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Suddenly, Reality (Peter Leeson)

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Peter Leeson Presentation from "Agile by Example" 2016 conference, Warsaw 11-Oct-2016 on why process improvement and transformation models don't achieve their advertised objectives.

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Suddenly, Reality (Peter Leeson)

  1. 1. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved White Clarke Group Suddenly Reality  Peter Leeson  Quality Manager, White Clarke Group Process and Quality Improvement Consultant PLeeson@WhiteClarkeGroup.com @PeterLeeson  Agile by Example 11 October 2016
  2. 2. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved Company Overview  Founded in 1992  Now a global company with circa 600 professionals  Finance specialists – ‘blue chip’ client track record  Trusted by more than 100 customers in 30 countries  Professionals with strong business and technical knowledge  Finance technology leadership with an innovative product set  Client results focused – efficiency, cost, revenue, service, risk  Long term partnership approach to client relationships  Cross sector capability automotive, asset, fleet, mortgages
  3. 3. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved Group Performance  Turnover 2014 60€ Million  R&D circa 1.5€ Million p.a.  Installations in 30 countries  Headcount: 540  High client diversification  Leading International Auto Finance  Technology Supplier  New Product Introductions 60 44 42 40 33 € 10.0 € 15.0 € 20.0 € 25.0 € 30.0 € 35.0 € 40.0 € 45.0 € 50.0 € 55.0 € 60.0 € 65.0 20142013201220112010 Group Sales (million euros) We recognise the importance of continuous investment in leading edge technologies and products and are committed to spending a minimum of 7% of revenue in R&D. 0 100 200 300 400 500 600 2007 2008 2009 2010 2011 2012 2013 2014 Number of employees
  4. 4. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved CHINA | Beijing Offices: White Clarke Group’s established presence Our Offices UK | Milton Keynes GERMANY | StuttgartAUSTRIA | Vienna GERMANY | Munich CHINA | Beijing CANADA | TorontoUSA | Alpharetta AUSTRALIA | Sydney INDIA| Mysore
  5. 5. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission@ 2016 White Clarke Group Ltd. All Rights Reserved World Class Clients
  6. 6. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission@ 2016 White Clarke Group Ltd. All Rights Reserved Captive Automotive Expertise
  7. 7. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved Our modular product platform can be tailored to your requirements • Lego Board Solution • Iterative and incremental business change capability • Future proof, low risk technology upgrades • Deliberate reuse of existing technology assets Product Diagram
  8. 8. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Evolution of Quality
  9. 9. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission The Theories
  10. 10. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission The Consultant
  11. 11. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission The Audit / Appraisal / Evaluation  “Too much concern about how well one is doing in a task disrupts performance by loading short-term memory with pointless anxious thoughts.”
  12. 12. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission The Framework ISO 9001 Malcolm-Baldridge P-CMM E-Sourcing Capability Model ISO/IEC 12207 CMM EIA 731 ISO/IEC 15288 CMMI-SVC CMMI-ACQ SE-CMM ISO/IEC 15504 BS 15000 TickITplus CMMI-DEV TQM BS 7799 Six-Sigma V AgileCobiT MIL-STD-498 EIA 632 eSCM-SP FAA iCMM IEEE 1220 SA-CMM IEEE/EIA 12207 IPD-CMM ISO 15939 J-STD-016 PSM PSP Q9000 SECAM Automotive SPICE TL9000 TSPPMMM TMMi DevOps Moar Diagrams
  13. 13. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission
  14. 14. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission What Went Wrong? People Process Technology People
  15. 15. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission What are People? Images stolen from the Internet without acknowledgement, but with an apology 36.8×1015 FLOPS 36 800 000 000 000 000 floating-point operations per second Super computer “Stampede” runs at 5.2*1015 FLOPS thanks to 462000 core processes
  16. 16. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission People Manage Information in Two Minds Type 1 Processes – Subconscious – Awareness – Continuity  Your Reflex Brain at work Type 2 Processes – Conscious – Effort – Concentration  Your Reflective Brain at work You have two main minds, two ways of processing:
  17. 17. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Type 1 Processes 2+2=? Images stolen from the Internet without acknowledgement, but with an apology
  18. 18. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Type 1 Processes 2+2=? Images stolen from the Internet without acknowledgement, but with an apology Type 2 Processes
  19. 19. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Type 2 Processes Images stolen from the Internet without acknowledgement, but with an apology
  20. 20. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Type 2 Processes Interrupt you  “All variants of voluntary effort – cognitive, emotional and physical – draw on a shared pool of mental energy” (Roy Baumeister)  This means – Tell the children to be quiet when you drive in bad weather – Stop walking to explain the political situation in Syria
  21. 21. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Demonstration  On the following slides there is one word  Each slide has a word written in a different colour  Please shout out the colour in which the word is written
  22. 22. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Blue
  23. 23. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Red
  24. 24. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Green
  25. 25. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Red
  26. 26. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Green
  27. 27. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Blue
  28. 28. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Yellow
  29. 29. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Blue
  30. 30. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Red
  31. 31. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Red
  32. 32. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Yellow
  33. 33. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Please Calculate 421 * 60
  34. 34. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission 421 * 60 In What Colour Is This Word? Blue
  35. 35. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission 421 * 60 In What Colour Is This Word? Blue
  36. 36. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission 421 * 60 In What Colour Is This Word? Gred
  37. 37. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Rue
  38. 38. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Yellue
  39. 39. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Have you worked it out? 421 * 60
  40. 40. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Bled
  41. 41. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Green
  42. 42. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Grue
  43. 43. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission In What Colour Is This Word? Blow
  44. 44. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission So?  What was the answer?
  45. 45. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Did you get it?  421 times 60 is 25260 – you could have worked this out in your mind  But to that, you had to interrupt your simple task of calling out colours to work it out: – You had to interrupt your type 1 processes to allow your type 2 processes to function
  46. 46. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission The Consultant Images stolen from the Internet without acknowledgement, but with an apology
  47. 47. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Stop. Images stolen from the Internet without acknowledgement, but with an apology Change Everything. Now.
  48. 48. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Making Change – the Concept
  49. 49. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Making Change – the Result
  50. 50. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission You can’t see all the black spots…
  51. 51. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission …so you focus on what you understand.
  52. 52. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Results Images stolen from the Internet without acknowledgement, but with an apology
  53. 53. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Changing Directions
  54. 54. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Kinetic Energy  In physics, the kinetic energy of an object is the energy that it possesses due to its motion. It is defined as the work needed to accelerate a body of a given mass from rest to its stated velocity. Having gained this energy during its acceleration, the body maintains this kinetic energy unless its speed changes. The same amount of work is done by the body in decelerating from its current speed to a state of rest.
  55. 55. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Kinetic Energy 2 2 1 mvK  Kinetic Energy is dependent on Mass: how big is your company? Speed2: how fast are you spinning? 2
  56. 56. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved Statement of the Problem Defining Quality
  57. 57. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Quality is a Relationship  Quality is not an objective intrinsic property of a product  Quality is not a subjective understanding of subject  Quality is the relationship between a subject and an object
  58. 58. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Where You Are Defines Your View
  59. 59. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Different Points of View  Quality – Management • Follow Conscientious Engineering Practices – Engineers • Have the resources, skills and leadership to make it happen – Entrepreneurs • Self-discipline and professionalism  Predictability – Management • Get identical outcomes every time – Engineers • Have clear step-by-step instructions on what I need to do – Entrepreneurs • Understand the impact of doing it differently
  60. 60. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission The Issue with Frameworks  Quality is sold as a substantive characteristic firmly based on an understanding of measurable reality  Process is a methodological descriptive user manual: – Rules without passion – Design without art
  61. 61. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Pseudo Scientific Approach of Process  By imposing measurement and systematic, repeatable practices, procrustean frameworks (and consultants) believe they are being scientific, but forget that we are working with people, who have different levels of skills, abilities and motivation  There is a lack of awareness of sociology and understanding that – Feelings are more important than facts – Emotion trumps reason
  62. 62. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Emotion versus reason
  63. 63. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved The Problem with Agile It’s just a methodology like the others!
  64. 64. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Agile Product Backlog Sprint Backlog Backlog Expanded by Team 20-30 day Sprint 24 hour Scrum Shippable Product
  65. 65. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Agile Weaknesses  Retrospectives are frequently limited to identifying issues in the team  Estimates are based on team’s understanding  Stories, story-points and poker estimates are not transferable  The lean/agile process is largely limited to a single local team  There is little consideration for the overall value-flow
  66. 66. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission The Agile Process Value Flow User Customer Front Desk Sales Engineering Mgt Eng. TeamEstimatesRequirements Eng. Team 2 Customer Rep Arch. Design Story / Specs Product Backlog Release Planning Sprint Backlog Sprint Planning Sprint Estimates DevelopmentMonitor/Scrum Integration Demo Deliver “But, that’s not really what I wanted!”
  67. 67. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission© 2016 White Clarke Group Ltd. All Rights Reserved Applying Science Using Science Beyond the Obvious
  68. 68. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Cause and Effect: the Scientific Method 1. Statement of Problem 2. Hypotheses as to the cause of the problem 3. Experiments designed to test each hypothesis 4. Predicted results 5. Observed results of the experiments 6. Conclusions
  69. 69. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Four Stages of Improvement  1. Selection of Parts for the System – What do we need to make something new happen?  2. Improvement of Parts – How can we improve this bit of the product / process?  3. Dynamization of the System – Let’s reinvent it and make it more flexible / agile  4. Self-Development of the System – The system adapts itself to its environment
  70. 70. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Metrology  The study of measurement  Understanding that measurement is not just numbers  Metrology includes all theoretical and practical aspects of measurement  Definition: – “Measurement is objective evidence that reduces my level of uncertainty on a defined issue”
  71. 71. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Agnotology  The study of culturally induced ignorance or doubt  What we do not know and why we do not know it – Ignorance is not just the absence of knowledge, it is frequently the result of something else… • The outcome of propaganda • The effect of the repetition of lies • Secrecy and censorship (Agnotology is still sometimes called agnatology) (This one is still on my reading list)
  72. 72. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Complexity  The study of Complex Adaptive Systems  CAS are defined by the relationship between the system and the agents which act within it – In an ordered system the level of constraint means that all agent behaviour is limited to the rules of the system – In a chaotic system the agents are unconstrained and susceptible to statistical and other analysis – In a CAS, system and agents co-evolve; the system lightly constrains agent behaviour, but the agents modify the system by their interaction with it  This self-organizing nature is an important characteristic of CAS; and its ability to learn to adapt, differentiate it from other self organizing systems
  73. 73. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Nudge the People who Need to Do It  Find the bright spots  Script the critical moves  Point to the destination  Find the feeling  Shrink the change  Grow your people  Tweak the environment  Build habits  Rally the herd  Keep it going
  74. 74. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Q&A
  75. 75. © 2016 White Clarke Group Ltd. All Rights Reserved©2015 Q:PIT Ltd – Used with Permission Contact Information  Peter Leeson – White-Clarke Group Milton Keynes United Kingdom – Telephone: +44 (0)773 998 98 67 – E Mail: pleeson@WhiteClarkeGroup.com – Skype: qpitpjl

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