the timelessness of lean management
TRANSCRIPT
The Timelessness of Lean Management
Presented by Sanjiv Augustine
@Saugustine, @LitheSpeed, @VersionOne, #AgilePalooza
State of Agile Adoption
Organizations are realizing real benefits with agile methods…
2 State of Agile Development Survey, http://www.versionone.com
State of Agile Adoption
And so, agile adoption continues apace…
3 State of Agile Development Survey, http://www.versionone.com
State of Agile Adoption (Cont’d)
But, we need to raise our game to overcome systemic problems…
4 State of Agile Development Survey, http://www.versionone.com
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 efficient 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 Solutions
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1. Network of Small Teams
Intense collaboration via: 1. Face-to-face
communication 2. Generalizing
specialists3. Self-discipline and
decentralized control
Traditional Silos Customer BA Designer DeveloperPM
CoreTeam(EXAMPLE)
BA / Tester
BA
Tester
ProductOwner
Developer
Designer
Developer /BA
SM
ReleaseManager
CapacityPlanner
Prod.
Architect
TechOps
BusinessSponsor
RiskAssessor
Security
A Sample Agile Team
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BAAnalysts DeveloperDeveloperDeveloperDesigners Tester
The Core Project Team ideally consists of 5-9 dedicated members (7 +/- 2).
The Extended Team can contain many additional members, each playing an important role, but they are typically not dedicated to the effort.
TesterTestersDevs
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“…for a large organization to work it must behave like a related group of small organizations.”
- E. F. Schumacher , Small is Beautiful
Scaling may require, at certain levels:• Chief ScrumMasters• Strategic Product Owners• Tactical Product Owners• Lightweight Agile PMOs
serving as a “guiding coalition”
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
Network of Teams – Ericsson
11 Source: Agile and Lean Transformation at Ericcson Finland, Henri Kivioja
2. Lean Innovation
Lean Innovation via Lean Startup
13 Source: Lean Startup, Abby Fitchner, http://hackerchick.com
Lean Startup Methodology
14 Thanks to Ash Maurya, author of Running Lean:http://www.runningleanhq.com/
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 Execution
Product Planning
In the RoomOutside the Room
Pre-Discovery
DiscoveryRelease
Planning
Sprint Planning
Sprint Review
Sprint
Participants:
• Product Team
• IT Architecture
• UX Team
• Key Business Stakeholders
Participants:• Whole Team• Key Business
Stakeholders
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Incorporating UX into Agile
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
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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 productivity: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 Solutions
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Contact Us for Further Information
Sanjiv [email protected]: @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 software product management, or even better yet, when I was given my first project to manage. In addition to providing an excellent handbook for managing with agile software development methodologies, Managing Agile Projects offers a guide to more effective project management in many business settings." John P. Barnes, former Vice President of Product Management at Emergis, Inc.
• 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 simultaneouslyo Focused effort results in quick
delivery for individual projectso Clear accountability o Stability and predictability
Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)25
Stable Teams