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The Timelessness of Lean Management

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Presented by Sanjiv Augustine at Agilepalooza 2013.

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The Timelessness of Lean Management

  1. 1. TheTimelessnessof LeanManagement Presented by Sanjiv Augustine Sanjiv.Augustine@LitheSpeed.com @Saugustine, @LitheSpeed, @VersionOne, #AgilePalooza
  2. 2. State of Agile Adoption Organizations are realizing real benefits with agile methods… 2 State of Agile Development Survey, http://www.versionone.com
  3. 3. State of Agile Adoption And so, agile adoption continues apace… 3 State of Agile Development Survey, http://www.versionone.com
  4. 4. State of Agile Adoption (Cont’d) But, we need to raise our game to overcome systemic problems… 4 State of Agile Development Survey, http://www.versionone.com
  5. 5. Lean Thinking Principles : • Just-in-Time – Supply what is needed, when it is needed, in the amount that is needed. • Jidoka – Stop-and-respond to halt production and address product defects or quality issues as they are encountered in a process. • Heijunka – “smooth/level” production volume and variety during given time periods. • Standardized Work – Organize a job or task in an efficient activity sequence while minimizing waste. • Kaizen – “Change for the better.” A philosophy of continuous improvement. What is Lean? Image Source: http://www.mtu.edu/improvement/continuous- improvement/lean-overview/ 5
  6. 6. 1. Organize around a Network of Small Teams 2. Drive Lean Innovation 3. Practice Wise Leadership Three Timeless Lean-Agile Solutions 6
  7. 7. 1.NetworkofSmall Teams
  8. 8. Intense collaboration via: 1. Face-to-face communication 2. Generalizing specialists 3. Self-discipline and decentralized control Traditional Silos Customer BA Designer DeveloperPM Core Team (EXAMPLE) BA / Tester BA Tester Product Owner Developer Designer Developer / BA SM Release Manager Capacity Planner Prod. Architect Tech Ops Business Sponsor Risk Assessor Security A Sample Agile Team 8 BAAnalysts DeveloperDeveloperDeveloper Designers Tester The Core Project Team ideally consists of 5-9 dedicated members (7 +/- 2). The Extended Team can contain many additional members, each playing an important role, but they are typically not dedicated to the effort. TesterTestersDevs
  9. 9. 9 “…for a large organization to work it must behave like a related group of small organizations.” - E. F. Schumacher , Small is Beautiful Scaling may require, at certain levels: • Chief ScrumMasters • Strategic Product Owners • Tactical Product Owners • Lightweight Agile PMOs serving as a “guiding coalition” Network of Small Teams Accelerate! By John Kotter, HBR, November 2012
  10. 10. • Encourage face-to-face dialogue across levels • Create overlapping management with “linking pins” • Run the Council as an Agile project team Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 10 Lean-Agile PMO
  11. 11. Network of Teams – Ericsson 11 Source: Agile and Lean Transformation at Ericcson Finland, Henri Kivioja
  12. 12. 2.LeanInnovation
  13. 13. Lean Innovation via Lean Startup 13 ! "#$%&' ()* +, +#- + . #%/ 01#+()* +, +#- + Source: Lean Startup, Abby Fitchner, http://hackerchick.com
  14. 14. Lean Startup Methodology 14 Thanks to Ash Maurya, author of Running Lean: http://www.runningleanhq.com/
  15. 15. Lean Startup in a Nutshell • Clear, short-term experiments • Direct customer observation and interaction • Release planning informed by feedback data • High-quality agile development with strong UX 15
  16. 16. Process Execution Product Planning In the RoomOutside the Room Pre- Discovery Discovery Release Planning Sprint Planning Sprint Review Sprint Participants: • Product Team • IT Architecture • UX Team • Key Business Stakeholders Participants: • Whole Team • Key Business Stakeholders 16 Incorporating UX into Agile
  17. 17. Introducing Sensei 17 http://www.senseitool.com
  18. 18. Sensei Lean Startup 18
  19. 19. 3.WiseLeadership
  20. 20. • Have courage of conviction • Flatten hierarchy • Go the Gemba • Trust the team 20 Wise Leadership
  21. 21. 21 Team Empowerment Empowerment = Freedom * Capability Situational Leadership® – Paul Hershey and Ken Blanchard
  22. 22. • Knowledge workers need responsibility for their own productivity: o Knowledge drives productivity o Continuous innovation, learning and teaching need to be part of the job o Knowledge worker productivity is dependent on quality at least as much as quantity o Optimal quality is the path to high productivity • Knowledge workers must understand: o What is our business? o Who is our customer? o What does our customer consider valuable? Team Empowerment 22
  23. 23. 1. Organize around a Network of Small Teams 2. Drive Lean Innovation 3. Practice Wise Leadership Three Timeless Lean-Agile Solutions 23
  24. 24. 24 Contact Us for Further Information Sanjiv Augustine President Sanjiv.Augustine@LitheSpeed.com Twitter: @saugustine, @lithespeed On the Web: http://www.lithespeed.com http://www.senseitool.com http://www.sanjivaugustine.com "I only wish I had read this book when I started my career in software product management, or even better yet, when I was given my first project to manage. In addition to providing an excellent handbook for managing with agile software development methodologies, Managing Agile Projects offers a guide to more effective project management in many business settings." John P. Barnes, former Vice President of Product Management at Emergis, Inc.
  25. 25. • Multiple, stable teams each focused on a single project at a time • Dedicated to platforms or lines of business • Platform owner prioritizes next project • Result: o Support multiple lines of business simultaneously o Focused effort results in quick delivery for individual projects o Clear accountability o Stability and predictability Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)25 Stable Teams

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