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EVOLVE & DISRUPT (Agileee 2015)

  1. written, illustrated and performed by Claudio Perrone @agilesensei Evolve & Disrupt Popcorn flow & JTBD in action
  2. This…
  3. … Is jim
  4. He wants to get things done
  5. Grow
  6. Be part of a high-performance team
  7. He dreams of changing the world
  8. BUT IT’S Just A dream
  9. His company keeps going through many reorganizations, only to stay the same Organization chart Blame flow Rule makers Controllers Enforcers VictimsOrganization chart God Losers
  10. They are all victims of A system they cannot defeat
  11. in 2001, I discovered the true nature of the problem
  12. We had focused on speed & efficiency through specialization…
  13. ... But what if the actual world looked like this?
  14. Agile Enabled unprecedented collaboration among people… …and leveraged intrinsic motivators such as - Autonomy - Mastery - Purpose
  16. ... besides, agile is about rapid evolution, Not mindless conformance to “agile ceremonies”
  17. LEAN (BEYOND VALUE STREAMS) 1 @agilesensei
  18. And we are reducing that timeline by removing the non-value-added wastes. -­‐-­‐-­‐  Taiichi  Ohno,  Founder  of  TPS   “All we are doing is looking at the timeline from the moment the customer gives us an order to the point we can collect the cash.
  19. “but that’s only part of the story…”
  20. In lean, managers are servant leaders. Value Stream (from concept to cash)
  21. WITH GUIDANCE AND METHOD, MANAGERS grow to become problem solverS, critical thinkers and mentorS  
  22. “ -- Claudio Perrone It’s not what you do but rather what you learn by doing it that matters. As a consequence…
  23. My (validated) Hypothesis: By bringing learning streams to the surface, companies Evolve and reward the real heroes Value Stream (from concept to cash) Learning Stream(s) (from question to knowledge base)
  24. Arguably, an A3 report “surfaces” a learning stream around a problem…
  25. But can we accelerate our rate of learning?
  26. CONTINUOUS EVOLUTION (with Popcorn Flow) 2 @agilesensei
  27. Do you remember… …what was it like before continuous integration reached mainstream?
  28. Hello?
  29. Today, most of us think about change as A big scary thing
  30. … But what if We could evolve the way we work as fast as some of the most adaptive microorganisms on earth?
  31. “ 1st Popcorn Flow Principle If change is hard, make it continuous. Here is a “mad” thought…
  32. A while ago, I worked with a team who had not deployed in months
  33. With the motto “Hard on systems, soft on people”, We worked together and evolved using the kanban method
  34. The Kanban board triggered insights and captured our flow of work -- our value stream… … But that’s only the outcome of our thinking
  35. the real “secret” was how we defined and negotiated a rapid stream of traceable change experiments…
  36. Problems & observations Options Possible experiments Committed Next Review Ongoing ... A powerful learning stream that I call “popcorn Flow”... Popcorn Flow
  37. So, we captured our learning journey on a parallel “Popcorn board”
  38. It starts with Problems & Observations (E.g. “the quality of our code sucks”)
  39. I want to instill Kaizen urgency…
  40. “Everybody is entitled to their own opinion, but… A shared opinion is a fact. …and I’m happy to Make progress even with imperfect information. As a consequence… -- Popcorn Flow Principle
  41. ...I use shared observations to create/elicit options (“rule of three”).
  42. Promising options lead to a backlog of possible experiments.
  43. experiments that we Commit to pursue have an action, reason, expectation and Review date.
  44. At Each retrospective, we ask exactly these questions:
  45. Some people fear “failure”… Gap = Frustration Reality Expectation
  46. …but we only really “fail” when we limit our opportunities to learn Gap = Frustration Reality Expectation Learning
  47. “ -- Popcorn Flow Principle Any change is good change. Inertia is our enemy, so in popcorn flow…
  48. It’s Not “fail fast, fail often”... … It’s “Learn fast, learn often”.
  49. Right from the beginning, I knew this was different.
  50. ... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day
  51. Experiment: "Fix as you go": If found small bugs (less than 20mins), just branch and fix them. Do a pull request and mark the id on the card. Reason: too much bureaucracy for small bugs. Expectation: - developer happy to fix things as needed without lengthy triages. - steadily improving quality. - low bureaucracy, but still able to track it if things go wrong. - at least 3 bugs fixed like this by due date. Experiment: Pair on JIT analysisReason: We are moving towards JIT analysis to reduce sprint planning and moving to continuous flow.Expectation: - DoD created - Team agrees that analysis goes smoothly- No significant bottlenecks created Experiment: Do an Analytics meet-up to show how analytics work in <new kanban tool> Reason: <product owner> needs some form of predictability. Expectation: - Po/Team are aware of what’s possible now with the current level of analytics - We have better understanding of if, how, when we can improve forecasting with minimum amount of estimation.
  52. …and then it spread. Popcorn boards started to appear in other parts of the organization.
  53. Imagine a continuous flow of experiments to dramatically accelerate the rate of change in every corner of your organization... ... How far would you go?
  54. Today, popcorn flow is entering more organizations...
  55. It is helping families... ... And (soon) even schools.
  56. Projects under active development include a lightweight “Action Deck” to facilitate face-to-face conversations...
  57. ... A book
  58. h:p://   NEW!   Join  us!   … A brand-new discussion forum
  59. ... And even a “secret” online platform.
  60. But how can we increase the likelihood that anything we create is of real customer value?
  61. BREAKTHROUGH INNOVATION (with Jobs To Be Done) 3 @agilesensei
  62. “How do you create customer value?” Through the development of people Attend to folks’ needs Listen to the “Voice of the Customer” Get out of the building Just do it Growth hack it
  63. Operational excellence is not enough Customer 12 min 16.5 min 73% 5.5 min 0.5 min 1.0 min 5.0 min 2.0 min 0.5 min 2.0 min Value Adding Time (VAT) Non VAT Proc. Lead Time:: Total Cycle Time: Proc. Efficiency:
  64. No matter how hard we try, We are still wide open to disruption faster cheaper better quality (incrementally) innovative Customer “Different” Competition
  65. the Traditional approaches are not that effective
  66. we have one fundamental assumption Customers don’t know what they want!
  67. What causes people to buy?
  68. They “hire” a product or service to get the job done. Prof  Clayton  Christensen   People encounter situations that drive the need to accomplish a job. The job – not the customer – is the fundamental unit of analysis.
  69. Pull of the new solution 4 forces affect purchasing decisions Push of the situation Drive FORWARD New way Habit of the present Anxiety of the new choice Hold back Business as usual Based on the work Of the re-wired group ( #JTBD
  70. Forces evolve over time Based on the work Of the re-wired group ( #JTBD First Thought Passive Looking Active Looking Deciding Consuming Satisfaction “Finished” or Experienced Event #1 Event #2 Buying Or
  71. Bob  Moesta   The  Re-­‐Wired  Group   We only talk to people who have bought because embedded in their choice set is the value code of what they are willing to switch from and to.
  72. How do we capture it? First Thought Active Looking Deciding Buying Consuming Event #1 Event #2 “Finished” or Experienced Satisfaction Passive Looking Climax (and Hook) Moment of struggle Time bombInciting incident Resolution Documentary: “The Switch”
  73. Anthony  Ulwick   Strategyn   Before you can determine what solutions they’ll want, figure out: •  What jobs customers want to get done •  What metrics they use to define the successful execution of a job Can we go even further?
  74. Anatomy of a story As a mobile user, I want a longer antenna so that I can have a better reception I want to minimise the likelihood that the conversation drops Context, situation, job, or job step Outcome, need, or measure of improvement Warning: early assumptions V.S. When I’m calling a friend User story Job story/outcome
  75. Job Stories Selected Options Product Backlog (User stories)2 Once you have job stories (problem space), you can easily get to user stories (solution space)
  76. Are you competing like any other product on a pharmacy shelf?
  77. Disrupt or die
  78. Final Thoughts
  79. Claudio  Perrone   @agilesensei   These  slides!     h:p://   h:p://   Next is now