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Agile Gurugram 2019 Conference | Design Thinking: an approach for transformation

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Session Title : Design Thinking: an approach for transformation

Session Overview : In this talk, we discuss how Design Thinking (DT) approach helps create a journey for Lean-Agile transformation.

A common challenge that organisations face is where and how to start the transformation process. Sometimes, organisations are midway in the process but one needs to reinvigorate the transformation journey. Design thinking helps define a structured approach of how one can one go about this process. It helps us understand how to assess the current state and emerge viable alternatives for taking the transformation process to the next step.

We understand the DT process and how it maps to the needs about transformation process. We understand how the output of the DT process can be mapped to the Lean-Agile transformation objective.

Published in: Education
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Agile Gurugram 2019 Conference | Design Thinking: an approach for transformation

  1. 1. @sudiptal Lean-Agile Transformation with DT
  2. 2. @sudiptal Agile/Lean Practitioner Head of Engineering and Products @ Digité • Development of SwiftKanban, SwiftALM, SwiftEASe products • Organize the LimitedWIP Societies in India Sudipta Lahiri (Sudi) 3 decades in the industry 2
  3. 3. @sudiptal Our Customer - Global Consulting Services PORTFOLIO
  4. 4. @sudiptal Their problem statement • They tasted some success with agile, but that wasn’t enough to move up the maturity curve • With increasing opportunities for business facing solutions and applications, adopting agile became the need of the hour • They understood the theory but practice wasn’t easy • Agile model for services and consulting was not very well understood or practiced
  5. 5. • They spoke with multiple agile consultants/coaches, understood their approach • They made their choice based on: • Practical approach to Agile coaching • Knowledge of tools, methods and metrics • Experience from services and consulting world • Confidence to partner with them in making them successful in their Agile transformation journey
  6. 6. What they wanted • Understand their pain, their teams, customer context and design an approach what would work for them • Discussion led approach: Propagate an energy of collaboration • Be part of their adoption and maturity journey as a coach • Sustain the Lean-Agile adoption, and improve incrementally
  7. 7. @sudiptal • We didn’t want to jump to anything • We wanted to understand them a lot more before we suggested anything at all: • The problem • The people/culture • The pace of change • Existing perceptions and myths Our approach for the partnership…
  8. 8. @sudiptal@sudiptal https://twitter.com/gartner_sym/status/799174404068560896
  9. 9. @sudiptal The 1st Step: Empathy • Empathy is about standing in someone else’s shoes, feeling with his or her heart, seeing with his or her eyes! • It is hard to outsource and automate • Daniel Pink https://www.adam-eason.com/scientific-ways-improve-increase-empathy/
  10. 10. @sudiptal If Empathy is “Why” we do it… … “How” do we go about it? … “What” do we do?
  11. 11. @sudiptal A two pronged approach… Top down… • Leadership Alignment sessions • Middle Management Alignment sessions Bottom Up • Understanding the “Gemba” https://www.mrcpa.org/events/gemba-walk/
  12. 12. @sudiptal Doing the “Gemba” Walk https://traccsolution.com/resources/gemba-walk-questions/ Participate in as many team interactions, customer meetings Look at Status Reports – internal or external Tools LISTEN – Don’t judge or conclude
  13. 13. @sudiptal From Empathy => To Definition
  14. 14. @sudiptal Their pain points • Maturity on delivery processes was evolving as nature of majority of work in the past was consulting and customer managed • Getting started on agile journey to bring cultural shift was a tough goal • Rapid changes in their service delivery model prompted a re-think of our agile execution • Cadences and transparency were a bit inconsistent • Requirements could be managed better • Early view/demos to business could improve • Estimates were still must-do • Quality/entry-exit gates needed a tune-up (DoR/DoD) • Automations and tools
  15. 15. @sudiptal Consultant’s “definition” view of the problem • What is “Agile”? • No reference to “Lean” • Focus is on the team; most problems elsewhere • Upstream • Estimation • Commit scope and timeline • Requirement Decomposition • Automation – team level problem • Agility in parts of the Value Stream
  16. 16. @sudiptal From Empathy => To Definition => To Ideation www.etpowerofideas.com
  17. 17. @sudiptal@sudiptal Visualise Upstream and Downstream separately Start with practices like Standup, Retrospectives Make team members own the stories Focus on flow. Stop starting and start finishing Visualize scope; not tasks From large scope to small stories From effort estimates to relative sizing Try and make the Customer align to Agile Encourage Automation – unit and functional Re-align the role of the Leads to Agile way Re-align the role of Project and Program Managers
  18. 18. @sudiptal@sudiptal Working Model Value StreamsKanban Practices SCRUM Practices Engineering Practices Communication Practices Tools Plan DoCheck Act http://ustore.com.br/disaster-recovery/hiperconvergencia-disaster-recovery/
  19. 19. @sudiptal@sudiptal
  20. 20. @sudiptal@sudiptal P R O T O T Y P I N G https://blog.prototypr.io/what-the-hell-is-rapid-prototyping-fe101e446a78
  21. 21. @sudiptal Where do you start? • We decided to pilot Agile model in a few pilot projects • We shortlisted with mix of projects • Projects that could benefit the most from the transformation – we chose most “challenged” project as opposed to just low risk • Co-located, bonded and willing to adapt teams • Where customer buy-in was achievable
  22. 22. @sudiptal Onboarding • Once the pilot teams/projects are identified… • Explain the Why, How and What (Golden Circle) • Explain the Working Model => Let them “Adapt” the Working Model • Give flexibility => Some teams chose SCRUMBAN, some teams chose Kanban • On-boarding each project/team • Training • Setting up the Board with the Value Stream and the Cards
  23. 23. @sudiptal Testing the Prototypes…
  24. 24. @sudiptalhttps://pixabay.com/en/river-flow-water-rocks-cascade-89180/ Execute, execute… execute • Keep hand-holding teams; share “Observations”; encourage course- correction • Do not make rapid changes frequently… let change stabilize and then evolve • Understand the impediments • Identify Short Term adaptation + Long term impact to Working Model • Stay away from “Religion”
  25. 25. @sudiptal This is how we started …
  26. 26. @sudiptal … and how they work now
  27. 27. @sudiptal This is how our cards flow…
  28. 28. @sudiptal This is how EPIC Value Stream flows…
  29. 29. @sudiptal© 2018 Software AG. All rights reserved Let’s interpret our CFD… Our intermediate lanes are flowing better than the last lane… We are doing Scrumban…so, we will still some batch movement for the last lane! Throughput is continuously improving… UT Automation is the bottleneck in the VS now
  30. 30. @sudiptal We see a few more interesting things… We see some VS stages skips… We see a wide variation in CT between 2 Sprints… This shouldn’t take this long! Notice the increase (improvement) in the CT of the pre-Development VS Stage; however, there is still a lack of CT in the NFR Analysis lane!
  31. 31. @sudiptal PDCA – with Standards • Lean-Agile community is very light about the importance of “standards” • Processes degenerate unless there is a focussed attempt to sustain them • Therefore, we defined a set of Lean-Agile practices
  32. 32. @sudiptal Defining a “Guidance” framework From SCRUM BOK • Sprint Planning • Stand-ups • Burndown Tracking • Retrospective • SCRUM Roles • Velocity Tracking From Kanban BOK • EPIC Value Stream • Story Value Stream • WIP • Pull based execution • Flow Metrics • Throughput Metric Common to both • Transparency (Customer) • Story Ownership • Demo by Story Owner • Independent small stories • CI/CD • Unit Test Automation • Functional Test Automation
  33. 33. @sudiptal … with a 10 point “rating” scale Not understood theory 0 Theory understood but not practiced 2 Occasionally practiced 3 Practiced but significant scope for improvement 4 Mature, Consistently practiced 7 Very Mature, Continuously improving 10 The scale is not linear to reflect the increasing level of difficulty between the subsequent levels.
  34. 34. @sudiptal Defined the “Initial” state… Let teams define their “to be” state in 3 months
  35. 35. @sudiptal Teams choose 3-4 quarterly objectives…
  36. 36. @sudiptal Challenges from Customers POV • Development followed Lean-Agile; E2E value stream is still waterfall • Distributed teams created need for redundant communications • Demos to business IT missed feedback from end business user • Process alignment are still underway
  37. 37. @sudiptal Challenges from People POV • Sustaining the initial enthusiasm and pace of adoption • Ways to avoid pit-falls • Agile champions • Internal Gemba walks and observation sharing • Increased process focus required discipline • Agile does not assure quality; it makes quality issues visible faster • No getting away from engineering steps for high quality • Continuous churn of product functionality creates fatigue
  38. 38. @sudiptal Outcome from Customer POV • Improved visibility with better use of JIRA, Confluence and SwiftKanban • Metric created some aha moments • Impediments /Risks visible earlier • Improved collaboration between Customer and us • Story Maps were useful in getting big picture of the projects • Quality metrics, defined in collaboration the customer, helped in alignment • Frequent demos helped set business expectations
  39. 39. @sudiptal ANONYMOUS SURVEY CONDUCTED IN JUNE’18 • 75% feel that they understand the customer priority • 75% say identification of blockers have improved • 68% said Demos are effective and helpful now in terms of getting early feedback from customer. • 78% are confident within the team to take up tasks and execute • 77% said Sprint planning is helping for work transparency and effective work planning. • 75% said turnaround time for requirement clarification has reduced. • 85% say that daily stand-up is more effective and helpful to get update from each other and know the dependencies • 68% said working together as a team has improved • 81% say that we have a safe environment to raise impediments and challenges • 90% say that we have learning culture and are making active, regular improvements: technical competence + process Team Work Planning and effectiveness Learning Culture Requirements turnaround time Improvement Areas: • 41% feel that Defect notification and triage mechanism is not sufficient and effective • 40% say that it has not helped to get early feedback from customer • 40% said work-life balance is not OK Outcome from People POV
  40. 40. @sudiptal © 2018 Software AG. All rights reserved What worked • Great partner and coaches who could empathize with their problems and watched our back • Right tools to solve problems • Drive to continuously improve • An “open” team!
  41. 41. @sudiptal@sudiptal https://www.oceanit.com/services/design-thinking
  42. 42. @sudiptal Summary… • Understand the customer before you suggest • Follow a structured process to understand your customer • Avoid names to create “reactions” • The steps are so logical that no one will say NO • Ideate with the customer; iterate with the customer to close on a Working Model • Continuous Gemba and feedback loop • Focus on the principles • Don’t attempt to do anything without a VSM • For greenfield projects, INVEST is a major challenge! • Do 5Why to identify the real source of an issue • Standardise to baseline the maturity achieved; then, push for next Kaizen
  43. 43. @sudiptal Thank you… you can reach us at: • Sudipta Lahiri • Heads of Products and Engineering, Digité • slahiri@digite.com • @sudiptal • lahiri.sudipta@gmail.com Join us at the LimitedWIPSociety Meetup groups…

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