timelessness of lean management
DESCRIPTION
Sanjiv Augustine Sanjiv Augustine is an industry-leading agile and lean expert, author, speaker, management consultant and trainer. He is the President of LitheSpeed, an agile consulting, training and product development company. For over 12 years, Sanjiv has assisted leading clients adopt Agile including: HCA Healthcare, General Dynamics, The Capital Group, Nationwide Insurance, Comcast, Capital One, CNBC, and the Motley Fool. He is the author of the book Managing Agile Projects (Prentice Hall 2005) and several publications including Transitioning to Agile Project Management: A Roadmap for the Perplexed, The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery; and the founder and moderator of the Yahoo! Agile Project Management discussion group. Sanjiv was also a founder and advisory board member of the Agile Leadership Network (ALN), and an organizing member of the PMI’s Agile Community of Practice. As an in-the-trenches practitioner, he has personally managed agile projects varying in size from five to over one hundred people, trained thousands of agile practitioners via workshops and conference presentations, and coached numerous project teams.TRANSCRIPT
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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