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Stop doing retrospectives Agile Adria 2013

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You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives!

It is time to take your improvement work to a whole new level! It’s time to shift your focus form collecting problems to making small experiments! It’s time to create the daily habits of continuous improvement. It is time to start using Toyota Kata!

In this session you will get a practical introduction to Toyota Kata. You will learn about the two Kata’s, behavior patterns, of Toyota Kata. You will follow a team that goes through the two Kata’s and improves its way of working.

Published in: Business, Technology
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Stop doing retrospectives Agile Adria 2013

  1. 1. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  2. 2. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  3. 3. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  4. 4. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  5. 5. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  6. 6. Suggestions points in many directionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  7. 7. Improvement Whack-a-MoleCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  8. 8. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  9. 9. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  10. 10. Håkan ForssLean/Agile Coach@hakanforssCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  11. 11. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  12. 12. Agile/Scrum/XPCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  13. 13. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  14. 14. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  15. 15. ”To improve is to change;to be perfect is to change often.”Winston ChurchillCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  16. 16. Traditional improvementsThink Do FinishedCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  17. 17. Lean improvementsThink Do ContinuousCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  18. 18. Improvements are experimentsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  19. 19. HypothesisPredictionExperimentObservationCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  20. 20. Expect at least 50% of theexperiments will not give theexpected resultThis is when we REALLY learn!Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  21. 21. What do continuous really mean?• At least one experiment a week• Always at least one activeexperimentCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  22. 22. Daily workDelivering valueImprovingthe workCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  23. 23. See yourself as gardenersIf you don’t keep it up,the weeds will grow backCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  24. 24. Let’s do an experiment!Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  25. 25. Cross your armsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  26. 26. Now cross them the other wayCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  27. 27. We need to rewire our brains forcontinuous improvementsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  28. 28. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  29. 29. What is a Kata?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  30. 30. Create ”muscle memory”for continuous improvementsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  31. 31. “We are what we repeatedly do.Excellence, then, is not an act,but a habit.”AristotleCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  32. 32. VisionCurrentConditionTargetConditionChallengeTargetConditionTargetConditionTargetConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  33. 33. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  34. 34. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  35. 35. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  36. 36. The Vision• Process focused• Not outcome focused• Not a business or company visionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  37. 37. Toyota’s Vision for ItsProduction Operations• Zero defects• 100 percent value added• One-piece flow, in sequence, on demand• Security for peopleCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  38. 38. Software developmentVision example• Zero defects, in production• 100 percent value added• Highest value first, on demandCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  39. 39. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  40. 40. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  41. 41. What to collect• Data and facts, not gut feel• Process metrics• Outcome metricsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  42. 42. Our next targetcondition is…Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  43. 43. Beyond the knowledgethresholdCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  44. 44. Put a square peg in around holeCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  45. 45. Setting a target condition• Hypothesis on the journey towards the nextChallenge and Vision• Based on your business strategy and model forprocess improvement• Follow the Goldilocks rule– Not too hard, Not too easy, Just RightCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  46. 46. CurrentConditionTargetConditionChallengeTargetConditionTargetConditionTargetConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  47. 47. CurrentConditionChallengeCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  48. 48. Target Condition examples• All work visible• Lead time 40 days (from 80 days)• Work-in-process 15 (from 20)• Deploy to production every 2 weeks• Specification by Example is used for 80% of thefeaturesCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  49. 49. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  50. 50. TargetConditionCurrentConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  51. 51. TargetConditionCurrentConditionPDCACreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  52. 52. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  53. 53. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  54. 54. Leader coaching the learnersCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  55. 55. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  56. 56. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  57. 57. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  58. 58. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  59. 59. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  60. 60. So how are the Dailymeeting going? Good. We are takingsmall steps in theright directionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  61. 61. You are startingto take smallsteps every day.I agree.Small experiments thatprobe your way towardsthe Target ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  62. 62. So, what is the targetcondition you areworking on?Reducing the leadtime by 4 daysCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  63. 63. Lead timeS = 10 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%Lead timeS = 8 daysM = 16 daysL = 36 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%Frontend Half the lead time 12th decLead time Throughput
  64. 64. What is the actualcondition now?We are almost thereon the small userstories, but not on themedium and largeCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  65. 65. Can you show methe data?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  66. 66. Id Title StartDate EndDate LeadTime1010 Feature 1 2011-05-20 2011-05-30 101011 Feature 2 2011-05-25 2011-06-06 121012 Feature 3 2011-05-31 2011-06-12 121013 Feature 4 2011-05-31 2011-06-09 91014 Feature 5 2011-06-05 2011-06-13 81015 Feature 6 2011-05-20 2011-06-02 131016 Feature 7 2011-05-25 2011-06-06 121017 Feature 8 2011-05-31 2011-06-08 81018 Feature 9 2011-05-31 2011-06-10 101019 Feature 10 2011-06-06 2011-06-13 7Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  67. 67. What obstacles arenow preventing youfrom reaching thetarget condition?We have identifiedthe followingobstacles …Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  68. 68. Which one are youaddressing now?The testsetup timeCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  69. 69. What was yourlast step?Document thesetup processCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  70. 70. What actuallyhappened?As we went throughthe test setup wedocumented every stepCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  71. 71. What did you learn?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  72. 72. Document thesetup processMany steps are donemanually even if they canbe automatedWe expect tounderstand theprocess betterMany of the steps can beautomated with small changesto the current setup processFrontend5th DecLead time
  73. 73. What is your nextstep?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  74. 74. Automating largeparts of the testsetupDocument thesetup processMany steps are donemanually even if they canbe automatedWe expect tounderstand theprocess betterMany of the steps can beautomated with small changesto the current setup processFrontend5th DecLead time
  75. 75. Sounds like a majorstep? Smaller stepsare preferred.Yes, I guess it is.Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  76. 76. What could be asmaller next step?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  77. 77. Automating largeparts of the testsetupDocument thesetup processMany steps are donemanually even if they canbe automatedWe expect tounderstand theprocess betterMany of the steps can beautomated with small changesto the current setup processFrontend5th DecLead time
  78. 78. Automating largeparts of the testsetupDocument thesetup processMany steps are donemanually even if they canbe automatedWe expect tounderstand theprocess betterMany of the steps can beautomated with small changesto the current setup processFrontend5th DecLead timeAutomating setupof test database
  79. 79. Good.What do youexpect?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  80. 80. Automating largeparts of the testsetupDocument thesetup processMany steps are donemanually even if they canbe automatedWe expect tounderstand theprocess betterMany of the steps can beautomated with small changesto the current setup processFrontend5th DecLead timeAutomating setupof test databaseWe expect to halfthe setup time forthe test database
  81. 81. When can we go and seewhat we have learnedfrom taking that step?In one week.Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  82. 82. Good.See you in one week.Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  83. 83. Toyota Kata summaryCreates organization ”muscle memory” forcontinuous improvementsImprovements are experimentsFamiliar routines, as you probe through theunknownCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  84. 84. Are the exactKatas important?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  85. 85. Yes, but• Having routines are more important– People should know what to expect– Adds extra security when probing throughthe unknownCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  86. 86. Toyota Kata may work forbuilding cars,but we develop software!Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  87. 87. • Have been applied in other domainswith great success• Have been successfully applied inproduct and software developmentCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  88. 88. Rocks !!Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  89. 89. Your treasure map to Toyota Kata!http://hakanforss.wordpress.com/tag/toyota-kata/http://www-personal.umich.edu/~mrother/Homepage.htmlhttp://www.lean.org/kata/http://www.slideshare.net/mike734http://www.slideshare.net/BillCW3/Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  90. 90. Håkan ForssMail: hakan.forss@avegagroup.seTwitter: @hakanforssBlog: http://hakanforss.wordpress.com

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