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Chicago Code Camp 2016
SPONSORS
Angela@PolarisSolutions.com Twitter: @OakParkGirl
Decomposing SAFe
Kalahari Resort, Wisconsin Dells, WI
August 8th - 10th, 2016
Early bird pricing ends May 1st
Web: http://...
Quick review of Agile and Lean principals
A Look at Agile Retrospectives
Kaizen
Kaizen in Agile Retrospectives
Angela@Pola...
Specify value
Map the value stream
Establish flow and eliminate waste
Create pull
Continuously improve
Angela@PolarisSolut...
Japanese term meaning "the real place.“
Lean definition = the place where work is actually being
done or value is being cr...
No one knows best what and how to improve than
the people closest to the work!
Lean
Iterative development methodology where requirements evolve through
collaboration between the customer and self-organizing...
Angela@PolarisSolutions.com Twitter: @OakParkGirl
Quick review of Agile and Lean principals
A Look at Agile Retrospectives
Kaizen
Kaizen in Agile Retrospectives
Angela@Pola...
Stop Doing
Start Doing
Continue Doing
Angela@PolarisSolutions.com Twitter: @OakParkGirl
Set the stage
Gather Data
Generate Insights
Decide What to Do
Close the Retro
Retrospectives
Set the
stage
Gather
Data
Gen...
Angela@PolarisSolutions.com Twitter: @OakParkGirl
Process: Agile (kinda)
Team Size: 17 (3 BAs, 8 DEV, 2 AUTO, 3 QA, 1 PO)
Project: Complete rewrite and consolidation of 2 l...
03/18/16 Retrospective Notes
Insights:
Standups are taking 45 minutes. Too hard to get through everyone’s status (scrum ma...
04/01/16 Retrospective Notes
Insights:
Standups are better. Still taking 30 minutes due to disagreements about story accep...
04/15/16 Retrospective Notes
Insights:
Standups are on track, team doing a great job of focusing on WIP 
CI environment i...
Angela@PolarisSolutions.com Twitter: @OakParkGirl
Quick review of Agile and Lean principals
A Look at Agile Retrospectives
Kaizen
Kaizen in Agile Retrospectives
Angela@Pola...
Angela@PolarisSolutions.com Twitter:
@OakParkGirl
Kaizan
Identify an opportunity
Analyze the process
Develop an optimal solution
Implement the solution
Study the results
Standardi...
Angela@PolarisSolutions.com Twitter:
@OakParkGirl
Kaizan
Identify an
opportunity
Analyze
the
process
Develop
an
optimal
so...
A Kaizen burst, also known as a Kaizen blitz, refers to a short
burst of activity that solves a problem with intensity and...
Quick review of Agile and Lean principals
A Look at Agile Retrospectives
Kaizen
Kaizen in Agile Retrospectives
Angela@Pola...
04/04/16 Retrospective Themes
Recurring issues:
Too much rework due to incomplete or misunderstood requirements
Operations...
This is the starting point for applying lean principles to improving your
process
Improving cycle time
Reducing downtime
I...
Angela@PolarisSolutions.com Twitter:
@OakParkGirl
Analyze the current process
Determine what processes, activities, and deliverables to keep
Determine what processes, activ...
Angela@PolarisSolutions.com Twitter:
@OakParkGirl
Create a plan to move to your ideal process
a) Action Steps
b) Accountability
c) Timeline
d) Resources
e) Potential Barrie...
04/05/16 Action Plan
Identify an
opportunity
Analyze
the
process
Develop
an
optimal
solution
Act on
the
solution
Study
the...
Make sure the right people attend
Make sure that leadership is aware of your efforts and “has your
back”
Allocate enough t...
Agile Kaizen: http://agilekaizen.net/
Agile Retrospectives: https://pragprog.com/book/dlret/agile-
retrospectives
Lean Cha...
Email: Angela@PolarisSolutions.com
LinkedIn: https://www.linkedin.com/in/andugan
Slideshare.NET: http://www.slideshare.net...
SPONSORS
Chicao Code Camp 2016   Improve your Retrospectives with Agile Kaizen
Chicao Code Camp 2016   Improve your Retrospectives with Agile Kaizen
Chicao Code Camp 2016   Improve your Retrospectives with Agile Kaizen
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Chicao Code Camp 2016 Improve your Retrospectives with Agile Kaizen

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Continuous self-improvement on agile teams is traditionally done through agile retrospectives, a form of post-mortem held at the completion of an iteration. More often than not, retrospectives begin to fade and the list of action items keeps growing until teams simply succumb to business-as-usual practices. In some cases, teams eventually abandon retrospectives altogether because they feel like a waste of time! I’ve seen it happen, it is NOT pretty. • Do you feel like your retrospectives are a death march where no one is actively participating? • Do the same problems seem to resurface repeatedly? • Are your retrospectives ending prematurely or being cancelled in favor of "getting more real work done"? • Or maybe you feel great about your agile retrospectives, but just want to learn more about Kaizen... Join Angela as she leads this interactive discussion about how you can use Kaizen to analyze and improve your agile retrospectives. She will begin with a brief review of what an agile retrospective is, and walk through some specific retrospective scenarios she has experienced on her own scrum teams. We will then cover the concept of Kaizen, and walk through the Kaizen process. Lastly, Angela will demonstrate how you can use a Kaizen process to turn your agile retrospectives back into the effective continuous improvement tools they are meant to be! This session assumes you already have a basic, working knowledge of agile and/or scrum.

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Chicao Code Camp 2016 Improve your Retrospectives with Agile Kaizen

  1. 1. Chicago Code Camp 2016
  2. 2. SPONSORS
  3. 3. Angela@PolarisSolutions.com Twitter: @OakParkGirl
  4. 4. Decomposing SAFe Kalahari Resort, Wisconsin Dells, WI August 8th - 10th, 2016 Early bird pricing ends May 1st Web: http://thatconference.com/ Twitter: @ThatConference
  5. 5. Quick review of Agile and Lean principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives Angela@PolarisSolutions.com Twitter: @OakParkGirl
  6. 6. Specify value Map the value stream Establish flow and eliminate waste Create pull Continuously improve Angela@PolarisSolutions.com Twitter: @OakParkGirl Lean
  7. 7. Japanese term meaning "the real place.“ Lean definition = the place where work is actually being done or value is being created Go to where the problem is if you want to have a real chance of solving it! Angela@PolarisSolutions.com Twitter: @OakParkGirl Lean
  8. 8. No one knows best what and how to improve than the people closest to the work! Lean
  9. 9. Iterative development methodology where requirements evolve through collaboration between the customer and self-organizing teams. Agile business approach aligns software development efforts with business and customer needs. Agile
  10. 10. Angela@PolarisSolutions.com Twitter: @OakParkGirl
  11. 11. Quick review of Agile and Lean principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives Angela@PolarisSolutions.com Twitter: @OakParkGirl
  12. 12. Stop Doing Start Doing Continue Doing Angela@PolarisSolutions.com Twitter: @OakParkGirl
  13. 13. Set the stage Gather Data Generate Insights Decide What to Do Close the Retro Retrospectives Set the stage Gather Data Generate Insights Decide What to Do Close the Retro
  14. 14. Angela@PolarisSolutions.com Twitter: @OakParkGirl
  15. 15. Process: Agile (kinda) Team Size: 17 (3 BAs, 8 DEV, 2 AUTO, 3 QA, 1 PO) Project: Complete rewrite and consolidation of 2 legacy customer and employee portals into 1 website Timeline: 2 years and still going strong. Original release date was supposed to be Dec 1, 2015. NOT so agile  Angela@PolarisSolutions.com Twitter: @OakParkGirl Retrospectives
  16. 16. 03/18/16 Retrospective Notes Insights: Standups are taking 45 minutes. Too hard to get through everyone’s status (scrum master) Product owner not approving User Stories before grooming, so team committing to “half-done” stories and end up doing a lot of in-sprint refinement (dev lead) Vendor shipping rates engine delivered a week late and quality was poor. Team wasted 2 days manually backing out the changes and restoring the old version to environments. (whole team) Team sometimes waits up to an hour for CI builds to finish. Need another build server and CI environment. (dev lead) The team carrying an average of 50% of committed stories into the next sprint (product owner) Action items and owners: Focus standups on WIP only, avoid stand-up turning into a status meeting - Scrum master Review agreed upon timelines with vendor, what recourse do we have when things are late or broken? - Product owner Work with operations team to setup a new CI environment - Dev lead Retrospectives
  17. 17. 04/01/16 Retrospective Notes Insights: Standups are better. Still taking 30 minutes due to disagreements about story acceptance criteria. (scrum master) Vendor shipping rates engine delivered on time, but services did not match the documentation so we’ve had a big increase in bugs the past few sprints. (QA lead) Development team still waiting on new CI environment. (DEV lead) The team’s had an increasing number of defects overall, many due to misunderstood requirements. The tests QA writes are based on original requirements, but they aren’t notified when requirements change(QA lead) The team still carrying 50% of committed stories over into the next sprint, many items are rejected during sprint review due to requirements not being fully met (product owner) Action items and owners: Make sure more time is spent discussing AC during backlog grooming - Scrum master Meet with vendor to discuss our standing SLA. What recourse do we have for missed milestones? - Product owner Work with operations team to setup a new CI environment - Dev lead Retrospectives
  18. 18. 04/15/16 Retrospective Notes Insights: Standups are on track, team doing a great job of focusing on WIP  CI environment is up and running as of late last night!  Developers encountered no issues with vendor code, but still needs to go through QA to be sure (dev lead) Team moving from Skype to Slack for day-to-day communication (dev lead) BA team is very waterfall and is still struggling with user story development (dev lead) Not enough user stories on the backlog for next sprint, never seem ready for approval (Product Owner) Over 50% of features being rejected in Sprint Review due to defects (Product Owner) Manual testing required for regression has outgrown available team capacity, we may be missing bugs! (QA lead) Action items and owners: Work with BAs and product owner on agile user story development techniques – scrum master Focus on reviewing features with PO as soon as complete, don’t wait for Sprint Review – dev team Recruit sales and marketing folks to assist with manual testing – QA lead Retrospectives
  19. 19. Angela@PolarisSolutions.com Twitter: @OakParkGirl
  20. 20. Quick review of Agile and Lean principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives Angela@PolarisSolutions.com Twitter: @OakParkGirl
  21. 21. Angela@PolarisSolutions.com Twitter: @OakParkGirl Kaizan
  22. 22. Identify an opportunity Analyze the process Develop an optimal solution Implement the solution Study the results Standardize the solution Plan for the future Angela@PolarisSolutions.com Twitter: @OakParkGirl Kaizan
  23. 23. Angela@PolarisSolutions.com Twitter: @OakParkGirl Kaizan Identify an opportunity Analyze the process Develop an optimal solution Act on the solution Study the results Share the solution Plan for the future
  24. 24. A Kaizen burst, also known as a Kaizen blitz, refers to a short burst of activity that solves a problem with intensity and urgency. Focused activity on a particular process or activity Goal is to identify and quickly remove waste Angela@PolarisSolutions.com Twitter: @OakParkGirl
  25. 25. Quick review of Agile and Lean principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives Angela@PolarisSolutions.com Twitter: @OakParkGirl
  26. 26. 04/04/16 Retrospective Themes Recurring issues: Too much rework due to incomplete or misunderstood requirements Operations team is a bottleneck Quality issues due to lack of automated tests adding risk Identify an opportunity Analyze the process Develop an optimal solution Act on the solution Study the results Share the solution Plan for the future
  27. 27. This is the starting point for applying lean principles to improving your process Improving cycle time Reducing downtime Improving quality/reducing errors Focusing on delivering what the customer wants when they want it Angela@PolarisSolutions.com Twitter: @OakParkGirl Identify an opportunity Analyze the process Develop an optimal solution Act on the solution Study the results Share the solution Plan for the future
  28. 28. Angela@PolarisSolutions.com Twitter: @OakParkGirl
  29. 29. Analyze the current process Determine what processes, activities, and deliverables to keep Determine what processes, activities, and deliverables to replace Collaborate to add new processes or activities to replace waste (if needed) Angela@PolarisSolutions.com Twitter: @OakParkGirl Angela@PolarisSolutions.com Twitter: @OakParkGirl Identify an opportunity Analyze the process Develop an optimal solution Act on the solution Study the results Share the solution Plan for the future
  30. 30. Angela@PolarisSolutions.com Twitter: @OakParkGirl
  31. 31. Create a plan to move to your ideal process a) Action Steps b) Accountability c) Timeline d) Resources e) Potential Barriers f) Communications Plan Angela@PolarisSolutions.com Twitter: @OakParkGirl Identify an opportunity Analyze the process Develop an optimal solution Act on the solution Study the results Share the solution Plan for the future
  32. 32. 04/05/16 Action Plan Identify an opportunity Analyze the process Develop an optimal solution Act on the solution Study the results Share the solution Plan for the future Action Steps: Start holding proper grooming meetings with the whole team! Accountability: Product owner and scrum master Timeline: Next sprint’s Grooming meeting on April 15th Resources: need to secure the larger conference room Potential Barriers: sales team meets in that room, can they shift to afternoon? Communications Plan: SM and PO to send email explaining need for proper grooming meetings. PO will also have f2f conversations to make sure we have “buy-in” from business folks
  33. 33. Make sure the right people attend Make sure that leadership is aware of your efforts and “has your back” Allocate enough time to analyze the important issues Keep future state and action plan documents someplace visible to everyone Angela@PolarisSolutions.com Twitter: @OakParkGirl
  34. 34. Agile Kaizen: http://agilekaizen.net/ Agile Retrospectives: https://pragprog.com/book/dlret/agile- retrospectives Lean Change Management: http://www.amazon.com/Lean- Change-Management-Innovative-organizational- ebook/dp/B00O580KUI Kim Scott’s Radical Candor: http://www.businessinsider.com/the- surprising-secret-to-being-a-good-boss-2015-12 Angela@PolarisSolutions.com Twitter: @OakParkGirl
  35. 35. Email: Angela@PolarisSolutions.com LinkedIn: https://www.linkedin.com/in/andugan Slideshare.NET: http://www.slideshare.net/angelabinkowski Twitter: @OakParkGirl, @ChicagoALM, @TeamPolaris Blog - http://www.tfswhisperer.com/ Chicago Visual Studio ALM User Group - http://www.chicagoalmug.org/ Polaris Solutions website - http://www.polarissolutions.com/ Angela@PolarisSolutions.com Twitter: @OakParkGirl
  36. 36. SPONSORS

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