Suddenly, Reality (Peter Leeson)

© 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved
White Clarke Group
Suddenly Reality
 Peter Leeson
 Quality Manager, White Clarke Group
Process and Quality Improvement Consultant
PLeeson@WhiteClarkeGroup.com
@PeterLeeson
 Agile by Example
11 October 2016

Company Overview
 Founded in 1992
 Now a global company with circa 600 professionals
 Finance specialists – ‘blue chip’ client track record
 Trusted by more than 100 customers in 30 countries
 Professionals with strong business and technical knowledge
 Finance technology leadership with an innovative product set
 Client results focused – efficiency, cost, revenue, service, risk
 Long term partnership approach to client relationships
 Cross sector capability automotive, asset, fleet, mortgages

Group Performance
 Turnover 2014 60€ Million
 R&D circa 1.5€ Million p.a.
 Installations in 30 countries
 Headcount: 540
 High client diversification
 Leading International Auto Finance
 Technology Supplier
 New Product Introductions
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20142013201220112010
Group Sales (million euros)
We recognise the importance of
continuous investment in leading
edge technologies and products and
are committed to spending a
minimum of 7% of revenue in R&D. 0
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2007 2008 2009 2010 2011 2012 2013 2014
Number of employees

© 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission@ 2016 White Clarke Group Ltd. All Rights Reserved
World Class Clients

© 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission@ 2016 White Clarke Group Ltd. All Rights Reserved
Captive Automotive Expertise

Our modular product platform
can be tailored to your requirements
• Lego Board Solution
• Iterative and incremental business
change capability
• Future proof, low risk technology
upgrades
• Deliberate reuse of existing technology
assets
Product Diagram

© 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission
Evolution of Quality

The Theories

The Consultant

The Audit / Appraisal / Evaluation
 “Too much concern about how well one is doing in a task disrupts
performance by loading short-term memory with pointless anxious
thoughts.”

The Framework
ISO 9001
Malcolm-Baldridge
P-CMM
E-Sourcing Capability Model
ISO/IEC 12207
CMM
EIA 731
ISO/IEC 15288
CMMI-SVC
CMMI-ACQ
SE-CMM
ISO/IEC 15504
BS 15000
TickITplus
CMMI-DEV
TQM
BS 7799
Six-Sigma
V
AgileCobiT
MIL-STD-498
EIA 632
eSCM-SP
FAA iCMM
IEEE 1220
SA-CMM IEEE/EIA 12207
IPD-CMM
ISO 15939
J-STD-016
PSM
PSP
Q9000
SECAM Automotive SPICE
TL9000
TSPPMMM
TMMi
DevOps Moar Diagrams

What Went Wrong?
People
Process Technology
People

What are People?
Images stolen from the Internet
without acknowledgement,
but with an apology
36.8×1015 FLOPS
36 800 000 000 000 000
floating-point operations
per second
Super computer “Stampede”
runs at 5.2*1015 FLOPS thanks
to 462000 core processes

People Manage Information in Two Minds
Type 1 Processes
– Subconscious
– Awareness
– Continuity
 Your Reflex Brain at work
Type 2 Processes
– Conscious
– Effort
– Concentration
 Your Reflective
Brain at work
You have two main minds, two ways of processing:

Type 1 Processes
2+2=?
but with an apology

Type 1 Processes
2+2=?
but with an apology
Type 2 Processes

Type 2 Processes
but with an apology

Type 2 Processes Interrupt you
 “All variants of voluntary effort – cognitive, emotional and physical –
draw on a shared pool of mental energy” (Roy Baumeister)
 This means
– Tell the children to be quiet when you drive in bad weather
– Stop walking to explain the political situation
in Syria

Demonstration
 On the following slides there is one word
 Each slide has a word written in a different colour
 Please shout out the colour in which the word is written

In What Colour Is This Word?
Blue

Red

Green

Yellow

Please Calculate
421 * 60

421 * 60
Blue

421 * 60
Gred

Rue

Yellue

Have you worked it out?
421 * 60

Bled

Grue

Blow

So?
 What was the answer?

Did you get it?
 421 times 60 is 25260 – you could have worked this out in your mind
 But to that, you had to interrupt your simple task of calling out
colours to work it out:
– You had to interrupt your type 1 processes to allow your type 2 processes
to function

The Consultant
but with an apology

Stop.
but with an apology
Change Everything. Now.

Making Change – the Concept

Making Change – the Result

You can’t see all the black spots…

…so you focus on what you understand.

Results
but with an apology

Changing Directions

Kinetic Energy
 In physics, the kinetic energy of an object is the energy that it
possesses due to its motion. It is defined as the work needed to
accelerate a body of a given mass from rest to its stated velocity.
Having gained this energy during its acceleration, the body maintains
this kinetic energy unless its speed changes. The same amount of
work is done by the body in decelerating from its current speed to a
state of rest.

Kinetic Energy
2
2
1
mvK 
Kinetic Energy is dependent on
Mass: how big is your company?
Speed2: how
fast are you
spinning?
2

Statement of the Problem
Defining Quality

Quality is a Relationship
 Quality is not an objective intrinsic property of a product
 Quality is not a subjective understanding of subject
 Quality is the relationship between a subject and an object

Where You Are Defines Your View

Different Points of View
 Quality
– Management
• Follow Conscientious Engineering
Practices
– Engineers
• Have the resources, skills and
leadership to make it happen
– Entrepreneurs
• Self-discipline and
professionalism
 Predictability
– Management
• Get identical outcomes every
time
– Engineers
• Have clear step-by-step
instructions on what I need to do
– Entrepreneurs
• Understand the impact of doing it
differently

The Issue with Frameworks
 Quality is sold as a substantive characteristic firmly based on an
understanding of measurable reality
 Process is a methodological descriptive user manual:
– Rules without passion
– Design without art

Pseudo Scientific Approach of Process
 By imposing measurement and systematic, repeatable practices,
procrustean frameworks (and consultants) believe they are being
scientific, but forget that we are working with people, who have
different levels of skills, abilities and motivation
 There is a lack of awareness of sociology and understanding that
– Feelings are more important than facts
– Emotion trumps reason

Emotion versus reason

The Problem with Agile
It’s just a methodology like the
others!

Agile
Product Backlog
Sprint Backlog
Backlog
Expanded
by Team
20-30 day
Sprint
24
hour
Scrum
Shippable Product

Agile Weaknesses
 Retrospectives are frequently limited to identifying issues in the
team
 Estimates are based on team’s understanding
 Stories, story-points and poker estimates are not transferable
 The lean/agile process is largely limited to a single local team
 There is little consideration for the overall value-flow

The Agile Process Value Flow
User Customer
Front Desk
Sales
Engineering Mgt
Eng. TeamEstimatesRequirements
Eng. Team 2
Customer Rep
Arch. Design
Story / Specs
Product Backlog
Release Planning
Sprint Backlog
Sprint Planning
Sprint Estimates
DevelopmentMonitor/Scrum
Integration
Demo
Deliver
“But, that’s
not really what
I wanted!”

Applying Science
Using Science Beyond the Obvious

Cause and Effect: the Scientific Method
1. Statement of Problem
2. Hypotheses as to the cause of the problem
3. Experiments designed to test each hypothesis
4. Predicted results
5. Observed results of the experiments
6. Conclusions

Four Stages of Improvement
 1. Selection of Parts for the
System
– What do we need to make
something new happen?
 2. Improvement of Parts
– How can we improve this bit of
the product / process?
 3. Dynamization of the System
– Let’s reinvent it and make it
more flexible / agile
 4. Self-Development of the
System
– The system adapts
itself to its
environment

Metrology
 The study of measurement
 Understanding that measurement is not just numbers
 Metrology includes all theoretical and practical aspects of
measurement
 Definition:
– “Measurement is objective evidence that reduces
my level of uncertainty on a defined issue”

Agnotology
 The study of culturally induced ignorance or doubt
 What we do not know and why we do not know it
– Ignorance is not just the absence of knowledge, it is frequently the result
of something else…
• The outcome of propaganda
• The effect of the repetition of lies
• Secrecy and censorship
(Agnotology is still sometimes called agnatology) (This one is still
on my reading list)

Complexity
 The study of Complex Adaptive Systems
 CAS are defined by the relationship between the system and the agents which
act within it
– In an ordered system the level of constraint means that all agent behaviour is limited
to the rules of the system
– In a chaotic system the agents are unconstrained and susceptible to statistical and
other analysis
– In a CAS, system and agents co-evolve; the system lightly constrains agent behaviour,
but the agents modify the system by their interaction with it
 This self-organizing nature is an important characteristic of CAS;
and its ability to learn to adapt, differentiate it from other self
organizing systems

Nudge the People who Need to Do It
 Find the bright spots
 Script the critical moves
 Point to the destination
 Find the feeling
 Shrink the change
 Grow your people
 Tweak the environment
 Build habits
 Rally the herd
 Keep it going

Q&A

Contact Information
 Peter Leeson
– White-Clarke Group
Milton Keynes
United Kingdom
– Telephone: +44 (0)773 998 98 67
– E Mail: pleeson@WhiteClarkeGroup.com
– Skype: qpitpjl

Suddenly, Reality (Peter Leeson)

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