Timelessness of Lean Management

  • 407 views
Uploaded on

Sanjiv Augustine …

Sanjiv Augustine
Sanjiv Augustine is an industry-leading agile and lean expert, author, speaker, management consultant and trainer. He is the President of LitheSpeed, an agile consulting, training and product development company. For over 12 years, Sanjiv has assisted leading clients adopt Agile including: HCA Healthcare, General Dynamics, The Capital Group, Nationwide Insurance, Comcast, Capital One, CNBC, and the Motley Fool. He is the author of the book Managing Agile Projects (Prentice Hall 2005) and several publications including Transitioning to Agile Project Management: A Roadmap for the Perplexed, The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery; and the founder and moderator of the Yahoo! Agile Project Management discussion group. Sanjiv was also a founder and advisory board member of the Agile Leadership Network (ALN), and an organizing member of the PMI’s Agile Community of Practice. As an in-the-trenches practitioner, he has personally managed agile projects varying in size from five to over one hundred people, trained thousands of agile practitioners via workshops and conference presentations, and coached numerous project teams.

More in: Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
407
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
17
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. The  Timelessness  of   Lean  Management             Presented  by  Sanjiv  Augustine   Sanjiv.Augustine@LitheSpeed.com   @Saugustine,  @LitheSpeed,  @VersionOne,  #AgilePalooza   State  of  Agile  Adop.on  Organizations are realizing real benefitswith agile methods…2   State of Agile Development Survey, http://www.versionone.com 1
  • 2. State  of  Agile  Adop.on  And so, agile adoption continues apace…3   State of Agile Development Survey, http://www.versionone.com State  of  Agile  Adop.on    (Cont’d)   But, we need to raise our game to overcome systemic problems…4   State of Agile Development Survey, http://www.versionone.com 2
  • 3. What  is  Lean?  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.   Image Source: http://www.mtu.edu/ improvement/continuous-improvement/lean-•  Kaizen  –  “Change  for  the  better.”  A   overview/ philosophy  of  continuous  improvement.       5   Three  Timeless  Lean-­‐Agile  Solu8ons   1.  Organize  around  a   Network  of  Small   Teams   2.  Drive  Lean   Innovation   3.  Practice  Wise   Leadership     6   3
  • 4. 1.  Network  of  Small   Teams   A  Sample  Agile  Team  Tradi8onal  Silos   Customer   PM   BA   BA   Analysts   Designer   Designers   Developer   Developer   Developer   Developer   Devs   Tester   Tester   Testers   The  Core  Project   Release   Manager   The  Extended   Team  ideally   Team  can  contain   consists  of  5-­‐9   Capacity   Architect   BA  /     Planner   many  addi.onal   dedicated   Tester   members,  each   members  (7  +/-­‐  2).   Designer   BA   playing  an   Developer  /   Core   important  role,  but   Intense  collabora8on   Risk   SM   Prod.   via:     Assessor   BA   Team   they  are  typically   1.  Face-­‐to-­‐face   (EXAMPLE)   not  dedicated  to   communica.on     Developer   Tester   the  effort.   Product   2.  Generalizing   Tech   Owner   Security   specialists   Ops   3.  Self-­‐discipline  and   Business   decentralized   Sponsor   control   8   4
  • 5. Network  of  Small  Teams  “…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”   9   Accelerate! By John Kotter, HBR, November 2012 Lean-­‐Agile  PMO   •  Encourage  face-­‐to-­‐face  dialogue  across  levels   •  Create  overlapping  management  with  “linking  pins”   •  Run  the  Council  as  an  Agile  project  team   10   Source:  The  Lean-­‐Agile  PMO,  Sanjiv  Augustine  and  Roland  Cuellar  (Cutter   Consortium  2006)   5
  • 6. Network  of  Teams  –  Ericsson  11   Source: Agile and Lean Transformation at Ericcson Finland, Henri Kivioja 2.  Lean  Innovation   6
  • 7. Lean  Innova.on  via  Lean  Startup   !"#$%&()*+,+#-+ .#%/01#+()*+,+#-+13   Source: Lean Startup, Abby Fitchner, http://hackerchick.com Lean  Startup  Methodology   Thanks  to  Ash  Maurya,  author  of  Running  Lean:  14   hWp://www.runningleanhq.com/   7
  • 8. 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   15   Incorpora8ng  UX  into  Agile  Outside  the  Room   In  the  Room   Product  Planning   Pre-­‐ Release   Discovery   Discovery   Planning   Participants:   Par8cipants:   •  Product  Team   •  Whole  Team   Sprint   Planning   •  Key  Business   •  IT  Architecture   Stakeholders   •  UX  Team   Sprint   Sprint   Review   •  Key  Business   Stakeholders   Process  Execu8on   16   8
  • 9. Introducing  Sensei  17   http://www.senseitool.com Sensei  Lean  Startup  18   9
  • 10. 3.  Wise  Leadership   Wise  Leadership  • Have  courage   of  conviction  • Flatten   hierarchy  • Go  the  Gemba  • Trust  the  team  20   10
  • 11. Team  Empowerment   Empowerment = Freedom * Capability21   Situational Leadership® – Paul Hershey and Ken Blanchard Team    Empowerment   •  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?  22   11
  • 12. Three  Timeless  Lean-­‐Agile  Solu8ons   1.  Organize  around  a   Network  of  Small   Teams   2.  Drive  Lean   Innovation   3.  Practice  Wise   Leadership    23   Contact  Us  for  Further  Informa8on   Sanjiv  Augustine   President   Sanjiv.Augustine@LitheSpeed.com   Twitter:  @saugustine,  @lithespeed         On  the  Web:   http://www.lithespeed.com   http://www.senseitool.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   http://www.sanjivaugustine.com   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.      24   12
  • 13. Stable  Teams   •  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  25   Source:  The  Lean-­‐Agile  PMO,  Sanjiv  Augustine  and  Roland  Cuellar  (Cutter  Consortium  2006)   13