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.

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  • Come Kanban Kata too the rescue.
  • This is a tightly knit, cross-functional and very experienced team. They have been working with agile for a few years, mostly using Scrum.The team consists of developers, testers, operations and business representatives.
  • The team has made many big process improvements over the years.After great resistance from the office manager and human resources the team could last year be fully collocated.They have adopted pair programming and test driven development.But lately the team seems to have plateaued and is not improving any more.
  • At the end of every sprint the team does their agile retrospectiveThey reflect on what worked well, what did not work as well and what could improve.
  • They collect suggestions on improvements and add them to the already long and growing list of improvement suggestions.They prioritize the improvement list and what improvements should be done in the next sprint.
  • Improvement suggestions are pointing in different directions
  • When they have fixed a problem it tends pops up later again. It is like an Improvement Whack-a-Mole game.
  • Håkan have been working with agile software development for over 10 years
  • Your run at least one process improvement experiment a week per teamWhen one experiment is done you start on the next
  • Kanske är det dags att prova ett alternativ till retrospektiv?Toyota Kata, från boken med samma namn innehåller just ett sådant alternativToyota Kata består av två beteende mönster eller två sk. Kator
  • Kata(型 or 形, literally: "form"?) is a Japanese word describing detailed choreographed patterns of movements practised either solo or in pairs.
  • Vision: Space explorationChallenge: Go to the moon in this decadeCurrent Condition: We have rockets that can flyTarget Condition 1: Rocket escape the atmosphereTarget Condition 2: Orbit the earthTarget Condition 3: Humans to orbit the earthTarget Condition 4: Orbit the moon
  • Having a clear vision, a compass heading, a true north is very important.This is our guiding star that will make us all go in the same direction and not lose our focus.
  • As important as our vision, or maybe even more important is to grasp our Current Condition.And I mean REALLY grasp our Current Condition.
  • To really understand you need to go to the place where the real work is really done. You need to talk to the people really doing the work.You need to measure and collect data to grasp you Current Condition.
  • The trick is to choose a goal just beyond your present abilities; to target the struggle. Thrashing blindly doesn’t help. Reaching does. “It’s all about finding the sweet spot,” Bjork said. “There’s an optimal gap between what you know and what you’re trying to do. When you find that sweet spot, learning takes off.”The second reason deep practice is a strange concept is that it takes events that we normally strive to avoid—namely, mistakes—and turns them into skills. To understand how deep practice works, then, it’s first useful to consider the unexpected but crucial importance of errors to the learning process.
  • http://www.youtube.com/watch?v=C2YZnTL596Q
  • 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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