[en] Agile - Lean organization and Productivity Improvement Framework - CAS2013 - v3.0
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[en] Agile - Lean organization and Productivity Improvement Framework - CAS2013 - v3.0

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- Factors with greater impact on productivity ...

- Factors with greater impact on productivity
- Agile - Lean Organizational Model
- Agile - Lean Productivity Improvement Framework.

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[en] Agile - Lean organization and Productivity Improvement Framework - CAS2013 - v3.0 Presentation Transcript

  • 1. 1 Agile-Lean Organizational Model Agile-Lean Productivity Improvement Framework CAS2013 - Agile Spain Conference - October 2013 v3.1
  • 2. CAS 2013 2 AGILE EXCELLENCE CENTER Government IT - A Technology Speaker Bio & Company Information  Xavier Albaladejo is Agile-Lean Coach, IT Governance expert and member of the everis Agile Excellence Center. He helps large organizations in being faster and effective under the principles of Agile and Lean, as well as to train teams in Scrum and Kanban.  Xavier Albaladejo is coordinator of La Salle Postgraduate on Agile methods, Certified Scrum Practitioner, founder of proyectosagiles.org, Agile Barcelona and member of Agile Spain Board.
  • 3. CAS 2013 3  Concepts  What is "productivity"?  Types of activities vs outputs.  Factors with greater impact on productivity  Principles and techniques to improve the productivity factors  P.I.F. - Agile-Lean Productivity Improvement Framework  Principles - Agile-Lean Organizational Model  Key Factors  Soft & Hard Axis  Balanced indicators Index
  • 4. CAS 2013 4  Concepts  What is "productivity"?  Types of activities vs outputs.  Factors with greater impact on productivity  Principles and techniques to improve the productivity factors  P.I.F. - Agile-Lean Productivity Improvement Framework  Principles - Agile-Lean Organizational Model  Key Factors  Soft & Hard Axis  Balanced indicators Index
  • 5. CAS 2013 5 What is "productivity"? Productivity = Outputs, generated value Inputs, resources product Time Useful = Lean optic “There is nothing so useless as doing efficiently that which should not be done at all" Peter Drucker
  • 6. CAS 2013 6 Types of activities vs outputs Activities that are Necessary Activities that are not necessary Waste Activities that generate Value (*) (*) Value: product which the end user pays for. Output1 Product SW StreamlineRemove Sub-products E.g.. Documentation Output2 Learning Capabilities, knowledge Output3 25%  We have to generate useful learning within projects so as to be more productive.
  • 7. CAS 2013 7 Factors with greater impact on productivity "Soft "factors and software productivity - which ones matter? Understanding and Improving Software Productivity Measuring productivity of Software development teams A Systematic Review of Productivity Factors in Software Development Understanding productivity software Software productivity metrics: who needs them? Studies on hundreds of projects
  • 8. CAS 2013 8 What factors do you think that have been identified as more relevant Factors with greater impact on productivity
  • 9. CAS 2013 9 Factors with greater impact on productivity 1 Person capability 2 Team cohesion 3 Technical / product complexity 4 Experience and knowledge in similar projects 5 Middle management style 6 Motivation of people 7 Product size 8 Stability of requirements 9 Methodology and tools People Team / Organization Product / project Process / tools Legend Main factors Next factors
  • 10. CAS 2013 10 Factors with greater impact on productivity 1 Person capability 2 Team cohesion 3 Technical / product complexity 4 Experience and knowledge in similar projects 5 Middle management style 6 Motivation of people 7 Product size 8 Requirements stability 9 Methodology and tools Main factors Next factors Very Agile and Lean!  Motivated people and interactions.  Technical excellence and internal design.  Small batches of work, iterations.  Servant managers-teachers, helping teams to flow.
  • 11. CAS 2013 11 Principles and techniques to improve the productivity factors Main factors 1 Person capability Increase the competence of the person. Hiring and keeping good, talented and collaborative people. Continuous improvement and learning mindset. Coaching, Mentoring, Training, Labs. Agile: Open Spaces, Communities of Practice (CoP). 3 Technical / product complexity Continuously ensuring the simplicity of the solution, not over-engineering. KISS, YAGNI, Peer reviews of product internal complexity. Agile: Refactoring (simplification), Pair Programming. 2 Team cohesion Teams design (skills and relationships), hiring and firing, Team Knowledge matrix. Company values, teamwork principles. Agile: Cross-functional team including the client (agile values). Team identity, team working agreements. Create teams that maximize: collaboration, value flow, information sharing and mutual help. A team is an asset in the organization!
  • 12. CAS 2013 12 Principles and techniques to improve the productivity factors Next factors 4 Experience and knowledge in similar projects Teams are specialized in products Agile: Projects are assigned to stable teams. 5 Middle management style Middle management that serves teams and promotes collaboration and eagerness for improving what is not working and that teaches how to have a systemic vision. Encourage transparency, knowledge sharing, asking for help, etc.. Lean: Holistic view, Go see to the Gemba, Respect for people, Manager teacher. 6 Motivation of people Take care of the intrinsic motivation of individuals and recognize a well done work. O2O focused on knowing personal motivations (autonomy, mastery, purpose), challenges, gamification, career plans.
  • 13. CAS 2013 13 Principles and techniques to improve the productivity factors Nextfactors2 8 Requirements stability Continuous Product Management in order to stabilize short-term objectives. Continuous rolling wave planning. Agile: Iteration 0, Product Backlog Grooming, User Story Mapping, Epics. Lean:Just In Time (JIT), Lean Startup. 7 Product size Smaller projects so as to gain more control on them, that regularly deliver end product. Agile: Short iterations where the primary measure of progress is working SW. Lean: Small batches of end product, reducing the Work In Progress (WIP). 9 Methodology and tools Adapt methodology and tools (using bottom-up feedback) so that the team flows and only has to worry about producing value, with a holistic view. Best practices, Assets reuse. Agile: Retrospectives, Impediment Backlog (IBL), Continuous Integration with automated testing. Lean: Lean Principles, Waste identification & analysis, Kaizen events, five whys, A3, Value Stream Mapping, Stop the line, etc..
  • 14. CAS 2013 14  Concepts  What is "productivity"?  Types of activities vs outputs.  Factors with greater impact on productivity  Principles and techniques to improve the productivity factors  P.I.F. - Agile Lean Productivity Improvement Framework  Principles - Agile-Lean Organizational Model  Key Factors  Soft & Hard Axis  Balanced indicators Index
  • 15. CAS 2013 15 P.I.F. - Principles  Design of organizational structure  Oriented to get flow in the entire value chain, assuring that it is not broken, in this way integrating the maximum of disciplines from end to end.  Stable teams, specialized in product areas.  Continuous planning and follow-up  In product as well as in impediments.  Learning and continuous improvement in short intervals  Competencies and motivation growth.  Improvement and simplification of internal product design, processes and organization.
  • 16. CAS 2013 16 Agile team P.I.F. - Principles: Agile-Lean Organizational Model  Agile Team: Cross-functional team (including the client), stable, co- localized, specialized in product areas, self-organized, able to develop end product by itself. Product AgileProgramming TestingAnalysis Product Owner Development team Scrum Master
  • 17. CAS 2013 17 P.I.F. - Principles: Agile-Lean Organizational Model  Squad: Extended Agile Team to minimize external dependencies. Product AgileProgramming Testing UXAnalysis DevOps Product Owner Extended team Creating flow in the entire value chain, from the idea to the use of the product Focus on deliver value Similar to a micro-company. ... People of specialized groups are assigned part time to specific Squads, to help them flow Scrum Master Agile team Product line squad Autonomous team
  • 18. CAS 2013 18 P.I.F. - Principles: Agile-Lean Organizational Model  Squads. A more appropriate view: Generalizing specialists • They know other technical specialties, in order to better engage and help them if necessary, so as to get flow. • They specialize / learn in the product they are working on. Product Backlog (PBL) Product Owner (PO) • Single point of work entry to the team. • Prioritizes the Product Backlog and regularly accepts the product,. Product Owner Analyst Dev DevDev Dev Tester Tester UX DevOps Scrum Master Scrum Master (SM) • Remove impediments in the value flow that the team can not resolve by itself. • Makes the team collaborate, think together to create synergies and continually improve. Impediment Backlog (IBL) Direct collaboration
  • 19. CAS 2013 19 P.I.F. - Principles: Agile-Lean Organizational Model  Competence Managers / Speciality Coaches: Improve the capabilities and motivation, lead the Communities of Practice (CoP) for the transversal diffusion of knowledge, the global improvement and the homogenization of the working methods. AgileProgramming Testing UXAnalysis DevOps Squad N Squad 1 Competence Mgrs Speciality Coaches Squad 2 CoP BL CoP BL CoP BL CoP BL CoP BL CoP BL
  • 20. CAS 2013 20 Analysis  Product Management Team: Regular Demand Management in order to split product projects and improvements into smaller, more manageable and stable chunks of work, as their development is getting closer and to ensure a balanced workload to the teams (reduce mura). P.I.F. - Principles: Continuous product planning and follow-up AgileProgramming Testing UX DevOps Squad N Squad 1 Squad 2 Area Product Owner PBL Area (Roadmap) Sub-Area PBLs Product Owners + Lean Startup approaches to quickly validate product hypotheses in the market! [Standish Group: ≈ 50% of the feautures are never used]
  • 21. CAS 2013 21 P.I.F. - Principles: Continuous improvement planning and follow-up  Enterprise Improvement Backlog: Corporate improvement strategy, based on a Lean approach (end to end) and bottom-up feedback of improvements to make (organizational redesign, processes). Programming Testing UXAnalysis DevOps Squad N Squad 1 Competence Mgrs Speciality Coaches Squad 2 Enterprise Improvement Backlog (EIBL) CoP BL Improv. Champion CoP BL CoP BL CoP BL CoP BL CoP BL Agile The Improvement Champion is the continuous improvement Product Owner in the company. His product is an organization that must be focused in value creation and be efficient. He is the responsible of enterprise end to end value flow.
  • 22. CAS 2013 22 P.I.F. - Principles: Servant leadership  A more appropriate view: management that serves the teams, a team that collaborates to help the teams flow. Programming Testing UXAnalysis DevOps Squad N Squad 1 Competence Mgrs Speciality Coaches Squad 2 Improv. Champion Agile The management is the team that creates the context for teams to flow Lean Foundation: Lean thinking manager-teachers
  • 23. CAS 2013 23 P.I.F. - Principles. Two types of flows: product and improvements Programming Testing UXAnalysis DevOps Squad N Squad 1 Squad 2 SM  “Force fields" appear that complement one to another without losing the objective of achieving greater flow, above efficiency in each speciality. Product Owners Competence Mgrs Speciality Coaches Improv. Champion The Improvement Champion manages system improvements and repositions focus again towards achieving global product flow, end to end in the company In this way we get a product oriented organization: from its flow creation to its operation (good products, with fast innovation and a good service, are what make a company earn money) Product flow System improvements flow
  • 24. CAS 2013 24 P.I.F. - Key factors  Having a powerful reason to change!  Middle management culture: collaborative.  Responsibilities   leadership.  Systematize, cadence, short cycles of learning and improvement.  Wish to change:  Explicit support from the Top Management.  Middle Management willingness to learn and make the change real.  Clear and shared improvement objectives. Soft aspects are the "oil" of the Hard ones
  • 25. CAS 2013 25 P.I.F. - Hard Axis Organization, processes and techniques Company Hardware 1 2 4 5 6 7 8 9 Person capability Team cohesion Complexity Similar experiences Management style Motivation Product size Requirements stability Methods, tools3 Competence Manager • Tribal hiring and firing (with the team), Teams design. • Gamification.6 42 Team KISS YAGNI • Refactoring. • Visual Management. • Continuous Integration with Auto. test • Iteration 0, Epics, JIT, Lean Startup. • Retrospectives, waste identification, best practices, Stop the line. 6 3 872 3 531 2 2 9 Scrum Master • Impediment Backlog (IBL). • Team skill matrix, team design.1 3 Improvement Champion • Enterprise Improvement Backlog (EIBL) -Strategy. • Organizational redesign. • Open Spaces. • Waste identification & analysis. • Kaizen events, A3. • 5 whys, Ishikawa. • Value Stream Mapping. 3 3 3 4 3 2 3 4 3
  • 26. CAS 2013 26 P.I.F. - Soft Axis Culture, competence and motivation Company Hardware People 1 2 4 5 6 7 8 9 Person capability Cohesion team Complexity Similar experiences Managers Style Motivation Product size Requirements stability Methods, tools3 CEO A, B, C • Noble purpose. • Company values, storytelling. • Agile values, Lean principles. • Teamwork principles. • Continuous improvement and learning mindset, "test & learn". 2 2 2 1 3 5 6 62 Improvement Champion • Open Spaces.1 Scrum Master • Team cohesion, 360. • Motivation, O2O, Niko-Niko. • Team skill matrix. 2 6 1 Competence Manager / Speciality Coaches • Dissemination of values, give example. • CoP Backlog, Training, Labs, Demos, Manager teacher. • Best Practices,Assets reuse. • Lean: Holistic view, Go see to the Gemba. • O2O, motivations, challenges, coaching. • Career plans. 1 3 4 5 6 6 5 2 2 3 5 1 5 A, B, C • Team identity. • Working agreements, Lessons Learned. • Peer reviews, Pair Programming.Team 2 1 3 2
  • 27. CAS 2013 27 P.I.F. - Balanced Scorecard - Indicators  By team / product lines.  Trend analysis in order to know the effect of the improvements. External Quality Corrective Hours vs Total Experienced Quality User satisfaction Business results Internal Quality Product Complexity Teamwork Teamwork Motivation Learnt Knowledge Cost Unit cost Production Lead Time Velocity
  • 28. CAS 2013 28 P.I.F. - Conclusions  Attract, hire "good" people, talented and collaborative; develop and motivate them. Book time and have discipline to do so.  Create a context where teams can flow:  Self-contained teams, value-chain oriented, specialized in product. A team is as asset in the organization!  Hard Axis: Practices for learning and regular improvement.  Soft Axis: Values ​​to help to get alignment. Give example.  Establish responsibilities and bottom-up scaling :  In order to make improvements in the organization, processes and tools.  In order to improve people skills and their motivation.  Focus on simplicity, flexibility and quick feedback in product, technology and working methods.  KISS, YAGNI, refactoring, peer reviews, iterations, Lean Startup, ...
  • 29. CAS 2013 29 One last important remark We are very much focused on productivity ... ... but without good products / services we will not go very far
  • 30. CAS 2013 30 Questions
  • 31. CAS 2013 31 Acknowledgements I would like to thank Claudia Melo for her help on some studies on productivity during her PhD in Sao Paulo University Thanks to Angel Medinilla for its inspiration ;) Thanks to CDmon for their enthusiasm, determination, effort and open-mindedness in order to make the model real.
  • 32. everis.com IT Governance line Technology U.S.