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…


State of Agile Adop.on (Cont’d)

But, we need to raise our game to overcome systemic problems…


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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

Timelessness of Lean Management

Technology

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