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Continuous Improvement from the trenches - Sydney - TAL & CBA - 18-11-2015

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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 - Sydney - TAL & CBA - 18-11-2015

  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 | Retrospectives “Retrospectives are special meetings where a team regularly steps back, examines the way they work, and identifies ways they can improve.” Ester Derby
  13. 13. think sharprmckergowRyan McKergow | Retrospectives
  14. 14. 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
  15. 15. think sharprmckergowRyan McKergow | The most important Agile team practice?
  16. 16. think sharprmckergowRyan McKergow | The reason = Continuous Improvement
  17. 17. think sharprmckergowRyan McKergow | Retrospectives @ UniSuper
  18. 18. think sharprmckergowRyan McKergow | How to setup Retrospectives • Agree with your team you want to improve now • Nominate a facilitator for each Retro who will: • Prepare (format, book a large room, sharpies, post it notes) • Facilitate the Retro (explaining the format, give instructions) • Write up actions and follow them up • Hold them regularly and consistently
  19. 19. think sharp 2. Lean Coffee
  20. 20. think sharprmckergowRyan McKergow | How does it work?
  21. 21. think sharprmckergowRyan McKergow | Lean Coffee @ UniSuper
  22. 22. think sharprmckergowRyan McKergow | Lean Coffee @ UniSuper
  23. 23. 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
  24. 24. think sharprmckergowRyan McKergow | Idea for a Lean Coffee hack Refer to this blog by @jasonlittle: http://bit.ly/lean-coffee-hack
  25. 25. think sharp 3. Team 1:1s
  26. 26. think sharprmckergowRyan McKergow | Team 1:1s @ REA Group
  27. 27. 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
  28. 28. think sharprmckergowRyan McKergow | Team 1:1s @ REA Group
  29. 29. 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)
  30. 30. 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)
  31. 31. 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
  32. 32. 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
  33. 33. 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
  34. 34. think sharp 4. Guilds Also known as Communities of Practice
  35. 35. think sharprmckergowRyan McKergow | Guilds
  36. 36. think sharprmckergowRyan McKergow | Presenters Guild @ Elabor8
  37. 37. think sharprmckergowRyan McKergow | Presenters Guild @ Elabor8
  38. 38. 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)
  39. 39. think sharp 5. Brown Bags Also known as Lunch & Learns
  40. 40. think sharprmckergowRyan McKergow | Brown Bags @ UniSuper
  41. 41. think sharprmckergowRyan McKergow | Brown Bags @ UniSuper
  42. 42. think sharprmckergowRyan McKergow | Brown Bags @ UniSuper
  43. 43. think sharprmckergowRyan McKergow | Brown Bags @ Elabor8
  44. 44. think sharprmckergowRyan McKergow | Brown Bags @ Elabor8
  45. 45. 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
  46. 46. 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
  47. 47. think sharp Continuous Improvement Techniques 5 from the trenches 1. Retrospectives 2. Lean Coffee 3. Team 1:1s 4. Guilds 5. Brown Bags
  48. 48. think sharprmckergowRyan McKergow | Remember: Continuous improvement is everyone’s responsibility
  49. 49. Continuous Improvement from the trenches rmckergow Ryan McKergow ryan.mckergow@elabor8.com.au
  50. 50. 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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