SlideShare a Scribd company logo
1 of 66
Download to read offline
written, illustrated 
and performed by 
Claudio Perrone 
agilesensei.com 
a3thinker.com 
Evolve or die 
Popcorn Flow 
Thinking and A3 in Action 
@agilesensei
Today I’m going to 
change the world 
… (a little).
“A few years ago, I made a world of 
difference to one client”
“Except… I didn’t.” 
28 months later...
Hello?
“I saw good people 
swallowed by an enemy 
they could not defeat”
“innovation and growth being crushed by 
status-quo, fire-fighting and conformity.”
“the company went through many 
reorganizations, only to stay the same” 
Organization chart 
Blame flow 
Victims 
Rule makers 
Controllers 
Enforcers 
God 
Losers
organizations can’t be “agile” if only the 
development teams are doing Agile 
Typical “Agile” Enterprise 
SMs
“all was left was a desolate, lifeless place, 
with seemingly little to offer humans.”
But What if 
an “alien” technology 
could change it?
LEAN 
MANAGEMENT 
1 
@agilesensei
“ 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. 
And we are reducing that timeline by 
removing the non-value-added 
wastes. 
-­‐-­‐-­‐ 
Taiichi 
Ohno, 
Founder 
of 
TPS
“but that’s only part of the story…”
Why do you allow 
your competitors to 
copy all your tools?
What they need to see… 
is not visible 
What the 
hell is He 
talking 
about?
W. Edwards deming believed that… 
“ 95% of variation in worker’s 
performance is governed by the 
systems. 
---W. Edwards Deming
Perhaps… 
“ We should work on our processes, not 
the outcome of our processes. 
---W. Edwards Deming
in lean, we co-design and continuously 
improve processes and tools… 
…TO BETTER SERVE 
INDIVIDUALS AND INTERACTIONS.
“learning to see” involves bringing to the 
surface what we learn 
Value Stream (from concept to cash) 
Learning 
Stream(s) 
(from 
question 
to 
knowledge 
base)
With method and guidance, managers grow 
to become problem solvers, critical 
thinkers and mentors
(YOU MAY ALSO CONSIDER THAT…) 
“ Management is too important 
to leave to the managers. 
Management is everyone’s job. 
-­‐-­‐-­‐ 
Jurgen 
Appelo
@agilesensei 
A3 THINKING 2
I had terrible experiences with problem 
solving meetings
in Lean, a "problem" is the gap between the 
"current situation" and the "standard/ 
expectation" 
Gap = Problem 
Standard 
Current Situation
Following that definition, there 
are 3 classes of problems: 
Kaizen 
Standard 
(or Shared Expectation) 
Preventive 
Maintenance
A3 Thinkers are like investigators at a crime scene…
They capture a shared understanding of a problem 
- often with just pencil and paper. 
Why are we 
talking about it? 
Where do things 
stand today? 
What should be 
happening? 
What would be a step in 
the right direction? 
What causes prevent us 
from reaching our 
target condition?
To find causes, they use simple analysis tools Such 
as fishbone diagrams…
Problem: got a 
Speeding ticket 
Late for work 
Got up late 
Alarm clock 
didn’t work 
Batteries 
were flat 
Why? 
Why? 
Why? 
Why? 
Therefore 
Therefore 
Therefore 
Therefore 
… And 5-whys
Once the nature of the problem is clear, they take 
steps to move towards the target condition 
systematically. 
What countermeasures 
should neutralize the 
causes? 
What steps are required 
to implement the selected 
countermeasures? How will you know if the 
countermeasures work? 
Based on the results, 
what’s next?
filling a report as quickly as possible would bring 
you fast nowhere.
A3 is about the thinking, not the report. 
“ -- Claudio Perrone 
It’s not what you do but rather what 
you learn by doing it that matters.
I learned to develop each section thoroughly…
… and validate my current understanding with others 
before moving to the next SECTION
Traditionally, a mentor would challenge 
a problem solver’s line of thought with 
quick coaching cycles 
What do you mean by it? (Clarity) 
Is it always the case? (Assumptions) 
How do you know? (Evidence) 
What are you implying 
by that? (Implications) 
Would that necessarily 
happen? (consequences) 
Do anyone see it 
another way? (Alternative 
Point of views)
A3 thinking is not about problem solving… 
… it’s about creating problem solvers.
I saw situations like this… 
Why did the site 
go down? 
Ehm… someone made a mistake. 
WHO? 
I want his f$g# 
Head!!
… Turning into this 
Hi all, 
Here’s a quick summary of the 
root cause analysis we did this morning. 
Problem: The Website was offline from 15:31 to 15:40 because: 
-Website couldn't establish a connection to the database. 
- Because MySql service crashed. 
- Because MySql storage engine reached the default configuration memory limit. 
- Because Apache web server configuration allows threads to request more 
physical memory than available to MySql. 
- Because Apache and MySql default configuration settings are not 
optimised for the RAM currently available on the new virtual server. 
We failed to detect it because: 
- New relic didn't notify us that the site was not responsive 
- We don't know yet, needs further investigation. It might not be configured properly 
(cont..)
… 
We took adaptive actions and the site is now up an running. 
However these are the further actions to take: 
Preventive: (future/cause) 
[now] Expand RAM on new virtual server 
[now] Review Apache & MySql configuration 
[later] Investigate moving to nginx 
Contingent (future/effect): 
[now] Configure New Relic's monitoring properly (alerts on site down, response time, n of 
processes, memory) 
[later] Investigate using New Relic for app profiling
Without guidance It’s all too easy to develop 
shallow A3 reports. 
… and Good 
mentors are 
rarer than 
plutonium.
So, with the motto: 
“Toyota supplier in 2 years or less”…
… I released a family of thinking tools… 
www.a3thinker.com
to help you change the world. 
one problem at a time. 
www.a3thinker.com/deck
Arguably, an A3 report “surfaces” a learning stream 
around a problem
What other 
Learning streams 
can we seek to 
surface?
POPCORN 
FLOW 
3 
@agilesensei
A while ago, I worked with a team who 
had not deployed in months
We worked together and evolved using 
the kanban method
But the real “secret” was our ability to 
SYSTEMATICALLY DEFINE AND negotiate 
explicit change experiments…
… a powerful learning stream that I defined 
and captured on a parallel “Popcorn board” 
Problems & observations 
Options 
Possible experiments 
Committed 
Ongoing 
Review 
Next
It starts with Problems & Observations...
...which I use to elicit options.
Promising options lead to a backlog of 
possible experiments.
experiments that we Commit to pursue have 
an action, reason, expectation and Review 
date.
At Each retrospective, I ask exactly these 
questions:
Some people fear “failure”… 
Gap = Frustration 
Expectation 
Reality
…but we only really “fail” when we limit 
our opportunities to learn 
Gap = Frustration 
Expectation 
Reality 
Learning
It’s Not “fail fast, fail often”... 
… It’s “Learn fast, learn often”.
Right from the beginning, I knew this was 
different.
... Because the team COULD easily handle 5-10 
change experiments each week, rapidly enabling it 
to DELIVER multiple times a day
…and then it spread. 
Popcorn boards started to appear to other 
parts of the organization.
Imagine a continous flow of experiments to 
dramatically accelerate the rate of change 
in every corner of your organization... 
... How far would you go?
Final Thoughts
“ -- Winston Churchill 
To improve is to change. 
To be perfect is to change often.
Claudio 
Perrone 
Next is Now 
claudio@agilesensei.com 
www.agilesensei.com 
@agilesensei 
www.a3thinker.com

More Related Content

What's hot

What's hot (20)

Lean Office by Operational Excellence Consulting
Lean Office by Operational Excellence ConsultingLean Office by Operational Excellence Consulting
Lean Office by Operational Excellence Consulting
 
How to Do a Gemba Walk
How to Do a Gemba WalkHow to Do a Gemba Walk
How to Do a Gemba Walk
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
A3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John KiffA3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John Kiff
 
PopcornFlow: Continuous Evolution Through Ultra-Rapid Experimentation
PopcornFlow: Continuous Evolution Through Ultra-Rapid ExperimentationPopcornFlow: Continuous Evolution Through Ultra-Rapid Experimentation
PopcornFlow: Continuous Evolution Through Ultra-Rapid Experimentation
 
Enterprise Agile Coaching - Professional Agile Coaching #3
Enterprise Agile Coaching - Professional Agile Coaching #3Enterprise Agile Coaching - Professional Agile Coaching #3
Enterprise Agile Coaching - Professional Agile Coaching #3
 
Kanban board 9th may 2017
Kanban board   9th may 2017Kanban board   9th may 2017
Kanban board 9th may 2017
 
How to build & Coach an Agile team
How to build & Coach an Agile teamHow to build & Coach an Agile team
How to build & Coach an Agile team
 
Kanban 101 - 3 - Kanban Essentials
Kanban 101 - 3 - Kanban EssentialsKanban 101 - 3 - Kanban Essentials
Kanban 101 - 3 - Kanban Essentials
 
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For Executives
 
Checklist for the Agile Manager
Checklist for the Agile ManagerChecklist for the Agile Manager
Checklist for the Agile Manager
 
Project Management With Scrum
Project Management With ScrumProject Management With Scrum
Project Management With Scrum
 
Kanban Basics for Beginners
Kanban Basics for BeginnersKanban Basics for Beginners
Kanban Basics for Beginners
 
Conducting Kaizen Events
Conducting Kaizen EventsConducting Kaizen Events
Conducting Kaizen Events
 
Taking a Gemba Walk
Taking a Gemba WalkTaking a Gemba Walk
Taking a Gemba Walk
 
Agile transformation Explanined
Agile transformation ExplaninedAgile transformation Explanined
Agile transformation Explanined
 
Standard work for leaders
Standard work for leadersStandard work for leaders
Standard work for leaders
 
Lean thinking
Lean thinkingLean thinking
Lean thinking
 
Kaizen Poster
Kaizen PosterKaizen Poster
Kaizen Poster
 

Viewers also liked

Viewers also liked (7)

The Snail Entrepreneur: The 7-year-old kid every startup should learn from
The Snail Entrepreneur: The 7-year-old kid every startup should learn fromThe Snail Entrepreneur: The 7-year-old kid every startup should learn from
The Snail Entrepreneur: The 7-year-old kid every startup should learn from
 
Lean Startup for Smart Entrepreneurs
Lean Startup for Smart EntrepreneursLean Startup for Smart Entrepreneurs
Lean Startup for Smart Entrepreneurs
 
Terraforming organisations
Terraforming organisationsTerraforming organisations
Terraforming organisations
 
Lean & agile 101 for Astute Entrepreneurs
Lean & agile 101 for Astute EntrepreneursLean & agile 101 for Astute Entrepreneurs
Lean & agile 101 for Astute Entrepreneurs
 
The Rise of the Lean Machine
The Rise of the Lean MachineThe Rise of the Lean Machine
The Rise of the Lean Machine
 
Breakthrough Innovation with Jobs To Be Done
Breakthrough Innovation with Jobs To Be DoneBreakthrough Innovation with Jobs To Be Done
Breakthrough Innovation with Jobs To Be Done
 
The 3 Revolutions (Agile, Lean, Lean Startup)
The 3 Revolutions (Agile, Lean, Lean Startup)The 3 Revolutions (Agile, Lean, Lean Startup)
The 3 Revolutions (Agile, Lean, Lean Startup)
 

Similar to Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)

Getting Things Done
Getting Things DoneGetting Things Done
Getting Things Done
bumblebeepa
 

Similar to Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14) (20)

Evolve & Disrupt
Evolve & DisruptEvolve & Disrupt
Evolve & Disrupt
 
EVOLVE & DISRUPT (Agileee 2015)
EVOLVE & DISRUPT (Agileee 2015) EVOLVE & DISRUPT (Agileee 2015)
EVOLVE & DISRUPT (Agileee 2015)
 
First Round Capital
First Round CapitalFirst Round Capital
First Round Capital
 
Beyond Value Streams: Experimental Evolution in Action
Beyond Value Streams: Experimental Evolution in ActionBeyond Value Streams: Experimental Evolution in Action
Beyond Value Streams: Experimental Evolution in Action
 
Facilitating online agile retrospectives
Facilitating online agile retrospectivesFacilitating online agile retrospectives
Facilitating online agile retrospectives
 
Cycles: The simplest, proven way to build your business
Cycles: The simplest, proven way to build your businessCycles: The simplest, proven way to build your business
Cycles: The simplest, proven way to build your business
 
The promise and peril of Agile and Lean practices
The promise and peril of Agile and Lean practicesThe promise and peril of Agile and Lean practices
The promise and peril of Agile and Lean practices
 
Christchurch Agile Professionals Network Presentation: Lessons Learned Implem...
Christchurch Agile Professionals Network Presentation: Lessons Learned Implem...Christchurch Agile Professionals Network Presentation: Lessons Learned Implem...
Christchurch Agile Professionals Network Presentation: Lessons Learned Implem...
 
10 tips how to make your Scrum fail - or succeed if you want by Igor Parac
10 tips how to make your Scrum fail - or succeed if you want by Igor Parac10 tips how to make your Scrum fail - or succeed if you want by Igor Parac
10 tips how to make your Scrum fail - or succeed if you want by Igor Parac
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
CYCLES Course (1): Course Introduction
CYCLES Course (1): Course Introduction CYCLES Course (1): Course Introduction
CYCLES Course (1): Course Introduction
 
Product Discovery Stories: when and how to use a discovery sprint to validate...
Product Discovery Stories: when and how to use a discovery sprint to validate...Product Discovery Stories: when and how to use a discovery sprint to validate...
Product Discovery Stories: when and how to use a discovery sprint to validate...
 
How to think like a startup in a corporate environment
How to think like a startup in a corporate environment How to think like a startup in a corporate environment
How to think like a startup in a corporate environment
 
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
 
What Can I Learn From You?
What Can I Learn From You?What Can I Learn From You?
What Can I Learn From You?
 
Final cycles overview jan 2019 with toolkit
Final cycles overview jan 2019 with toolkitFinal cycles overview jan 2019 with toolkit
Final cycles overview jan 2019 with toolkit
 
Getting Things Done
Getting Things DoneGetting Things Done
Getting Things Done
 
Mode Evasion
Mode EvasionMode Evasion
Mode Evasion
 
Visualizing Work: If you can't see it, you can't manage it
Visualizing Work: If you can't see it, you can't manage itVisualizing Work: If you can't see it, you can't manage it
Visualizing Work: If you can't see it, you can't manage it
 
Agile Engine | By Asad Safari
Agile Engine | By Asad SafariAgile Engine | By Asad Safari
Agile Engine | By Asad Safari
 

Recently uploaded

zidauu _business communication.pptx /pdf
zidauu _business  communication.pptx /pdfzidauu _business  communication.pptx /pdf
zidauu _business communication.pptx /pdf
zukhrafshabbir
 
Powerpoint showing results from tik tok metrics
Powerpoint showing results from tik tok metricsPowerpoint showing results from tik tok metrics
Powerpoint showing results from tik tok metrics
CaitlinCummins3
 
What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...
srcw2322l101
 

Recently uploaded (20)

A Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob BadgettA Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob Badgett
 
Falcon Invoice Discounting Setup for Small Businesses
Falcon Invoice Discounting Setup for Small BusinessesFalcon Invoice Discounting Setup for Small Businesses
Falcon Invoice Discounting Setup for Small Businesses
 
Special Purpose Vehicle (Purpose, Formation & examples)
Special Purpose Vehicle (Purpose, Formation & examples)Special Purpose Vehicle (Purpose, Formation & examples)
Special Purpose Vehicle (Purpose, Formation & examples)
 
Expert Cross-Border Financial Planning Advisors
Expert Cross-Border Financial Planning AdvisorsExpert Cross-Border Financial Planning Advisors
Expert Cross-Border Financial Planning Advisors
 
PitchBook’s Guide to VC Funding for Startups
PitchBook’s Guide to VC Funding for StartupsPitchBook’s Guide to VC Funding for Startups
PitchBook’s Guide to VC Funding for Startups
 
zidauu _business communication.pptx /pdf
zidauu _business  communication.pptx /pdfzidauu _business  communication.pptx /pdf
zidauu _business communication.pptx /pdf
 
Elevate Your Online Presence with SEO Services
Elevate Your Online Presence with SEO ServicesElevate Your Online Presence with SEO Services
Elevate Your Online Presence with SEO Services
 
Sedex Members Ethical Trade Audit (SMETA) Measurement Criteria
Sedex Members Ethical Trade Audit (SMETA) Measurement CriteriaSedex Members Ethical Trade Audit (SMETA) Measurement Criteria
Sedex Members Ethical Trade Audit (SMETA) Measurement Criteria
 
NFS- Operations Presentation - Recurrent
NFS- Operations Presentation - RecurrentNFS- Operations Presentation - Recurrent
NFS- Operations Presentation - Recurrent
 
Powerpoint showing results from tik tok metrics
Powerpoint showing results from tik tok metricsPowerpoint showing results from tik tok metrics
Powerpoint showing results from tik tok metrics
 
tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)
 
hyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statementshyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statements
 
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptxBlinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
 
Daftar Rumpun, Pohon, dan Cabang Ilmu (2024).pdf
Daftar Rumpun, Pohon, dan Cabang Ilmu (2024).pdfDaftar Rumpun, Pohon, dan Cabang Ilmu (2024).pdf
Daftar Rumpun, Pohon, dan Cabang Ilmu (2024).pdf
 
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptxExploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
 
1Q24_EN hyundai capital 1q performance
1Q24_EN   hyundai capital 1q performance1Q24_EN   hyundai capital 1q performance
1Q24_EN hyundai capital 1q performance
 
بروفايل شركة ميار الخليج للاستشارات الهندسية.pdf
بروفايل شركة ميار الخليج للاستشارات الهندسية.pdfبروفايل شركة ميار الخليج للاستشارات الهندسية.pdf
بروفايل شركة ميار الخليج للاستشارات الهندسية.pdf
 
What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...
 
Toyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & TransformationsToyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & Transformations
 
Series A Fundraising Guide (Investing Individuals Improving Our World) by Accion
Series A Fundraising Guide (Investing Individuals Improving Our World) by AccionSeries A Fundraising Guide (Investing Individuals Improving Our World) by Accion
Series A Fundraising Guide (Investing Individuals Improving Our World) by Accion
 

Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)

  • 1. written, illustrated and performed by Claudio Perrone agilesensei.com a3thinker.com Evolve or die Popcorn Flow Thinking and A3 in Action @agilesensei
  • 2. Today I’m going to change the world … (a little).
  • 3. “A few years ago, I made a world of difference to one client”
  • 4. “Except… I didn’t.” 28 months later...
  • 6. “I saw good people swallowed by an enemy they could not defeat”
  • 7. “innovation and growth being crushed by status-quo, fire-fighting and conformity.”
  • 8. “the company went through many reorganizations, only to stay the same” Organization chart Blame flow Victims Rule makers Controllers Enforcers God Losers
  • 9. organizations can’t be “agile” if only the development teams are doing Agile Typical “Agile” Enterprise SMs
  • 10. “all was left was a desolate, lifeless place, with seemingly little to offer humans.”
  • 11. But What if an “alien” technology could change it?
  • 12. LEAN MANAGEMENT 1 @agilesensei
  • 13. “ 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. And we are reducing that timeline by removing the non-value-added wastes. -­‐-­‐-­‐ Taiichi Ohno, Founder of TPS
  • 14. “but that’s only part of the story…”
  • 15. Why do you allow your competitors to copy all your tools?
  • 16. What they need to see… is not visible What the hell is He talking about?
  • 17. W. Edwards deming believed that… “ 95% of variation in worker’s performance is governed by the systems. ---W. Edwards Deming
  • 18. Perhaps… “ We should work on our processes, not the outcome of our processes. ---W. Edwards Deming
  • 19. in lean, we co-design and continuously improve processes and tools… …TO BETTER SERVE INDIVIDUALS AND INTERACTIONS.
  • 20. “learning to see” involves bringing to the surface what we learn Value Stream (from concept to cash) Learning Stream(s) (from question to knowledge base)
  • 21. With method and guidance, managers grow to become problem solvers, critical thinkers and mentors
  • 22. (YOU MAY ALSO CONSIDER THAT…) “ Management is too important to leave to the managers. Management is everyone’s job. -­‐-­‐-­‐ Jurgen Appelo
  • 24. I had terrible experiences with problem solving meetings
  • 25. in Lean, a "problem" is the gap between the "current situation" and the "standard/ expectation" Gap = Problem Standard Current Situation
  • 26. Following that definition, there are 3 classes of problems: Kaizen Standard (or Shared Expectation) Preventive Maintenance
  • 27. A3 Thinkers are like investigators at a crime scene…
  • 28. They capture a shared understanding of a problem - often with just pencil and paper. Why are we talking about it? Where do things stand today? What should be happening? What would be a step in the right direction? What causes prevent us from reaching our target condition?
  • 29. To find causes, they use simple analysis tools Such as fishbone diagrams…
  • 30. Problem: got a Speeding ticket Late for work Got up late Alarm clock didn’t work Batteries were flat Why? Why? Why? Why? Therefore Therefore Therefore Therefore … And 5-whys
  • 31. Once the nature of the problem is clear, they take steps to move towards the target condition systematically. What countermeasures should neutralize the causes? What steps are required to implement the selected countermeasures? How will you know if the countermeasures work? Based on the results, what’s next?
  • 32. filling a report as quickly as possible would bring you fast nowhere.
  • 33. A3 is about the thinking, not the report. “ -- Claudio Perrone It’s not what you do but rather what you learn by doing it that matters.
  • 34. I learned to develop each section thoroughly…
  • 35. … and validate my current understanding with others before moving to the next SECTION
  • 36. Traditionally, a mentor would challenge a problem solver’s line of thought with quick coaching cycles What do you mean by it? (Clarity) Is it always the case? (Assumptions) How do you know? (Evidence) What are you implying by that? (Implications) Would that necessarily happen? (consequences) Do anyone see it another way? (Alternative Point of views)
  • 37. A3 thinking is not about problem solving… … it’s about creating problem solvers.
  • 38. I saw situations like this… Why did the site go down? Ehm… someone made a mistake. WHO? I want his f$g# Head!!
  • 39. … Turning into this Hi all, Here’s a quick summary of the root cause analysis we did this morning. Problem: The Website was offline from 15:31 to 15:40 because: -Website couldn't establish a connection to the database. - Because MySql service crashed. - Because MySql storage engine reached the default configuration memory limit. - Because Apache web server configuration allows threads to request more physical memory than available to MySql. - Because Apache and MySql default configuration settings are not optimised for the RAM currently available on the new virtual server. We failed to detect it because: - New relic didn't notify us that the site was not responsive - We don't know yet, needs further investigation. It might not be configured properly (cont..)
  • 40. … We took adaptive actions and the site is now up an running. However these are the further actions to take: Preventive: (future/cause) [now] Expand RAM on new virtual server [now] Review Apache & MySql configuration [later] Investigate moving to nginx Contingent (future/effect): [now] Configure New Relic's monitoring properly (alerts on site down, response time, n of processes, memory) [later] Investigate using New Relic for app profiling
  • 41. Without guidance It’s all too easy to develop shallow A3 reports. … and Good mentors are rarer than plutonium.
  • 42. So, with the motto: “Toyota supplier in 2 years or less”…
  • 43. … I released a family of thinking tools… www.a3thinker.com
  • 44. to help you change the world. one problem at a time. www.a3thinker.com/deck
  • 45. Arguably, an A3 report “surfaces” a learning stream around a problem
  • 46. What other Learning streams can we seek to surface?
  • 47. POPCORN FLOW 3 @agilesensei
  • 48. A while ago, I worked with a team who had not deployed in months
  • 49. We worked together and evolved using the kanban method
  • 50. But the real “secret” was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments…
  • 51. … a powerful learning stream that I defined and captured on a parallel “Popcorn board” Problems & observations Options Possible experiments Committed Ongoing Review Next
  • 52. It starts with Problems & Observations...
  • 53. ...which I use to elicit options.
  • 54. Promising options lead to a backlog of possible experiments.
  • 55. experiments that we Commit to pursue have an action, reason, expectation and Review date.
  • 56. At Each retrospective, I ask exactly these questions:
  • 57. Some people fear “failure”… Gap = Frustration Expectation Reality
  • 58. …but we only really “fail” when we limit our opportunities to learn Gap = Frustration Expectation Reality Learning
  • 59. It’s Not “fail fast, fail often”... … It’s “Learn fast, learn often”.
  • 60. Right from the beginning, I knew this was different.
  • 61. ... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day
  • 62. …and then it spread. Popcorn boards started to appear to other parts of the organization.
  • 63. Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization... ... How far would you go?
  • 65. “ -- Winston Churchill To improve is to change. To be perfect is to change often.
  • 66. Claudio Perrone Next is Now claudio@agilesensei.com www.agilesensei.com @agilesensei www.a3thinker.com