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Continuous Improvement from the trenches - LAST Conference - 18-09-2015

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Insanity; it’s doing the same thing over and over again, and expecting different results. Improving as an organisation is hard. What is even harder? Continuously improving. Yet it is key to any Agile transformation as we challenge ingrained practices and rigid ways of working. How do we manage to do this?!

During this presentation, I will share the strategies I've used to introduce Retrospectives, Lean Coffee, Brown Bags, Team 1:1s, and Guilds in the trenches. All of these continuous improvement practices have fast tracked Agile transformations in the teams and organisations I've worked with. Implement these practices and you can go beyond Agile adoption too.

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Continuous Improvement from the trenches - LAST Conference - 18-09-2015

  1. 1. Continuous Improvement from the trenches rmckergow Ryan McKergow
  2. 2. think sharprmckergowRyan McKergow | Improving is hard
  3. 3. think sharprmckergowRyan McKergow | Change is emotionalMorale Shock Denial Time Frustration Depression Experiment Decision Integration The Kübler-Ross change curve
  4. 4. think sharprmckergowRyan McKergow | What change really looks like Refer to this blog by @pawelbrodzinski: http://bit.ly/why-we-fail-to-change Performance Time Start Agile Transformation
  5. 5. think sharprmckergowRyan McKergow | What inevitably happens..Performance Time Start Agile Transformation Change agent fired Refer to this blog by @pawelbrodzinski: http://bit.ly/why-we-fail-to-change
  6. 6. think sharprmckergowRyan McKergow | Kaizen vs Kaikaku Kaizen: Japanese word for “incremental change” or “continuous improvement” Kaikaku: Japanese word for “radical change”
  7. 7. think sharprmckergowRyan McKergow | Kaizen vs KaikakuPerformance Time Start Agile Transformation Refer to this blog by @pawelbrodzinski: http://bit.ly/why-we-fail-to-change
  8. 8. think sharprmckergowRyan McKergow | Kaizen “One of the most notable features of Kaizen is that big results come from many small changes accumulated over time. However, this has been misunderstood to mean that Kaizen equals small changes. In fact, Kaizen means everyone is involved in making improvements. While the majority of changes may be small, the greatest impact may be Kaizens that are led by senior management as transformational projects, or by cross-functional teams as Kaizen events.” Kaizen.com
  9. 9. think sharprmckergowRyan McKergow | Continuous improvement is everyone’s responsibility
  10. 10. think sharprmckergowRyan McKergow | Continuous Improvement Techniques 5 from the trenches
  11. 11. think sharp 1. Retrospectives
  12. 12. think sharprmckergowRyan McKergow | Retros :: Top 5 Agile Techniques DAILY STANDUPS SHORT ITERATIONS PRIORITISED BACKLOGS ITERATION PLANNING RETROS Refer to State of Agile Survey 2014: http://bit.ly/state-of-agile-survey
  13. 13. think sharprmckergowRyan McKergow | Retrospectives
  14. 14. think sharprmckergowRyan McKergow | Jeopardy @ SEEK More instructions on this format: http://bit.ly/jeopardy-retro
  15. 15. think sharprmckergowRyan McKergow | Timeline Retro @ REA Group More instructions on this format: http://bit.ly/timeline-retro
  16. 16. think sharprmckergowRyan McKergow | Speedboat @ UniSuper More instructions on this format: http://bit.ly/speedboat-retro
  17. 17. think sharp How to maintain great retrospectives
  18. 18. think sharprmckergowRyan McKergow | Be prepared
  19. 19. think sharprmckergowRyan McKergow | Facilitated with intent
  20. 20. think sharprmckergowRyan McKergow | Encouraging appropriate behaviour
  21. 21. think sharprmckergowRyan McKergow | Clear actions that get followed up
  22. 22. think sharp 2. Lean Coffee
  23. 23. think sharprmckergowRyan McKergow | How does it work?
  24. 24. think sharprmckergowRyan McKergow | Lean Coffee @ UniSuper
  25. 25. think sharprmckergowRyan McKergow | Lean Coffee @ UniSuper
  26. 26. think sharprmckergowRyan McKergow | How to setup Lean Coffee • Find the following: – People who are interested – Venue that works for the group – Frequency that works for the group • Limit the amount of people (~8 works well for us) • Nominate a facilitator each time • Keep track of actions
  27. 27. think sharprmckergowRyan McKergow | Idea for a Lean Coffee hack Refer to this blog by @jasonlittle: http://bit.ly/lean-coffee-hack
  28. 28. think sharp 3. Team 1:1s
  29. 29. think sharprmckergowRyan McKergow | Team 1:1s @ REA Group
  30. 30. think sharprmckergowRyan McKergow | Team 1:1s @ REA Group Leon Ryan Princy Vinh Miles Leon 2pm 15/9 2pm 17/9 Ryan 3pm 14/9 10am 9/9 11am 10/9 Princy Vinh 10am 12/9 Miles
  31. 31. think sharprmckergowRyan McKergow | Team 1:1s @ REA Group
  32. 32. think sharprmckergowRyan McKergow | My feedback “Be careful not to be dismissive of non-Agile approaches, particularly dismissive to people. Gain an understanding of what are the pros & cons of all approaches and where each is appropriate.” (Vinh – Business Analyst)
  33. 33. think sharprmckergowRyan McKergow | My feedback “Learn to stand up for yourself more when you have a strong opinion, especially when working with strong personalities.” (Leon – Developer)
  34. 34. think sharprmckergowRyan McKergow | How to set up teams 1:1s • Find people who are interested • Be proactive in scheduling them • Put thought into your feedback • Push past the awkwardness • Remember to say thank you
  35. 35. think sharprmckergowRyan McKergow | Remember this… Leon Ryan Princy Vinh Miles Leon 2pm 15/9 2pm 17/9 Ryan 3pm 14/9 10am 9/9 11am 10/9 Princy Vinh 10am 12/9 Miles
  36. 36. think sharprmckergowRyan McKergow | How to set up teams 1:1s • Find people who are interested • Be proactive in scheduling them • Put thought into your feedback • Push past the awkwardness • Remember to say thank you
  37. 37. think sharp 4. Guilds Also known as Communities of Practice
  38. 38. think sharprmckergowRyan McKergow | Guilds
  39. 39. think sharprmckergowRyan McKergow | Presenters Guild @ Elabor8
  40. 40. think sharprmckergowRyan McKergow | Presenters Guild @ Elabor8
  41. 41. think sharprmckergowRyan McKergow | How to setup a Guild • Find the people who share a common passion • Work out what works best for the Guild – Chatting on Slack / Yammer / Skype – Regular catch ups (i.e. Lean Coffee) – Practice your skill set together • At least 1 person needs to drive the Guild (at least initially)
  42. 42. think sharp 5. Brown Bags Also known as Lunch & Learns
  43. 43. think sharprmckergowRyan McKergow | Brown Bags @ UniSuper
  44. 44. think sharprmckergowRyan McKergow | Brown Bags @ UniSuper
  45. 45. think sharprmckergowRyan McKergow | Brown Bags @ UniSuper
  46. 46. think sharprmckergowRyan McKergow | Brown Bags @ Elabor8
  47. 47. think sharprmckergowRyan McKergow | Brown Bags @ Elabor8
  48. 48. think sharprmckergowRyan McKergow | How to setup Brown Bags Gaining buy in / support: 1. Get support from your team / leadership 2. Look for alignment with leadership’s goals 3. Identify support from within How to build excitement: 4. Start with a topical talk 5. Keep promoting the Brown Bags 6. Mix the topics to keep everyone interested
  49. 49. think sharprmckergowRyan McKergow | How to setup Brown Bags How to maintain momentum: 7. Trade with other organisations to get speakers 8. Select topics that challenge the organisation – get them thinking about the future Just remember… 9. It’s about helping others, it’s not about you
  50. 50. think sharp Continuous Improvement Techniques 5 from the trenches 1. Retrospectives 2. Lean Coffee 3. Team 1:1s 4. Guilds 5. Brown Bags
  51. 51. think sharprmckergowRyan McKergow | Remember: Continuous improvement is everyone’s responsibility
  52. 52. think sharp Continuous Improvement from the trenches
  53. 53. think sharprmckergowRyan McKergow | Innovation, Agile Transformation, Project Delivery? Looking for a career in We’re hiring! Visit: elabor8.com.au/careers
  54. 54. think sharprmckergowRyan McKergow | Image references 1. Chris Chan blog, (2015). The Improvement Paradox - Too Busy To Improve?. [online] Available at: http://c2reflexions.com/2015/08/05/the-improvement-paradox-too-busy-to-improve/ [Accessed 23 Aug. 2015]. 2. Ricardounr.files.wordpress.com, (2015). The Kubler-Ross Change Curve. [online] Available at: https://ricardounr.files.wordpress.com/2014/06/change-curve.png [Accessed 23 Aug. 2015]. 3. Brodzinski, P. (2015). Why We Fail to Change. [online] Brodzinski.com. Available at: http://brodzinski.com/2015/02/why-we-fail-to-change.html [Accessed 23 Aug. 2015]. 4. Info.versionone.com, (2015). The 9th Annual State of Agile™ Survey. [online] Available at: http://info.versionone.com/state-of-agile-development-survey-ninth.html [Accessed 28 Aug. 2015]. 5. Furnell, J. (2010). Facilitating Collaborative Design Workshops - a step by step guide for rapidly creating a shared vision for execution. [online] the architecture of everything. Available at: https://jasonfurnell.wordpress.com/2010/12/01/facilitating-collaborative-design-workshops-a-step-by- step-guide-for-rapidly-creating-a-shared-vision-for-execution/ [Accessed 23 Aug. 2015]. 6. Little, J. (2015). Hacking a Conservative Organization with Lean Coffee | Lean Change Management. [online] Leanchange.org. Available at: http://leanchange.org/2012/11/hacking-a-conservative- organization-with-lean-coffee/ [Accessed 28 Aug. 2015]. 7. Imagingigloo.com, (2015). One on ones. [online] Available at: http://imagingigloo.com/wp- content/uploads/2014/11/one-on-one-meeting.png [Accessed 11 Aug. 2015]. 8. Spotifylabscom.files.wordpress.com, (2015). [online] Available at: https://spotifylabscom.files.wordpress.com/2014/03/spotify-engineering-culture-part1.jpeg [Accessed 11 Aug. 2015].

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