Quality, Value and Innovation - Scrum gathering india 2013
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Quality, Value and Innovation - Scrum gathering india 2013

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Scrum and Kanban are great but still, more can be done. This is a presentation at "Ri" level (fro Shu-Ha-Ri) on how systems thinking and innovation can be used to boost what we can achieve with Scrum ...

Scrum and Kanban are great but still, more can be done. This is a presentation at "Ri" level (fro Shu-Ha-Ri) on how systems thinking and innovation can be used to boost what we can achieve with Scrum and Kanban.

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Quality, Value and Innovation - Scrum gathering india 2013 Quality, Value and Innovation - Scrum gathering india 2013 Presentation Transcript

  • L e a n   V a l u e   I n n o v a t i v e   M a n a g e m e n t ® ™ Value, Quality and Innovation Masa K Maeda, PhD masa@valueinnova.com @masakmaeda www.valueinnova.com
  • Masa K Maeda, PhD Creator of Lean Value Innovation™ Senior consultant, Cutter Consortium in Boston, USA Teach Value Innovation at Universidad of California at Berkeley Extension. California, USA Contributor to de creation of the Lean Kanban University (Valueinnova was a founding Charter Member) Most influential person bringing Lean Agile to Spain and Latin America Has provided services to enterprises and professionals from Fortune 100 to startups in 12 countries in the American, European, Asian, and African continents CEO & founder, Valueinnova® LLC, in Silicon Valley, USA R&D at Apple Inc. in Cupertino, USA Associate at David Anderson & Associates, USA Translated David Anderson’s book on Kanban into Spanish Founding team member at 4 successful startups in Silicon Valley, USA R&D at Justsystems Inc., the best Japanese software company, Japan Previously Masa lives in Silicon Valley, USA
  • Failed 26% Succeeded 13% Challenged 61% Agile Projects Standish Chaos Report 2012 Non-Agile Projects Failed 9% Succeeded 42% Challenged 49%
  • Some benefits with Kanban 3.7% 26.8% 34.1% 31.7% 1.2% 2.4% Quality © 2010Cutter Consortium: Masa K Maeda 4.8% 24.1% 42.2% 25.3% 2.4% 1.2% 9.6% 28.9% 20.5% 33.7% 4.8% 2.4% Customer satisfaction Productivity Very high High Somewhat high No difference Somewhat low Low
  • We can do even better than this!
  • ConstraintsQuality Value Jim Highsmith’s Agile Triangle
  • Why is this important?
  • Systems Thinking
  • ©Eric Joisel Systems Thinking
  • WHAT does that have to do with: Jim Highsmith’s Agile Triangle ?Quality Constraints Value
  • WHAT is Value?
  • Value is the tangible or intangible benefit obtained
  • Value comes in different ways and is multidimensional
  • It is hard to determine what the real value to the customer is
  • How do we determine the real value?
  • Systems Thinking
  • WHAT is Quality?
  • Quality is the successful delivery of the expected Value
  • Quality is NOT an add-on Q
  • Quality is an intrinsic property of the product/service created
  • Why is this important?
  • To make customers really happy!
  • To gain competitive advantage!
  • If we successfully Design, Generate and Deliver thecustomizewindows.com value Then we increase competitive advantage
  • How do we increase competitive advantage?
  • Framy
  • Innovation towards value to the Customer increases competitive advantage
  • iVDO Kewl Motion
  • Innovation towards value to the Enterprise increases competitive advantage
  • Lean Agile Prism Value to customer and to enterprise ConstraintsInnovation Quality © Masa K Maeda
  • Natural resources based Economy Innovation based Economy Investment based Economy Ref: Michael Porter P Productivity CompetitiveAdvantage
  • Ubiquitous Innovation
  • Improvements SolutionsMetasolutions Levels of innovation
  • Achieve continuous improvement ...and stick to it!
  • Simplicity means the achievement of maximum effect with minimum means — Koichi Kawana
  • E=mc2
  • To Do Doing Done
  • To Do Doing (6) Done
  • To Do Design (3) Dev/test (6) UAT (5) Done Team 1 Team 2 Urgent
  • To Do Design (3) Dev/test (6) UAT (5) Done Team 1 Team 2 Urgent
  • To Do Design (3)Design (3) Dev/test (6)Dev/test (6) UAT (5)UAT (5) Done Doing Done Doing Done Doing Done Team 1 Team 2 Urgent
  • Case: Telecom
  • Before Improvements within Modus operandi Ad hoc task assignment Pull system Motivation Positive attitude Some employees with low motivation Positive attitude Proactive Additional benefits None An important deficiency in the service from providers was detected and operational improvements were implemented Initial improvements
  • 0 2 4 6 8 10 4 9 Before Month 1 Internal comm & comm w/providers
  • 0 2 4 6 8 10 4 8 Before Month 2 Comm w/customers
  • 0% 20% 40% 60% 80% 100% 86% 99% Before Month 3 On-time delivery
  • 0 10 20 30 40 50 45 35 Before Month 3 Work hours / week
  • Before Further improvements None Customer satisfaction: High The largest customer (Telefonica) started transferring contracts from other, larger providers to Getecsa Getecsa’s workload almost doubles yet still delivers 99% on time without extra work hours and no extra staff None Most of Getecsa consultants are also contracted by customers to be service managers None Telefonica starts transferring project leadership responsibilities to Getecsa None Getecsa’s staff, using their slack hours figure out, design and develop a new cloud service, becoming Getecsa’s new offering None 18 months after starting its transformation Getecsa opens offices in another country Additional benefits
  • A better way of building Cities to learn Scrum
  • Alexey Krivitsky’s Lego City
  • Masa Maeda’s Paper City
  • masa@valueinnova.com @masakmaeda L e a n   V a l u e   I n n o v a t i v e   M a n a g e m e n t ® ™ Thanks!