Your SlideShare is downloading. ×
0
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Enterprise Level Agile   The Art Of Start
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Enterprise Level Agile The Art Of Start

1,124

Published on

Презентация Сурена Самарчяна с AgileEE-2009. Публикуется с согласия автора.

Презентация Сурена Самарчяна с AgileEE-2009. Публикуется с согласия автора.

Published in: Business, Technology
0 Comments
7 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,124
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
7
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. ENTERPRISE LEVEL LEAN & AGILE: THE ART OF START<br />Success is going from failure to failure without loss of enthusiasm<br />Suren Samarchyan, PhD<br />Head of project management department, Innova Systems<br />Author of fundamentally new approach to investigate fast approximation problems<br />Email: approximation@gmail.com<br />Tel: +79169368701<br />
  • 2. GOAL<br />Encourage participants to learn and improve<br />Success is going from failure to failure without loss of enthusiasm<br />2<br />
  • 3. WORKING AGREEMENTS<br />Get your brain to see this talk as really important<br />Think ahead, suggest your solutions<br />Ask questions , there are no dumb ones<br />Get emotionally involved<br />Drink lot of water , dehydration decreases cognitive function<br />Success is going from failure to failure without loss of enthusiasm<br />3<br />
  • 4. CAUTION<br /> &quot;Past success stories are generally not applicable to new situations. We must continually reinvent ourselves, responding to changing times with innovative new business models.&quot; – Akira Mori<br />Success is going from failure to failure without los of enthusiasm<br />4<br />
  • 5. INITIAL CONDITIONS <br />Unrealistic expectations, wishful thinking<br />Shortchanged quality assurance<br />Inadequate design<br />Confusing estimates with targets<br />Excessive multi-tasking<br />Lack of user involvement<br />Success is going from failure to failure without loss of enthusiasm<br />5<br />
  • 6. MORE PROBLEMS<br />Weak personnel<br />Noisy, crowded office<br />Feature creep<br />Abandoning planning under pressure<br />Insufficient risk management<br />Success is going from failure to failure without loss of enthusiasm<br />6<br />
  • 7. SOME MATH<br />McConnell’s list of highest impact mistakes<br />0-probability? So it’s impossible…<br />But it exists, its not a dream, its tangible … actually the leader in the industry<br />0-probability doesn’t mean the event is impossible (pick an arbitrary point of an interval)<br />It just means … we meet the outlier …<br />Success is going from failure to failure without loss of enthusiasm<br />7<br />
  • 8. XEROX PARC INNOVATIONS<br />Graphical user interface<br />Mouse<br />Ethernet<br />Notebook<br />Personal workstation, Laser printer, Smalltalk and OOP, “WYSIWYG editors, Aspect oriented programming, …<br />Success is going from failure to failure without loss of enthusiasm<br />8<br />
  • 9. XEROX PARC STRATEGY<br />People usually prefer to be in control of mediocre processes and focus on the things they understand rather than feel out of control with possibly great processes and surprises.<br />Xerox PARC strategy was to focus only on the most surprising outliers<br />Success is going from failure to failure without loss of enthusiasm<br />9<br />
  • 10. THE GOAL<br />Meet extremely hard make-or-break deadlines<br />Create an advantageous initial conditions for the next projects<br />Success is going from failure to failure without loss of enthusiasm<br />10<br />
  • 11. RECALL: INITIAL CONDITIONS <br />Unrealistic expectations, wishful thinking<br />Shortchanged quality assurance<br />Inadequate design<br />Confusing estimates with targets<br />Excessive multi-tasking<br />Lack of user involvement<br />Weak personnel<br />Noisy, crowded office<br />Feature creep<br />Abandoning planning under pressure<br />Insufficient risk management<br />Success is going from failure to failure without loss of enthusiasm<br />11<br />
  • 12. RATIONALIZATION OF SUCCESS<br />“Shallow men believe in luck. Strong men believe in cause and effect.” - Ralph Waldo Emerson<br />Success is going from failure to failure without loss of enthusiasm<br />12<br />
  • 13. CORE TEAM<br />Fujio Cho’s strategy reinvented<br />Huge amount of enthusiasm and energy<br />Brilliant in some areas<br />Success is going from failure to failure without loss of enthusiasm<br />13<br />
  • 14. INITIAL ACTION PLAN?<br />Agile suggests “Let’s pick a direction and get on with it”?!<br />Toyota suggests “Make decision slowly by consensus, thoroughly considering all options; implement rapidly”<br />Success is going from failure to failure without loss of enthusiasm<br />14<br />
  • 15. OPTIONS: SURGICAL TEAM<br />Organic surgical team<br />Very little discipline<br />Empowerment<br />Cultivate the strengths<br />Huge enthusiasm, energy and overtime of core team<br />Recently worked well in Chicago <br />Success is going from failure to failure without loss of enthusiasm<br />15<br />
  • 16. OPTIONS: CLASSIC APPROACH<br />Hierarchy, top-down control<br />Functional departments<br />Plan-driven development<br />Rigid rules<br />Success is going from failure to failure without loss of enthusiasm<br />16<br />
  • 17. OPTIONS: SOME AGILE<br />Agilize development teams, use classic approach in other departments<br />Agilize development teams, then adapt agile for other departments<br />Success is going from failure to failure without loss of enthusiasm<br />17<br />
  • 18. OPTIONS: START WITH PRACTICES?<br />Start with practices and then go deeper with principles and values<br />Start with values and principles, install practices later<br />Success is going from failure to failure without loss of enthusiasm<br />18<br />
  • 19. OPTIONS: HR<br />Agile says “Hire brilliant people, give them what they need and trust them to get the job done”<br />Toyota says “Brilliant process managementis our strategy, we get brilliant results from average people managing brilliant processes”<br />Success is going from failure to failure without loss of enthusiasm<br />19<br />
  • 20. MORE OPTIONS<br />Investigate the subject area, categorize the tasks and install established best practices<br />Hire experts to analyze the situation and give us the list of good practices to follow<br />Success is going from failure to failure without loss of enthusiasm<br />20<br />
  • 21. EVEN MORE OPTIONS<br />Go with empiric approach i.e. create environment, conduct many experiments and look the emergent patterns<br />Take immediate directive actions to establish order, look for what happens and adapt action accordingly<br />Success is going from failure to failure without loss of enthusiasm<br />21<br />
  • 22. INITIAL ACTION PLAN??<br />Too many options … analysis paralysis?!<br />… and there is no even retrospective coherence<br />Socio-psychological picture suggested that the cost of process adoption failures is too high<br />and I hate that hard deadlines …<br />Success is going from failure to failure without loss of enthusiasm<br />22<br />
  • 23. INITIAL PLAN<br />The best of the best HR strategy<br />One2One with all employees<br />Some basic platform to build process on it<br />Weekly process-adding meetings<br />Training for each principle or practice prior to its adoption<br />Enterprise Transition Scrum<br />Success is going from failure to failure without loss of enthusiasm<br />23<br />
  • 24. REALITY: HIRING BEST TALENT<br />There is no human resources department<br />There is even no recruiter<br />So let’s recruit a recruiter and<br />In parallel start recruiting people for the most important positions<br />Success is going from failure to failure without loss of enthusiasm<br />24<br />
  • 25. BEST TALENT: PRE-CRISIS vs. NOW<br />Do you remember pre-crisis hiring challenges?<br />It was awful …<br />Do you think current situation is better?<br />Its much better … but “stars” remain “stars”<br />Success is going from failure to failure without loss of enthusiasm<br />25<br />
  • 26. BEST TALENT: SOME STATISTICS<br />Project managers success rate is less than 1%<br />Developers success rate is 1-2%<br />Architects success rate is 1%<br />Marketing director success rate is 0% <br />CEO success rate is 0% <br />… …<br />… and the problem is not the money.<br /> Currently we have very very brilliant tech and management gurus<br />Success is going from failure to failure without loss of enthusiasm<br />26<br />
  • 27. ONE2ONE: WHY WE NEED IT?<br />“No problem can be solved from the same level of consciousness that created it” – Albert Einstein<br />Success is going from failure to failure without loss of enthusiasm<br />27<br />
  • 28. ONE2ONE: LOGICAL LEVELS<br />Environment<br />Behavior<br />Capabilities<br />Beliefs and values<br />Identity<br />Purpose<br />Success is going from failure to failure without loss of enthusiasm<br />28<br />
  • 29. REALITY: NO ONE2ONEs<br />One2One with all employees<br />Socio-psychological picture<br />Biggest problems and possible solutions<br />What can I do right now to improve their life<br />“I need 2 months” - Suren<br />“You have just one week” – CEO<br />Success is going from failure to failure without loss of enthusiasm<br />29<br />
  • 30. REALITY: QUASI-ONE2ONEs<br />Discussions with key people on key problems and key counteractions<br />Success is going from failure to failure without loss of enthusiasm<br />30<br />
  • 31. REALITY: ONE2ONE REAPPEAR<br />Returned to One2Ones after 6 months<br />Doing it well requires lot of training<br />“The most important thing in communication is hearing what isn&apos;t said.” - Peter Drucker<br />Success is going from failure to failure without loss of enthusiasm<br />31<br />
  • 32. REALITY: BASIC PLATFORM<br />Standard things: Meetings, wiki, jira, email lists, CI, …<br />It was a real challenge to start doing productive meetings<br />The biggest impediment – no one was on time …<br />Second challenge was politics, huge amount of politics<br />After a month or so the first problem was solved<br />Success is going from failure to failure without loss of enthusiasm<br />32<br />
  • 33. REALITY: PROCESS-ADDING M.<br />Monday 11:00-11:30<br />All key tech people and managers must attend, everyone else is free to attend<br />Prepare list of the most important problems beforehand<br />4 minutes to very energetic discussion + 1 minute to make decision or arrange the separate meeting<br />During the first few months most of the problems were solved in 4 minutes<br />Success is going from failure to failure without loss of enthusiasm<br />33<br />
  • 34. REALITY: TRAININGS<br />There was no conference room at that time …<br />Should it have been done anyway?<br />No retrospective coherence, not sure<br />Next time I’ll do!<br /> Currently we have the best workplace and equipment in the industry<br />Success is going from failure to failure without loss of enthusiasm<br />34<br />
  • 35. ENTERPRISE TRANSITION SCRUM<br />Goal is to improve the enterprise<br />Enterprise transition backlog<br />Gather impediments and initiatives from all teams, prioritize and act<br />Enterprise transition council<br />Weekly iterations<br />Planning, demo, retrospectives<br />PO – CEO, Team, Scrum Master – me<br />Success is going from failure to failure without loss of enthusiasm<br />35<br />
  • 36. REALITY: ETS<br />At first I couldn’t find people in the company who is able to participate in ETC<br />Decided to do semi-ETS with all key people involved and with 90% of job done by myself<br />After 5 months project managers team was formed and became ETC<br />After 2 more months ETC was restructured. Now it includes less people.<br />After few more months we moved to Kanban.<br />Currently we are about to refactor it again …<br />Success is going from failure to failure without loss of enthusiasm<br />36<br />
  • 37. REALITY: ETS  RESULTS<br />We have fixed all highest impact impediments, even ones that seemed impossible to deal with a year ago<br />We did aggressive restructuring 3 times<br />It was risky, stressful and required going from failure to failure without loss of enthusiasm.<br />It is really hard!<br />Success is going from failure to failure without loss of enthusiasm<br />37<br />
  • 38. SUCCESS REQUIRES KNOWLEDGE<br />“To turn really interesting ideas and fledging technologies into a company that can continue to innovate for years, it requires a lot of disciplines” – Steve Jobs<br />Success is going from failure to failure without loss of enthusiasm<br />38<br />
  • 39. LOT OF KNOWLEDGE: THEORIES<br />Economics<br />Psychology<br />Sociology<br />Math Statistics<br />Theory of complexity<br />Chaos theory<br />Game theory<br />Theory of constraints<br />Neuroscience<br />Computer science<br />Queuing theory<br />Systems thinking<br />NLP<br />Control engineering<br />Maneuver Warfare<br />Success is going from failure to failure without loss of enthusiasm<br />39<br />
  • 40. MORE KNOWLEDGE<br />Lean - don’t trouble you customer; develop people, then build products; no wasteful work; team and individuals evolve their own practices and improvements; build partners with stable relationships, trust, and coaching in lean thinking; develop teams; go see; spread knowledge; retrospectives; 5 whys; eyes for waste: variability, overburden, non-value-added work, handoff, WIP, delay, multi-tasking, defects, wishful thinking; long-term great engineers; mentoring from manager-teachers; cadence; cross-functional; team room; visual management; entrepreneurial chief engineer; set-based design; create knowledge; long-term; flow; pull; stop & fix; master norms; consensus; …<br />Agile - …, people & project management - …, …<br />Success is going from failure to failure without loss of enthusiasm<br />40<br />
  • 41. EVEN MORE KNOWLEDGE<br />Marketing<br />Data mining<br />Decision theory<br />Case studies<br />Typical patterns<br />…<br />Success is going from failure to failure without loss of enthusiasm<br />41<br />
  • 42. SUCCESS REQUIRES COURAGE<br />“Whenever you see a successful business, someone once made a courageous decision” - Peter Drucker<br />“A great leader&apos;s courage to fulfill his vision comes from passion, not position.”- John Maxwell<br />Success is going from failure to failure without loss of enthusiasm<br />42<br />
  • 43. SUCCESS REQUIRES OPTIMISM<br />“Whether you think you can do a thing or you can&apos;t do a thing, you&apos;re right” Henry Ford<br />Success is going from failure to failure without loss of enthusiasm<br />43<br />
  • 44. SUCCESS REQ. SELF-CRITISISM<br />&quot;The combination of self-criticism and boundless optimism is the hardest and the most important factor of success&quot; Alan Kay<br />Success is going from failure to failure without loss of enthusiasm<br />44<br />
  • 45. SUCCESS REQUIRES …<br />Talent, creativity, innovative thinking<br />Dedication, huge overtime<br />Will-power<br />Enthusiasm<br />Energy<br />…<br />and a great piece of luck.<br />Success is going from failure to failure without loss of enthusiasm<br />45<br />
  • 46. TODAY: HARD DEADLINES?<br />We completed the toughest project 2 times faster with 3 times less resources and with higher quality than competitors<br />Success is going from failure to failure without loss of enthusiasm<br />46<br />
  • 47. TODAY: PURPOSE<br />Money?<br />&quot;Being the richest man in the cemetery doesn&apos;t matter to me ... Going to bed at night saying we&apos;ve done something wonderful... that&apos;s what matters to me.“ – Steve Jobs<br />“Your ability to learn faster than your competition is your only sustainable competitive advantage.” - Arie de Gues<br />Innova core purpose “To grow culture that continuously improves and breeds outstanding results”<br />Success is going from failure to failure without loss of enthusiasm<br />47<br />
  • 48. LOVE WHAT YOU DO<br />&quot;The only way to do great work is to love what you do. If you haven&apos;t found it yet, keep looking. Don&apos;t settle. As with all matters of the heart, you&apos;ll know when you find it.“ – Steve Jobs<br />&quot;Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful.“ - Albert Schweitzer, Nobel Prize recipient<br />Success is going from failure to failure without loss of enthusiasm<br />48<br />
  • 49. THANKS<br />from failure to failure<br />49<br />without loss of<br />Success is going<br />enthusiasm<br />

×