is your agile lean enough

Agile

Is Your Agile Lean Enough?

George Tsai CSM, CSPO, CSP, SPC4 [email protected]

Agile-DevOps: DFW Chapter Feb 02, 2017

1 Copyright (c) 2017 by George Tsai, https://www.linkedin.com/in/george-tsai-3256bab7

mailto:[email protected]

https://www.linkedin.com/in/george-tsai-3256bab7






Agile

Feel Think Be

Agile

Differently








3

Scrum Team

SAFe Team of Teams

Mkt DEV QA RM

My Journey with Agile Glass Ceiling within IT Organization

Copyright (c) 2017 by George Tsai, https://www.linkedin.com/in/george-tsai-3256bab7

http://www.bing.com/images/search?q=scrum+to+SAFe&view=detailv2&&id=519394CC6822891510BE5A9821BB1B2E81BFE270&selectedIndex=56&ccid=iSYMJ6bA&simid=608030700012111960&thid=OIP.M89260c27a6c0dfd6f6dc46083401b5c5o0







6

Scrum is Necessary but Not Sufficient

Local Optimization – Silos, Silos everywhere!

https://s-media-cache-ak0.pinimg.com/originals/27/1f/56/271f56cf345f5685124af2283ce42559.jpg


https://s-media-cache-ak0.pinimg.com/originals/27/1f/56/271f56cf345f5685124af2283ce42559.jpg







7

LEAN is the Missing Link

• Global Optimization with End-to-End Systems Thinking

Cost of Delay Agile typically only optimizes our systems for Product Development

http://blackswanfarming.com/cost-of-delay/














8


• Common Language: methodology agnostic (complement, not replacing existing methodologies). No more us vs. them – Agile is for IT, not us!

Comparing to Agile, it is easier for Lean to unify the disparate organizations because it is easier for everyone to understand customer value and eliminating waste!



9

Scrum is Necessary but Not Sufficient

• Are we drown in the implementation mode? • What are the problems Agile trying to solve?








10

Two Critical Questions

What is the True North of your Agile initiative?

How do you measure your Agile success?



11


• Focus on the True North: find the Voice of Customer (VoC), deliver Customer Value with Highest Quality, Lowest Cost, Shortest Lead Time, and High Moral – looking from outside in to see how to delivery value to customers.








12

Uh...

1. Lean is for Manufacturing only 2. People may not listen to Lean either








1986 HBR The new new product development game by Hirotaka Takeuchi and Ikujiro Nonaka. Grandfather of Scrum

Ken Schwaber & Jeff Sutherland started Scrum, originally inspired by the idea of in the article by Ikujiro. Father of Scrum

13

Lean is Universal Manufacturing SW Development

GE adapts Lean Startup (called FastWorks) to reduce cost and speed up product development. So far GE Appliance has achieved: half the program cost, twice the program speed. https://hbr.org/2014/04/how-ge-applies-lean-startup-practices

2008 Eric Ries’ Lean Startup claims that startups can shorten their product development cycles by combining of business- hypothesis-driven experimentation, iterative product releases, and validated learning.


http://www.sao.corvallis.or.us/drupal/files/The%20New%20New%20Product%20Development%20Game.pdf

http://www.sao.corvallis.or.us/drupal/files/The%20New%20New%20Product%20Development%20Game.pdf

http://www.ics.hit-u.ac.jp/faculty/profiles/ikujiro_nonaka.html

http://www.scrumalliance.org/profiles/70-jeff-sutherland-phd

http://www.scrumalliance.org/profiles/70-jeff-sutherland-phd

https://hbr.org/2014/04/how-ge-applies-lean-startup-practices

https://en.wikipedia.org/wiki/Development_cycle

https://en.wikipedia.org/wiki/Validated_learning







14

Psychology of Judgment & Decision Making THINKING, FAST AND SLOW

Daniel Kahneman, 2002 Nobel Prize winner in Economic. For quick review on THINK, FAST AND SLOW: https://www.youtube.com/watch?v=uqXVAo7dVRU


https://www.youtube.com/watch?v=uqXVAo7dVRU








15

System 1 Implementation Mode

System 2 Improvement Mode

Path is perceived clear, predicable

Path is perceived uncertain, dynamic

Jump to Solution quickly Experiment as quickly as possible

Command style – more telling Coaching style – more asking Experiences, bias, opinions –

emotional (past performance) Facts, data, measurements –

scientific (show me) Comfort zone Learning zone

React, Protect (e.g. SOP) Reflect, Explore (e.g. PDCA)

Pick the Right Mode for the Right Task








16

Can Agile Do This? Discussion: The IT department delivers a feature to customer in total of 46 weeks. The feature is estimated by marketing department to generate $200,000 revenue a week for the company. The CEO, Mark, calculated the $8 million of unrealized revenue during the development process.

A similar Phase II project is coming. Mark asks your boss, VP of Development, to come up with a plan to cut down 11 weeks ( ~1/4, about $2 million revenue) of the lead time with existing resources and without sacrificing the quality.








17

Can Agile Do This?








18

Toyota Production System - TPS

Success of Toyota has rarely been replicated. Why?

Visible

Less Visible

Lean Tools and techniques to

improve quality, cost, and delivery

A systematic, scientific way of

thinking and acting to meet the next

challenge

Managers as the teachers of the way








19

Sustain LEAN Toyota Kata

Mike Rother – answer the two questions:

1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and adaptation?

2. How can other companies develop similar

routines and thinking in their organizations?

Put the continuous in continuous improvement



20

Improvement/Coaching Kata Systematic & Scientific routine of meeting challenges

along an uncertain path

Note: you may find Kata familiar with some similar Scrum practices: daily meeting, time-boxed, Iterative development, and visual display. Simple model, yet hard to master.








21

Experiment with PDCA Cycle As Quickly, Cheaply, and Safely as possible



24

Vision Next

Target Condition

Current Condition Obstacles Challenge

Kata – Connecting Strategy & Execution

Technical Execution (Decentralized – How)

Business Strategy (Centralized – What)

Leaders establish the organization's strategic concept (the “rallying point” or overall direction)

Managers develop people by coaching application practice of the Improvement Kata in the direction of the challenge



27

Kata Complements Agile

• Managers as Coaches: leaders set the vision, middle managers execute it – line managers as Coaches* to teach improvement kata pattern as part of daily work, not add-on. • Scientific Thinking Pattern: fact-based, innovative and adaptive thinking – hypothesis, discovery, experiment & learn through rapid, iterative PDCA cycles. *Leaders who have mastered four or more— especially the authoritative, democratic, affiliative, and coaching styles— have the best climate and business performance. Leadership That Gets Results by Daniel Goleman, HBR March-April 2000 https://nealandministries.files.wordpress.com/2012/02/goleman-leadership-that-gets-results.pdf


https://nealandministries.files.wordpress.com/2012/02/goleman-leadership-that-gets-results.pdf







28

Kata Complements Agile (cont.)

• Purpose Driven: Vision-Challenge-Target Condition

What we can do

What we need to do




• Eliminate waste the right way!

Shotgun Approach Action List Jump to Solution

Know where we are Know where we are going Experiment through it One obstacle at a time








30


• Deliberate Practice: (near) Daily Improvement Kata/Coaching Kata, where habits are formed, Culture created.

• Time Tested and Proven: no fab or flavor of the month.

6 yrs 15 yrs 25 yrs 50 yrs Copyright (c) 2017 by George Tsai, https://www.linkedin.com/in/george-tsai-3256bab7

http://www.bing.com/images/search?q=scrum+logo&view=detailv2&&id=10DFA098E0E96463DB62F04567256F91857CE478&selectedIndex=3&ccid=h0QolCO0&simid=608046200556292296&thid=OIP.M8744289423b41475ac550ca77e2f7b3co0

http://www.bing.com/images/search?q=lean+startup&view=detailv2&&id=853BA8FD5E21C421D40B05BDE6698697F3ACA6CD&selectedIndex=1&ccid=eYK+9sFl&simid=608026374984828676&thid=OIP.M7982bef6c165f40764ee6ca611ef5582o0







31

Essentially, all models are wrong, but some are useful. Remember that all models are wrong; the practical question is how wrong do they have to be to not be useful.

All models are wrong, but some are useful. George E.P. Box








32

Summary

No matter where you are in your Agile journey, Lean can complement Agile: • Apply Systems Thinking (end-to-end) • Deliver Customer Value (outside in) • Communicate more effectively in Lean (common language) Go deeper to create culture of Continuous Improvement, Adaptation, and Innovation, Try








33

References

• Cost of Delay: What is Cost of Delay? Why is it the “one thing” to quantify? How can I get started with Cost of Delay? How do I quantify the Cost of Delay for my initiative/project or feature? (http://blackswanfarming.com/cost-of-delay/ )

• The New New Product Development Game by Hirotaka Takeuchi and Ikujiro Nonaka (https://hbr.org/1986/01/the-new-new-product-development-game)

• How GE Applies Lean Startup Practices by Brad Power, HBR (https://hbr.org/2014/04/how-ge-applies-lean-startup-practices)

• Daniel Kahneman, 2002 Nobel Prize winner in Economic. For quick review on THINK, FAST and SLOW: (https://www.youtube.com/watch?v=uqXVAo7dVRU)

• Toyota Kata: Managing People for Improvement, Adaptiveness ande Superior Results by Mile Rother: https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238/



https://hbr.org/1986/01/the-new-new-product-development-game

https://hbr.org/2014/04/how-ge-applies-lean-startup-practices


https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238/

https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238/


34

Q&A








35

George Tsai

CSM, CSPO, CSP, SPC4

Certified Lean Management Professional ICP-ACC, Toyota Kata

Thanks!

For more information about Agile beyond Scrum teams with SAFe, Lean, and Kata,

please contact me at: [email protected] LinkedIn: https://www.linkedin.com/in/george-tsai-3256bab7


mailto:[email protected]














is your agile lean enough

Software