serious leap talk at agile 2015 conference

©Masa K Maeda

Masa K Maeda, PhDCEO, Valueinnova LLC USA

masa@valueinnova @masakmaeda

The Serious LeAP modelLean-agile for Prosperity

™

Lean Agile Prosperity Management

Masa K Maeda, PhD — CEO & Founder, Valueinnova LLC USA

Masa has 26 years of international experience and as brought prosperity to companies from Fortune 500 to Startups in eleven countries in America, Europe, Asia and Africa. He is the creator of the Serious LeAP™ model.

Previously: In the USA Masa did R&D at Apple, was founding team member of 4 startups in silicon valley and was an associate of David J Anderson, co-developer of the Kanban method. In Japan did R&D for Justsystems Inc.. Masa has a PhD and MS from the University of Tokushima in Japan and lives in the San Francisco Bay Area.

His book Serious LeAP will be published soon. He is also a coauthor of the book España Lean Startup 2013 edition.

Masa is also a Senior Consultant with the Cutter Consortium, a member of the Agile Testing Alliance Steering Committee and is with the University of California at Berkeley Extension

He is a well-known figure in the lean and agile communities; one of the first Kanban Coach-Trainers worldwide, one of the people who that started the Lean Kanban University, and also considered the Leading figure of Lean Agile in Latin American and Spain. He has created powerful Serious Games. Masa has over 60 publications and is a frequent speaker at international conferences.

About me:

4

I´m a Japanese-Mexican-American

Got a PhD on Artificial Intelligence in Japan

Did R&D at Apple Inc and was founding team member at four

startups in Silicon Valley

Founded Valueinnova to help organizations prosper

©Masa K Maeda Serious LeAP™ talk: Agile 2015 Conference

Serious LeAP™ is the result of yearshelping companies

of all sizes anddiverse industriesall over the world


There is a significant amount of misalignment

across entire organizations both vertically and horizontally.

It damages their economy©Masa K Maeda Serious LeAP™ talk: Agile 2015 Conference

0"

1"

2"

3"

4"

Sales" Tech"

Innova&on'Great

Well

Poor

Bad

00©Masa K Maeda Serious LeAP™ talk: Agile 2015 Conference

0"

1"

2"

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4"

Individual"contributors"

Execu8ves"

Leadership*Great

Well

Poor

Bad

00


0"

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Customers" Mgmt"

Customer)service)Great

Well

Poor

Bad

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Is it okay to do the wrong thing

very well?

Lean-agile methodologies help us do things better but more is needed

to do the right thing.

We need to start from the beginning…


ValueObtaining a tangible or intangible benefit


QualityThe successful delivery of the expected value


Value to thecustomer

Value to thebusiness

Humanaspect


It is necessary to shift from this…



Humanaspect

…to this




Humanaspect

To achieve balance you must prosper


ProsperityThe state of flourishing and thriving financially, in wealth, health and happiness


Mindset

High collaboration dynamics Methodologies

Systems thinking 1st & 2nd generation Lean thinking

Agile thinking

Serious Games Canvases

Lean Agile methodologies & frameworks

Design thinking

Human aspect

Cognitive psychology Organizational behavior


It means Serious Games, Lean and Agile for Prosperity

Mindset & Human Aspect

Strategic level

Tactical level

Operational levelScrum

Kanban

Serious Games(HCDs)


T o p - d o w n

A c r o s s t h e o r g a n i z a t i o n


Mindset


Agile thinkingGrowth mindset

➠

—Carol DweckFixed mindset


Examples of systems thinking

Most times the issue is the system and not the people

Behavior is improved by improving the system

Improving communication between the parts of an organization may destroy it

Problems are dissolved, not resolved

Continuous improvement is the longest distance between where an organization is and where it wants to be

You should´t want what you can measure©Masa K Maeda Serious LeAP™ talk: Agile 2015 Conference

Before After

Applying the mindset is extremely important to bring improvement

Response time and solution time

Response time: 99% of tickets

Response time: 92% of tickets

Resolution time: 80% of tickets


Human aspect


Decisions and actions benefit people



Co-active coachingLeadership

BiasAssociative

thinking

etc.


Always take the human aspect into account

0"1"2"3"4"5"6"7"8"9"10"

1" 2" 3" 4" 5" 6"

WIP$Stress*curve*

Stress"

+©Masa K Maeda Serious LeAP™ talk: Agile 2015 Conference

Methodologies


Design thinking

Kanban

Scrum

Other

Mindset ➠



Project portfolio with a customer Each card is one project. This photo shows the initial state. Red dots idicate projects blocked


The same board in less than 3 months of work went from 42 to 9 projects blocked. That’s 88% of the blocked projects where fixed.

High collaboration dynamics

Serious Games Canvases

High%Collabora,on.Dynamics.

Engaged.

Real%,me.perspec,ves.

No.blind.spots.

Sa,sfying.

Fun.

Par,cipa,ve.

Involved.

Crea,ve.

Balanced.

BeCer.results.

Shorter.,me.

Avoids.influence.

No.Silos.

Equalitarian.

Viewpoints.


This helps you get value-added work done

with better quality at a fraction of the cost

and time while also having fun!

One way to apply Serious LeAP™

Awareness Burst1

Burst2

Burst3

Followups

AssessmentEmphasis

on mindset

The 4 Serious LeAP™ components

Emphasis on

HDCsEmphasis

on methodologies


Awareness


These help you understand the current state

of your organization

0"

0.5"

1"

1.5"

2"

2.5"

3"

3.5"

4"Apps"

Support"

App"tes2ng"

Delivery"

Produc2on"errors"

Service"In>situ"support"

Test"tools"

Test"environmemnt"

DB"space"

Fires"

Quality(

0"

0.5"

1"

1.5"

2"

2.5"

3"

3.5"

4"The"Company"

Service"

PM"

Infrastructure"

Responsibility"

CommunicaBon"Leadership"

Human"resources"

Providers"

Quality"

Human"Aspect"

Awareness


You can also do better quantitative, qualitative and scientific management

Burst 1


Agile thinking


Design thinkingSerious Games

Canvases

Strategic-tactical-operational

Strategic-tacticalKanban:Strategic-tactical-op

Scrum:Tactical-op

➠ ➠

Human aspect


Burst 2

Systems thinking 1st

Agile thinking



Canvases


Scrum:Tactical-op➠

Human aspect


Burst 3


Agile thinking



Canvases


Scrum:Tactical-op➠

Human aspect


Follow ups

Mindset & Human Aspect

Strategic level

Tactical level

Operational levelScrum

Kanban

Serious Games(HCDs)


©Masa K Maeda


Now we are great at doing

the right thing right


Some of the improvementswe have achieved

with customers


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1

2

3

4

5

6

7

8

9

10

Before Month 3

0

1

2

3

4

5

6

7

8

9

10

Before Month 1 Month 2 Month 3

Company 1Company 2Users

Automation (% Continuous Integration)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Before Month 2

Happiness factor

0

1

2

3

4

5

6

7

8

9

10

Before Month 1

Requirements quality

0

2

4

6

8

10

12

14

16

18

20

Before Month 2

Defect generation ratioWeekly work hours

0

8

16

24

32

40

48

56

64

72

80

Before Month 1

0

2

4

6

8

10

12

14

16

Before Month 1

Requirements generation time (days)

Health

Inspired on the GNH


People involved Departments involved

0

1

2

3

4

5

6

7

8

Start Week 50

25

50

75

100

125

150

175

200

Start Week 5

Value Stream Map generation time (days)

0

10

20

30

40

50

60

70

80

90

Previous years 2015

Annual project portfolio prioritization (days)

0

4

8

11

15

19

23

26

30

Before Month 10

9

18

27

36

45

Before Month 2.5

Blocked projects in one department

Telecom


Employee satisfaction

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Start Month 9

IT services

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Start Month 9

Time deviation

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Start Month 9

Positive health projects

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Start week 1

Employee efficacy


Serious LeAP™ can coexist and improve the benefits of using:

SAFe


[email protected]@masakmaeda

mailto:[email protected]

serious leap talk at agile 2015 conference

Leadership & Management