    P u b li c S

    e c to

    r

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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