www.thalesgroup.com                                                        Flash-meetings for                             ...
Framework   Framework: PDCA   Plan   What is the problem? the impacts? the root causes?   What is the plan to assess the r...
ContextThis document is the property of Thales Group and may not be copied or communicated without written consent of Thal...
Plan                              PLANThis document is the property of Thales Group and may not be copied or communicated ...
Plan / Problem   Problem: «Unsatisfied with our project weekly meetings»This document is the property of Thales Group and ...
Plan / Problem   Problem: «Unsatisfied with our project weekly meetings»   #1 Duration:   . 1h is too long ...This documen...
Plan / Problem   Problem: «Unsatisfied with our project weekly meetings»   #1 Duration:   . Pause activities for a full ho...
Plan / Problem   Problem: «Unsatisfied with our project weekly meetings»   #1 Duration:   . Lack of dynamism & efficiency ...
Plan / Problem   Problem: «Unsatisfied with our project weekly meetings»   #2 Delay:   . Problems are assessed too late (1...
Plan / Impacts   Problem: «Unsatisfied with our project weekly meetings»   Impacts:   . Participation is not systematic   ...
Plan / Root causes   Root cause #1: The periodicity of the meeting is too low   => accumulation of problems (7 days)   => ...
Plan / Root causes   Root cause #2: Duration is too long   => Focus is not maintained on the highest priorities   => Part ...
Plan / Strategy   #1 Lower the duration of the meeting (<< 1h)   #2 Raise the frequency of the meeting (>> 1/week)        ...
Do                                                                  DOThis document is the property of Thales Group and ma...
Do   Practice 15-minute Daily Flash-Meetings  To reduce the duration of the                                               ...
Do   #1 Kick-off   .   Every day: same place, hour, & duration   . Daily-leader rotation according to displayed calendar  ...
Do   #2 Nightly build   . The daily-leader   .   reports the status of the nightly build   . organizes further analysis or...
Do   #3 Product quality   . The team   . reports the quality metrics   . updates the quality charts   . organizes further ...
Do   #3 Product quality   = # lines of code not fully covered by tests   + # warnings in the code & tests   + # times the ...
Do   #4 Development tasks   . The daily-leader   . runs through the tasks by order of priority   . The team   . reports st...
Do   #4 Development tasks   ! If the team reports complex problems or technical issues   the daily-leader invites the stak...
Do   #5 Team performance   . The daily-leader   . reports the team performance to the team (costs & progress; quality alre...
Check             CHECKThis document is the property of Thales Group and may not be copied or communicated without written...
Check  #1 Regular practice  . Every working day >7 years = >2500 flash-meetings  . 5 teams involved  . 7 < team members < ...
Check  #2 Frequency & duration  . 15min < duration / meeting < 20 min  . 1h15 < duration / week < 1h40  => overall time sp...
Check  #3 Focus  . with 15min target duration, all non-value information is  removed  . reduce duration to focus on highes...
Check  #4 Visible team performance  . Progress, costs & quality are displayed & up-to-date  (daily)  . Problems are displa...
Check  #5 WIP & product quality  . wip is reduced in 2 scales (1 day, 2 weeks)  . product quality improves at each iterati...
Check  #7 Continuous improvement  . The team practices continuous improvement:  Daily flash-meeting standard displayed & o...
Act                                                      ACTThis document is the property of Thales Group and may not be c...
Act  #1 The war-room  . Dedicated war-room (noisy meetings, room for charts)  #2 The schedule  . Not too soon => to gather...
Act  #3 Computers  . Only for the daily team leader!  . Large screen => failure                                           ...
Act  #4 Daily-flash meeting = PDCA  . Plan:  - Define the conditions of success for today  - Plan today’s tasks to meet su...
Act  #5 Work-in-progress  Daily flash-meeting + nightly build  = daily cycle within which tasks are DONE  => reduces WIP  ...
Act  #7 Project steering  . A single iteration burndown is not enough to steer  activities of the iteration               ...
Act  #7 Project steering  . A single iteration burndown is not enough to steer  activities of the iteration  . Focus on co...
Act    #7 Project steering    . A single iteration burndown is not enough to steer    activities of the iterationVisualize...
Act  #7 Project steering                Amount of work (%)                                                                ...
Act  #7 Project steering                                                                                                Pe...
Act  #8 Learning  Daily flash-meetings develop skills:  . to lead meetings  . to organize self-directed work with pulls sy...
Act  #9 Continuous improvement  . Daily flash-meetings = case study to learn & practice  continuous improvement  . Everyon...
Act  #10 Discipline  . The meeting must occur!  . Tight time-schedule  . Focus on relevent informationThis document is the...
Act  #11 Respect  Daily flash-meetings = environment where the team:  . shares goals, responsability & success  . develops...
EndTHANKSThis document is the property of Thales Group and may not be copied or communicated without written consent of Th...
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Flash Meetings for software champions

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Come see how standardized daily flash meetings enable us to visualize software development, reduce work-in-progress, dramatically raise product quality and build high-performance teams who strive for continuous improvement.A Plan-Do-Check-Act case study presented at the European Lean IT Summit by Emmanuel Chenu from Thales.
More Lean IT presentations and videos on www.lean-it-summit.com

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Flash Meetings for software champions

  1. 1. www.thalesgroup.com Flash-meetings for sw development 11/2012Legal Entity/Division - 11/2011 Emmanuel CHENU, Thales Avionics, CC NAV emmanuel.chenu@fr.thalesgroup.com
  2. 2. Framework Framework: PDCA Plan What is the problem? the impacts? the root causes? What is the plan to assess the root causes? Do What experiments are led according to the plan? Check What results are measured when running the experiments? Act What have we learned? adjusted? standardized?This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  3. 3. ContextThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  4. 4. Plan PLANThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  5. 5. Plan / Problem Problem: «Unsatisfied with our project weekly meetings»This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  6. 6. Plan / Problem Problem: «Unsatisfied with our project weekly meetings» #1 Duration: . 1h is too long ...This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  7. 7. Plan / Problem Problem: «Unsatisfied with our project weekly meetings» #1 Duration: . Pause activities for a full hour! 1h 1h !This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  8. 8. Plan / Problem Problem: «Unsatisfied with our project weekly meetings» #1 Duration: . Lack of dynamism & efficiency ... . Loss of focus on the highest priority topics (waste, no respect)This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  9. 9. Plan / Problem Problem: «Unsatisfied with our project weekly meetings» #2 Delay: . Problems are assessed too late (1 .. 7 days latency) . Out-of-date data (1 .. 7 days latency) . Impact of daily work - is not obvious - is visible too late to steer activities = «Steering a project with a 1-week delay»This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  10. 10. Plan / Impacts Problem: «Unsatisfied with our project weekly meetings» Impacts: . Participation is not systematic . Loss of interest & of implication in the project . Team performance below expectationsThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  11. 11. Plan / Root causes Root cause #1: The periodicity of the meeting is too low => accumulation of problems (7 days) => out-of-date data (1 .. 7 days) => missed synchronization points Frequency of meeting < Frequency of problems (Nyquist-Shannon) 1 week stockpile of problems, data & missed synchronizations, processed once a weekThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  12. 12. Plan / Root causes Root cause #2: Duration is too long => Focus is not maintained on the highest priorities => Part of the meeting is waste (no value, no respect)This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  13. 13. Plan / Strategy #1 Lower the duration of the meeting (<< 1h) #2 Raise the frequency of the meeting (>> 1/week) duration 1h Initial situation period 7d 1 .. 7d duration << 1h Target situation period <<7dThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  14. 14. Do DOThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  15. 15. Do Practice 15-minute Daily Flash-Meetings To reduce the duration of the To raise periocity of project meeting (15 minutes << 1 hour) steering (daily << weekly) 2 teams are practicing the following standardThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  16. 16. Do #1 Kick-off . Every day: same place, hour, & duration . Daily-leader rotation according to displayed calendar . All members stand facing large charts & task-board . Only daily-leader is seated, facing charts, editing iteration backlog on a computerThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  17. 17. Do #2 Nightly build . The daily-leader . reports the status of the nightly build . organizes further analysis or corrective actions (if required) The nightly build - builds the executable files, - runs the unit-tests, - runs the acceptance tests, - measures the product quality - ships the product - controls the andon - ...This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  18. 18. Do #3 Product quality . The team . reports the quality metrics . updates the quality charts . organizes further analysis/corrective actions (if required)This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  19. 19. Do #3 Product quality = # lines of code not fully covered by tests + # warnings in the code & tests + # times the coding standards are not fulfilled + # traceability errors + # complex operations + # todo & fixme tags in the code & tests + # new tickets to estimate + # opened ticketsThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  20. 20. Do #4 Development tasks . The daily-leader . runs through the tasks by order of priority . The team . reports status (expenses, progress, estimates, problems) . updates the work-in-progress on the task-board . The daily-leader . updates expenses, estimates in the iteration backlog . Available team members . pull new tasks from the iteration backlogThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  21. 21. Do #4 Development tasks ! If the team reports complex problems or technical issues the daily-leader invites the stakeholders to resume the topic after the daily flash-meeting ! The task-board displays the WIP in the VSM: Task-board VSMThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  22. 22. Do #5 Team performance . The daily-leader . reports the team performance to the team (costs & progress; quality already reported!) . The team . updates the performance charts (costs & progress) . analyzes the performance . organizes corrective actions (if required)This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  23. 23. Check CHECKThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  24. 24. Check #1 Regular practice . Every working day >7 years = >2500 flash-meetings . 5 teams involved . 7 < team members < 50 (large team / 4 teams)This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  25. 25. Check #2 Frequency & duration . 15min < duration / meeting < 20 min . 1h15 < duration / week < 1h40 => overall time spent in meeting has not been reduced ...This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  26. 26. Check #3 Focus . with 15min target duration, all non-value information is removed . reduce duration to focus on highest priorities . focus: steering, performance & problemsThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  27. 27. Check #4 Visible team performance . Progress, costs & quality are displayed & up-to-date (daily) . Problems are displayed, analysis & corrective actions in progress . Shared vision - of tasks & priorities - of team performance (progress, costs & quality) . WIP is visible (with problems: dependencies & bottlenecks) => sw development is now visible!This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  28. 28. Check #5 WIP & product quality . wip is reduced in 2 scales (1 day, 2 weeks) . product quality improves at each iteration #6 Implication . Every day: - Team members attend & participate - Daily team leader rotation . Team members concerned by costs, progress & qualityThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  29. 29. Check #7 Continuous improvement . The team practices continuous improvement: Daily flash-meeting standard displayed & often improvedThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  30. 30. Act ACTThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  31. 31. Act #1 The war-room . Dedicated war-room (noisy meetings, room for charts) #2 The schedule . Not too soon => to gather data . Not too late => to plan the day . 9AM < kick-off < 9:45AM . Time-slot booked in calendars!This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  32. 32. Act #3 Computers . Only for the daily team leader! . Large screen => failure Turned-off . Focus on the action, not on the screen!This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  33. 33. Act #4 Daily-flash meeting = PDCA . Plan: - Define the conditions of success for today - Plan today’s tasks to meet success . Do: - Perform today’s tasks . Check: - Tomorrow, check performance (is success fulfilled?) . Act: - According to performance, adapt behavior in order to succeedThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  34. 34. Act #5 Work-in-progress Daily flash-meeting + nightly build = daily cycle within which tasks are DONE => reduces WIP #6 Visible impact & motivation . Visualize the impact of a day of work on common goals . The team sees it can make a difference => enhances autonomy & motivationThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  35. 35. Act #7 Project steering . A single iteration burndown is not enough to steer activities of the iteration Amount of work (%) Focus is on completion of work within the milestone Milestone (days)This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  36. 36. Act #7 Project steering . A single iteration burndown is not enough to steer activities of the iteration . Focus on completion of work within a miletone (progress) . But, what about: . costs? . product quality?This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  37. 37. Act #7 Project steering . A single iteration burndown is not enough to steer activities of the iterationVisualize problems: OKBut, what is the problem? This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  38. 38. Act #7 Project steering Amount of work (%) Focus on costs Allocated budget (days)Add a focus on costs! Amount of work (%) Focus on progress Milestone (days)This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  39. 39. Act #7 Project steering Per functionality Full scope costs progress Add progress & costs per functionality/feature!This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  40. 40. Act #8 Learning Daily flash-meetings develop skills: . to lead meetings . to organize self-directed work with pulls systems (autonomy!) . to identify & solve problems (problem solving develops skills!) . to steer activities . to share knowledge > 1 / day . and ...This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  41. 41. Act #9 Continuous improvement . Daily flash-meetings = case study to learn & practice continuous improvement . Everyone is involved => The know-how is then used for other issuesThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  42. 42. Act #10 Discipline . The meeting must occur! . Tight time-schedule . Focus on relevent informationThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  43. 43. Act #11 Respect Daily flash-meetings = environment where the team: . shares goals, responsability & success . develops skills & autonomy = RESPECT for people, their work & their timeThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
  44. 44. EndTHANKSThis document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A. Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
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