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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

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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