The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
Simple overview of Lean made for anyone new to Lean .
Simple, very easy to understand , made for front line workers,supervisors
http://www.6sengineering.com/
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
Simple overview of Lean made for anyone new to Lean .
Simple, very easy to understand , made for front line workers,supervisors
http://www.6sengineering.com/
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
Based on the popular book: Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), by Durward K. Sobek II, a synopsis has been presented here.
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
Presentation I originally created for the european Lean & Kanban 2010 conference in Belgium.
In a moment of craziness, I decided to draw all slides by myself, starting with old fashioned pencil/pen & paper. I then scanned the drawings and "inked" them using my cyntix tablet and (mainly) ArtRage Studio Pro. I'm not a professional cartoonist, but I don't limit myself either ;-)
I will keep improving the deck overtime, so check it out from time to time.
Based on the popular book: Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), by Durward K. Sobek II, a synopsis has been presented here.
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
Presentation I originally created for the european Lean & Kanban 2010 conference in Belgium.
In a moment of craziness, I decided to draw all slides by myself, starting with old fashioned pencil/pen & paper. I then scanned the drawings and "inked" them using my cyntix tablet and (mainly) ArtRage Studio Pro. I'm not a professional cartoonist, but I don't limit myself either ;-)
I will keep improving the deck overtime, so check it out from time to time.
My motto this year is "Evolve & Disrupt". I did a couple of keynotes on the matter recently, so I'm sharing this presentation to illustrate how I handle the "fuzzy front-end" of product development, aside from the Lean Startup stuff everybody talks about. Don't be fooled by the funny (and a bit irreverent) cartoons; Jobs To Be Done is a major breakthrough with a lot of practical applications. I have been working solidly on it for the last year and it is totally influencing how I see the world.
The Snail Entrepreneur: The 7-year-old kid every startup should learn fromClaudio Perrone
Matteo faced a seemly impossible problem, but didn't give up. He used daddy's #PopcornFlow and pivoted. 17 options and 5 experiments later, he converged to success.
PopcornFlow is impacting businesses (large and small) but also families and kids.
If you like this story, please contribute to Matteo's cause.
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
A year ago, our software development team ended up in a funk. Simply put, we had some bugs in our processes, relationships and environment that were preventing us from being the best team we could be. So we did what any good dev team does when it encounters bugs: we deconstructed the problems, determined the root causes and implemented some fixes. I’ll share our story and discuss the lessons we learned along the way. You’ll take away ideas and tools that can help you explore these critical, but often tricky, topics in order to prepare your team to really scale.
This presentation goes into details about impediments, how to identify them, how to create a strategy for, escalate, and ultimately - if not removing them entirely - moving the needle to improve the situation. Apologies for the outdated styling - it's on my backlog to improve it!
Human Factor of Technology Deployment - Accellos & Columbia Colstor IARW-WFLOaccellosinc
Presentation on The Human Factor of Technology Deployment - Driving Value through Partnership and Organizational Change Management by Joe Couto of Accellos and Blake Barthlemess of Columbia Colstor given at the 123rd IARW-WFLO Convention and Expo 2014
BA and Beyond 20 - Johan Merckx - Being a Conscious Business AnalystBA and Beyond
The ‘HOW’ of business analysis is probably even more important than the ‘WHAT’. While the ‘WHAT’ focuses on models, methods, techniques, and deliverables, the ‘HOW’ determines how much impact you can really have.
In this session, we explore the crucial mindset and soft skills required to connect with customers, end-users, stakeholders, partners, and technical people.
Because the quality of your intervention depends on the level of consciousness with which you connect with your environment.
Presented at Big Design Conference in Oct. 2013.
Can we finally let go of the Designer/Wizard Myth? Not that it wasn’t an enchanting tale: The socially awkward genius all in black, working vampire hours, wearing headphones and horn rims and cranking out magical solutions to transform mediocre ideas and questionable product management into gazillion-dollar success.
In reality, jumping straight to design intensifies any organization’s pre-existing dysfunction and guarantees half-assed solutions and endless cycles of equally ineffective redesign.
Design isn’t magic and it doesn’t take place in a vacuum. Like it or not, organizations create successful user experiences, not designers. This talk will outline what an effective UX professional should be doing long before a single pixel has been designed. Participants will walk away with specific “bottom-up” tactics to more accurately define the organization, adjust team structure and tweak process.
This is a summary from John Kotter\'s book. I love this book so much that I make this ppt.
I got the book from my CEO, first intention is to have my CEO reading kotter\'s idea without dedicating so much time to read. You know, he\'s a busy man
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Unsubscribed: Combat Subscription Fatigue With a Membership Mentality by Head...
A3 & Kaizen: Here's How
1. @agilesensei
After reading this,
introduce yourself
to a person seated
next to you.
Tell this person
why you are here
and what you want
to learn.
written, illustrated and
performed by
Claudio Perrone
4. The traditional organization model seems
inadequate to cope with today’s
corporate challenges
Organization chart
Blame flow
Rule makers
Controllers
Enforcers
Losers
…
10. It all started when I launched a kaizen
system as part of a major Lean & Agile
transition
Kaizen memo:
Kaizen Memos
Before improvement:
We didn’t trace the small,
continuous improvements
to our work
Action taken:
Created “Kaizen memos” to
post on an “implemented
ideas” board
Effect: Team members trace and celebrate every
implemented idea, even the smallest!
Submitted by: Claudio Perrone
Date:
11. One of the teams was going through a
delicate storming phase
13. ... leading me to my first kaizen idea!
Kaizen memo:
Ready for Celebration
Before improvement:
Story completion was
taken for granted
Action taken:
Created an explicit
“Ready for Celebration” step
in our workflow
Effect: Team proudly celebrates completion of stories
at standup meetings
Submitted by: Claudio Perrone
Date:
15. In the early days, loud-voiced celebration
was not for everyone, however...
16. ... So, we introduced a celebration volume
Kaizen memo:
Celebration Volume
Before improvement:
Action taken:
Some team members were Created a “celebration
“too modest” to celebrate volume” icon to be crossed
with a resounding applause on the Kaizen memo
Effect: Members can choose to celebrate quietly
(e.g. shake of hands, pat on the back, gimme 5, ..)
Submitted by: Claudio Perrone
Date:
17. People began implementing simple ideas such
as improving their working environment...
Before…
… AFTEr
18. ... Experimented with different forms of
visualization (e.g. prisoner metrics, dj
check sheets), scripts, and so on
20. Write it down!
Kaizen memo:
Before improvement:
We had
this problem
Effect:
Action taken:
We did this
It became a little better
Submitted by:
You
Today
Date:
27. Copies of my preliminary A3 were lying
on the table…
28. It was a hell of a good way to kick start
a transition
29. I followed that same approach to tackle
problems at team level
30. a "problem" is the difference between
the "current situation" and the
"standard/expectation"
Gap = Problem
Standard
Current Situation
31. So the first step I took with a team was
to clarify & breakdown the problem…
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
32. Theme:
Background
Team is looking at improving its internal feedback loop to reduce
cost of delay, particularly when rework is involved.
Why are we
talking about it?
Current Situation
Lead-time of reworked stories: 14.6 days
Processing time: 2.8 days
Current State Map
Where do things
stand today?
33. What should be
happening?
Problem Statement
Expectation:
Lead-time of reworked stories: 10d
Expectation –
Current Situation
Discrepancy:
Team takes 4.6d longer to deliver a reworked story
Extent:
The problem affects about 15% of all stories
Rationale:
If no action is taken, customers will continue
to suffer delays
Importance?
Urgency?
Tendency?
When?
How often?
Where?
How Long?
What is
effected?
34. WE THEN SET A TARGET TO STIMULATE
IMPROVEMENT
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
35. Extent: The problem affects about 15% of all stories
Rationale: If no action is taken, customers will continue
to suffer delays
what?
Target
Reduce lead-time of reworked items
from 14.6d to 10d
by July 31st 2011
how much?
by when?
36. Theme:
Then, we wrote the theme
Reduce lead-time of reworked items from 14.6d to 10d
Background
Team is looking at improving its internal feedback loop to reduce
cost of delay, particularly when rework is involved.
what?
how much?
Current Situation
Lead-time of reworked stories: 14.6 days
Processing time: 2.8 days
37. What prevents us from
reaching our target
Condition?
Analysis
Facts, not
opinions
Cause Analysis:
Push system
Lead
time
> 10d
Tasks
Functional
accumulate in
test
Why?
large batches Why?
performed
on Deploy
once a week
stage
Why?
Verify “why” logic with
“therefore” in reverse
official (test)
Why?
builds are
installed weekly
Actionable
root causes!
No dedicated
tester
Nightly build
setup/configuration
takes 0.5d
38. Only then we identified a set of
potential countermeasures…
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
39. June 10, 2011
C.Perrone
Countermeasures
Cause
A
Countermeasure
Description
Benefit
Limit WIP/Pull
Limit how many stories
team can start in
parallel
Effecti
veness
Feasibility
Impact
-improve flow
-encourage small
stories
+
++
0
-
++
--
B
Hire tester
Hire dedicated internal
tester
eliminate dependency
on external people and
spend more time on
testing
B
Do system Test
internally
Devs that don’t work on
feature can test
someone else’s work
Reduces testing
bottlenecks, improves
knowledge sharing
+
+
-
SLAs with
external testers
Create service level
agreements between
team and external
testes
-more predictable flow
-clear expectations
-no “begging”
-closer collaboration
++
+
-
Skip setup
Test the latest version
of a subset of
component files
skipping the full
product setup
Don’t need to wait for
daily/weekly builds,
reduce feedback delay
between dev/test
++
+
-
B
C
40. With the proposed countermeasures the
future would look like this
Future State Map
41. In the implementation section, we
created & shared an action plan
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
42. Action Plan
What
Who
Where How
Proj.
Compl
etion
Actual
complet
ion
Vsm
Stef./
Claudio
Team
Room
Post-its
10/6
10/6
Trace
prisoner
metrics
Paola
Whiteboard
Mark at
each
standup
15/7
N/A
Adopt
skip-setup
procedure
Team
Team
room
Agree
policy
10/7
10/7
Limit WIP
Team
Whiteboard
Agree
policy
27/6
27/6
Hire tester
Stef.
Meeting
room
Begging
Mgmt :D
Never
29/6
Agree
internal
testing policy
Team
Meeting
Room
Retrospec
tive
10/7
10/7
SLAs with
external
testers
Claudio/
Elena/
Stef.
Meeting
Room
Agree
policy
10/7
15/7
43. Finally the follow-up section…
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
53. At this point of the transition we were
falling into chaos
Satir Change Model
Performance
Late Status Quo
Foreign Element
(transition begins)
New Status Quo
Integration
Time
Resistance
Chaos
Transforming Idea
55. To turn the leadership triangle upside
down, we didn’t need enforcers, “easy
going” or absent managers…
we needed
problem
solvers!
56. So I began to tackle problems by pairing
up with one promising manager
57. … Then I began practicing 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)
62. “
If you want 1 year of prosperity,
grow seeds.
If you want 10 years of prosperity,
grow trees.
If you want 100 years of prosperity,
grow people.
-- Chinese proverb