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IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13
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IMPROVING THE FULL VALUE CHAIN (MATTIAS SKARIN) - LKCE13

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Making products fly involves more than just the development team. So how do we involve, intract and improve with the non software parts of the value chain? Let me walk through lean techniques and …

Making products fly involves more than just the development team. So how do we involve, intract and improve with the non software parts of the value chain? Let me walk through lean techniques and thinking that helps drive improvements across organizational borders. I’ll share experiences and examples from real case studies where they have been put to use.

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  • “In Lean operational decisions, value trumps flow, and flow trumps waste reduction”- David Anderson
  • ”Nothing has changed until you see a new behaviour manifested by people working there”(it is only word of mouth)
  • Define – way of workExample: How to really to testingHow to do tddHow to use interfacesHow to deploy-----what changed the culture was giving people the means by which they could successfully do their jobs“Recognize that the way problems are treated, reflects your company culture
  • ”Trust – but verify”
  • Why is it hard? When push comes to shove.. That’s where your behaviours reveal themselves
  • Should we invest in this?What is the minimum content to engage in a conversation with development?Mandatory in red, rest is optional and should be agreed upon between marketing/team
  • You want it, you make it happen
  • Concept example:Stopped ”upgrade” / refactoring of old functionality Concept (short term gain) – why?Couldn’t identify customer value in this proposition
  • Improvement kata – management asking questions, exploring(not focusing on setting target state)Purpose: - Free management time! -”Fingerspitzengefühl”
  • Experimentation, with confidence
  • Fact first
  • Company is known player on the market - public sectorKnown as a stable but a bit boring - ”Volvo”
  • Poor interface Spaghetti code Poor test coverage 1 person in India understand the few tests that exist
  • Devteams using ScrumDistributed
  • Reported from the fieldTeamed up with the support manager and checked the facts
  • Improvement kata – management asking questions, exploring(not focusing on setting target state)
  • Instead of short term profit
  • Transcript

    • 1. Improving the full value stream Lean Kanban Central Europe, 2013 Mattias Skarin Kanban / Lean coach www.crisp.se http://blog.crisp.se/mattiasskarin mattias.skarin@crisp.se
    • 2. Core thinking guiding (our) LEAN TRANSITION Mattias Skarin 2
    • 3. Lean is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Mattias Skarin 3
    • 4. Lean improvement prioritization Remove waste Improve flow ”End to end” Add Value Continuously improve Mattias Skarin 4
    • 5. Value – are we there yet? Value demand Unvalidated demand Failure demand False demand 5
    • 6. Change thinking, is useless What we do Values, attitude Culture Mattias Skarin 6
    • 7. Improvements happens by • • • • Improve Maintain Achieve Define Quality over speed Mattias Skarin Facts first 7
    • 8. That help drive good behaviour TOOLS Mattias Skarin 8
    • 9. Tools Interfaces Improvement pulse Concepts Statistical sampling Mattias Skarin 9
    • 10. ”Interfaces” Product management Development Interface  Answers: What is good quality input?  Owned by people working in the process Mattias Skarin Support Interfaces Behaviour (meet up once a month)  Did we keep it?  What should be changed?  What is superficial? 10
    • 11. Concept name: Created by: Impact: (how do you want to improve the world of the end user? Use a comic strip to illustrate) Date: GUI idea Experienced advantages, per role or customer segment (what not to comprimiizeaway) Surprice Productfeatures tradeoffs (the most important) (wowfactor) Linear functions (the more the merrier) Basic Market size (estimation) Why do it? (from a market perspective) Grab new customer > 1’’ 300’ – 1’’ 100 ’– 300’ 0 – 100’ Browser support (versions we need to be compatiible with) Firefox IE Safari Chrome Mobile dev. Keep customer Stay on market Expend customer Be more effective Other(what: 11
    • 12. The big idea Concept owner Happy client Team Release Function The person passionate about the idea takes it all the way to happy client There is no handover Mattias Skarin 12
    • 13. Why care? Example Business Analysis Wait Pre study Wait Prestudy, Estimation, Approval, Waiting Project Gov. Relearning Wait Relearning prestudy 39 months Dev Dev Wait Building it Test Wait Rel 9 months Total time: 4 years Mattias Skarin 13
    • 14. Customer Concept owner Customer Dev Working software? Customer Process change Training Customer Data config Hardware Third party Legacy code Mattias Skarin 14
    • 15. Improvement pulse Purpose: - Free management time! -”Fingerspitzengefühl” Mattias Skarin 15
    • 16. Improvement pulse Experiment, with confidience http://sv.wikisource.org/wiki/Kultur_och_teknik Mattias Skarin 16
    • 17. Improvement pulse - dashboard Sales - $ Quality Sales Prod Dev Support Focus: Improve: Lead time (optional) Mgmt Purpose: - Shared view / split vision for teams - Avoid local suboptimization - Alignment / Focus Mattias Skarin 17
    • 18. Improvement pulse– the behaviours Before (walk) 1. 2. 3. 4. Who owns charts and board? Set interval for walk – a fixed time (participation: managers from all functions) Before walk: Update my charts Highlight ”what’s odd” During (walk) 1. 2. 3. 4. 5. 6. Mattias Skarin What’s current focus? What’s are you improving on? What do we need to focus on Any problem teams want to raise? Do we take it on? Who owns it (manager)? 18
    • 19. Learning to use statistical sampling ”Trust, but verify!” Behavour: When in trouble – facts first Mattias Skarin Ronald Reagan 19
    • 20. Case study Improving a product line 00:33 20
    • 21. Market  Existing customer base  Product judged as key to future  Market window is ”now” 2013 Q1/2 Staff Ebit 15500 20,3’’ 17,6’’ (84%) 3300 (21%) Mattias Skarin 21
    • 22. Product in bad need of repair Product face lift Mattias Skarin 22
    • 23. Sales team We are Distributed Sales Customer specialists Product owner Development Dev teams India Mattias Skarin Swe Support 23
    • 24. PO / Department Manager Customer Specialist Sales Dev Support Not sure we can afford hire more support staff We all push it Mattias Skarin 24
    • 25. Mapping the value stream 2sp 7 New idea Try it on specialist Write user story Estimat e 4 months Spri nt Regr. test 3 months Lead time: 28v / 7m Mattias Skarin 25
    • 26. Define process Ideas Concept Simplify Development 1. 3. 2. Runnable by client 4. MMF MMF MMF Kund Mattias Skarin 26
    • 27. Interfaces 2014-01-14 Mattias Skarin 27
    • 28. Achieve? 2014-01-14 Mattias Skarin 28
    • 29. Maintain.. ? I hear this test driven development stuff is slowing developers down.. Manager We must be twice as slow now! Mattias Skarin 29
    • 30. Before: 196 After: 203 Velocity week 46 (2010) to week 34 (2011) 45 43 40 35 35 29 30 24 25 24 22 23 22 22 20 20 18 17 17 20 17 15 11 10 10 10 10 5 5 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 2011 Mattias Skarin 30
    • 31. Lead time 500 Lead Time 450 400 350 300 250 200 150 100 50 0 2009/10/01 2009/12/01 2009/11/01 2010/01/01 2010/03/01 2010/05/01 2010/07/01 2010/02/01 2010/04/01 2010/06/01 2010/08/01 2010/10/01 2010/12/01 2010/09/01 2010/11/01 2011/01/01 2011/03/01 2011/05/01 2011/07/01 2011/02/01 2011/04/01 2011/06/01 2011/08/01 Mattias Skarin 31
    • 32. Problem #2 There are too many bugs! We can’t ship! Mattias Skarin 32
    • 33. Check the facts How are we doing in production? 10 9 8 7 6 5 4 3 2 1 0,5 0 0,6 2014-01-14 Mattias Skarin 33
    • 34. Check the facts - what’s being reported? 20 18 16 14 12 10 8 6 4 2 0 Bugs Mattias Skarin Feature req. New feature 3rd party old product integration Usability Production env. 34
    • 35. Where could we have found them? 10 9 8 7 6 5 4 3 2 1 0 Function test Different role Quite few, but developers should find Mattias Skarin Different brower Testing on prod. data Only to find using regression testing 35
    • 36. Maybe we moved a bit too fast.. Before: release interval: 6m Now: Release interval 2 weeks Mattias Skarin Fix: Inject regression testing Increse time between release to 3w 36
    • 37. 1. Improvement Kata - Define Mattias Skarin 37
    • 38. Maintain Mattias Skarin 38
    • 39. Seek perfection Mattias Skarin 39
    • 40. Let’s try it again.. PO Sales ”It has to shine! We have promised!” Mattias Skarin Dev & Support ”Are you willing to invest go get Quality?” 40
    • 41. Define..(now by manager) Sales Customer experts Interface Mattias Skarin 41
    • 42. What’s sticky? Let’s check facts first I’ve got a bug  Pull quality, in every step Mattias Skarin 42
    • 43. What’s changed? ”If it wasn’t for lean, I don’t think this product would be here today” Sales Department manager Cust. spec. Product Dev Mattias Skarin 43
    • 44. Summing up 01:32 44
    • 45. Your untapped upside Discovery - from idea to sprint Pull, validated , customer value ...over short term profit Mattias Skarin 45
    • 46. What behaviour are you going to change? Links: crisp.se/concepts blog.crisp.se/mattiasskarin 46

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