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 and Kanban.

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Quality, Value and Innovation - Scrum gathering india 2013

  1. 1. 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
  2. 2. 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
  3. 3. Failed 26% Succeeded 13% Challenged 61% Agile Projects Standish Chaos Report 2012 Non-Agile Projects Failed 9% Succeeded 42% Challenged 49%
  4. 4. 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
  5. 5. We can do even better than this!
  6. 6. ConstraintsQuality Value Jim Highsmith’s Agile Triangle
  7. 7. Why is this important?
  8. 8. Systems Thinking
  9. 9. ©Eric Joisel Systems Thinking
  10. 10. WHAT does that have to do with: Jim Highsmith’s Agile Triangle ?Quality Constraints Value
  11. 11. WHAT is Value?
  12. 12. Value is the tangible or intangible benefit obtained
  13. 13. Value comes in different ways and is multidimensional
  14. 14. It is hard to determine what the real value to the customer is
  15. 15. How do we determine the real value?
  16. 16. Systems Thinking
  17. 17. WHAT is Quality?
  18. 18. Quality is the successful delivery of the expected Value
  19. 19. Quality is NOT an add-on Q
  20. 20. Quality is an intrinsic property of the product/service created
  21. 21. Why is this important?
  22. 22. To make customers really happy!
  23. 23. To gain competitive advantage!
  24. 24. If we successfully Design, Generate and Deliver thecustomizewindows.com value Then we increase competitive advantage
  25. 25. How do we increase competitive advantage?
  26. 26. Framy
  27. 27. Innovation towards value to the Customer increases competitive advantage
  28. 28. iVDO Kewl Motion
  29. 29. Innovation towards value to the Enterprise increases competitive advantage
  30. 30. Lean Agile Prism Value to customer and to enterprise ConstraintsInnovation Quality © Masa K Maeda
  31. 31. Natural resources based Economy Innovation based Economy Investment based Economy Ref: Michael Porter P Productivity CompetitiveAdvantage
  32. 32. Ubiquitous Innovation
  33. 33. Improvements SolutionsMetasolutions Levels of innovation
  34. 34. Achieve continuous improvement ...and stick to it!
  35. 35. Simplicity means the achievement of maximum effect with minimum means — Koichi Kawana
  36. 36. E=mc2
  37. 37. To Do Doing Done
  38. 38. To Do Doing (6) Done
  39. 39. To Do Design (3) Dev/test (6) UAT (5) Done Team 1 Team 2 Urgent
  40. 40. To Do Design (3) Dev/test (6) UAT (5) Done Team 1 Team 2 Urgent
  41. 41. 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
  42. 42. Case: Telecom
  43. 43. 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
  44. 44. 0 2 4 6 8 10 4 9 Before Month 1 Internal comm & comm w/providers
  45. 45. 0 2 4 6 8 10 4 8 Before Month 2 Comm w/customers
  46. 46. 0% 20% 40% 60% 80% 100% 86% 99% Before Month 3 On-time delivery
  47. 47. 0 10 20 30 40 50 45 35 Before Month 3 Work hours / week
  48. 48. 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
  49. 49. A better way of building Cities to learn Scrum
  50. 50. Alexey Krivitsky’s Lego City
  51. 51. Masa Maeda’s Paper City
  52. 52. 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!

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