This document describes the implementation and results of using daily 15-minute "flash meetings" for software development teams at Thales Group. The previous weekly 1-hour meetings were found to be too long, infrequent, and out of date. The new daily flash meetings have a shorter duration of 15 minutes, higher frequency of daily, and focus on key priorities like steering, performance, and problems. Teams have been practicing this for over 7 years and have found improvements in focus, visibility of team performance, reduced work-in-progress, improved product quality, and increased team involvement and motivation. The daily flash meetings combined with nightly builds have created a daily development cycle.
Continuous Improvement in Learning & Performing by Arthur van Wylick, EDSN, L...Institut Lean France
Making 14 million gas and electricity customers happier using Lean: On the Dutch energy market, EDSN manages the data of approximately 14 million gas and electricity customers. Discover how their Lean program provided a major transformation between grid operators, commercial parties and shipping parties in redesigning their metering data processes and the following results: a reduction of handling time of incidents of 65%, improved client satisfaction by 13% and employee satisfaction by 16%. A presentation by Arthur van Wylick, director of EDSN at the Lean IT Summit 2014. More examples of Lean in IT on www.lean-it-summit.com
Lean Thinking in IT by Marie-Pia Ignace, Lean IT Summit 2014Institut Lean France
What does lean thinking mean in the IT world? What questions should CIOs ask themselves about the products they deliver. Marie-Pia Ignace, President of Institut Lean France is a pionneer of Lean in IT, watch her presentation slides from the closing keynote of the 4th annual Lean IT Summit. More Lean IT on www.lean-it-summit.com
Learn fast to build fast, Le Monde case study by Ismaël Hery - Lean IT Summit...Institut Lean France
Why maximizing learning helps teams develop software faster? Ismaël Hery shares his recent successes. A new software product development project may be considered as “done” when the users are satisfied and when the cost of operations is known and under control (aka “product market fit” in Eric Ries terminology). How to get to that point as fast as possible considering the risky and diverse activities of design and user experience, software development and operation in production? Based on stories from recent new software products developed at Le Monde, it appears that spreading and leveling learning on the various project activities from the first day on, helps getting to that point faster. More Lean IT case study on www.lean-it-summit.com
A Lean production project in software development at AlmavivA - Lean IT Summi...Institut Lean France
This document provides an overview of AlmavivA Group, an Italian information and communication technology company. It discusses AlmavivA's mission to develop solutions to help businesses and governments improve services. The company has 38 offices globally and over 32,500 employees. It offers services including cloud computing, CRM, big data analytics, software development, and IT outsourcing catering to industries such as government, banking, media and transportation. The document outlines some of AlmavivA's subsidiary companies and their offerings, markets served, employees and revenue. It also describes AlmavivA's competence centers, certifications, and a lean production project aimed at increasing productivity and reducing costs.
Pulling the flow in IT, what to expect? by Emmanuel Richard, BNP Paribas at t...Institut Lean France
Discover the amazing operational improvements an IT team obtained when it started pulling the flow in this presentation by Emmanuel Richard from BNP Paribas.
More Lean IT stories on www.lean-it-summit.com
Cesar Gon Ci&T on Hoshin Kanri - European Lean IT Summit 2012Institut Lean France
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
How IT can support a Lean Transformation? Daniel T Jones - European Lean IT S...Institut Lean France
How IT can support a Lean Transformation? Daniel Jones' presentation from the European Lean IT Summit 2012.
Watch more Lean IT presentations and videos on the event website: www.lean-it-summit.com
Continuous Improvement in Learning & Performing by Arthur van Wylick, EDSN, L...Institut Lean France
Making 14 million gas and electricity customers happier using Lean: On the Dutch energy market, EDSN manages the data of approximately 14 million gas and electricity customers. Discover how their Lean program provided a major transformation between grid operators, commercial parties and shipping parties in redesigning their metering data processes and the following results: a reduction of handling time of incidents of 65%, improved client satisfaction by 13% and employee satisfaction by 16%. A presentation by Arthur van Wylick, director of EDSN at the Lean IT Summit 2014. More examples of Lean in IT on www.lean-it-summit.com
Lean Thinking in IT by Marie-Pia Ignace, Lean IT Summit 2014Institut Lean France
What does lean thinking mean in the IT world? What questions should CIOs ask themselves about the products they deliver. Marie-Pia Ignace, President of Institut Lean France is a pionneer of Lean in IT, watch her presentation slides from the closing keynote of the 4th annual Lean IT Summit. More Lean IT on www.lean-it-summit.com
Learn fast to build fast, Le Monde case study by Ismaël Hery - Lean IT Summit...Institut Lean France
Why maximizing learning helps teams develop software faster? Ismaël Hery shares his recent successes. A new software product development project may be considered as “done” when the users are satisfied and when the cost of operations is known and under control (aka “product market fit” in Eric Ries terminology). How to get to that point as fast as possible considering the risky and diverse activities of design and user experience, software development and operation in production? Based on stories from recent new software products developed at Le Monde, it appears that spreading and leveling learning on the various project activities from the first day on, helps getting to that point faster. More Lean IT case study on www.lean-it-summit.com
A Lean production project in software development at AlmavivA - Lean IT Summi...Institut Lean France
This document provides an overview of AlmavivA Group, an Italian information and communication technology company. It discusses AlmavivA's mission to develop solutions to help businesses and governments improve services. The company has 38 offices globally and over 32,500 employees. It offers services including cloud computing, CRM, big data analytics, software development, and IT outsourcing catering to industries such as government, banking, media and transportation. The document outlines some of AlmavivA's subsidiary companies and their offerings, markets served, employees and revenue. It also describes AlmavivA's competence centers, certifications, and a lean production project aimed at increasing productivity and reducing costs.
Pulling the flow in IT, what to expect? by Emmanuel Richard, BNP Paribas at t...Institut Lean France
Discover the amazing operational improvements an IT team obtained when it started pulling the flow in this presentation by Emmanuel Richard from BNP Paribas.
More Lean IT stories on www.lean-it-summit.com
Cesar Gon Ci&T on Hoshin Kanri - European Lean IT Summit 2012Institut Lean France
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
How IT can support a Lean Transformation? Daniel T Jones - European Lean IT S...Institut Lean France
How IT can support a Lean Transformation? Daniel Jones' presentation from the European Lean IT Summit 2012.
Watch more Lean IT presentations and videos on the event website: www.lean-it-summit.com
Implementing SAP with a lean thinking approach - European Lean IT Summit 2012 Institut Lean France
Klaus Petersen's presentation from the European Lean IT SUmmit: Implementing SAP with a Lean thinking approach.
More lean IT presentations and videos on www.lean-it-summit.com
This document summarizes a presentation about applying value streams in a DevOps environment given by Mark Lear and Mike Orzen. The presentation discussed how Menlo Logistics implemented value streams to address issues with organizational structure, project management, and work-life balance. Expected improvements included reduced cycle times, improved quality, and increased team focus. Implementation involved defining value stream roles and boundaries and addressing concerns. Results showed improvements in key metrics for IT production support and projects/enhancements. Lessons learned and ongoing challenges were also reviewed.
Tieto Integrated Paper Solution (TIPS) is a leading manufacturing execution system for paper mills used by many customers in the industry. This story is about the lesons learnt from more than one year of Lean transformation, e.g how we broke the organizational silos, created capacity for change, enabled managers to become coaches, engaged the teams and managed to change behavior of 250 people in three different countries.
More Lean IT presentations and videos on www.lean-it-summit.com
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Institut Lean France
We now have a pretty good idea of what Just-in-Time means in software development. With Continuous Delivery moving to the mainstream, rapid flow of value through the development process is becoming routine. However, as software systems get larger and more complex, we may lose sight of what Jidoka has to offer. At the Lean IT Summit 2014, Mary Poppendieck explained what Jidoka, or situational awareness, means for groups developing large software systems.
Lessons in Enterprise Architecture and IT Service Management by Charles Betz,...Institut Lean France
IT organizations often struggle to be systems of value for their enterprises. Charles discussed the evolution of his Lean perspective across years via cases from some of the world’s largest IT organizations, and how enterprise architecture, ITIL, and similar approaches are necessary but not sufficient for truly Lean IT.
More lean IT presentations and videos on www.lean-it-summit.com
Scrum: The art of doing twice the work in half the time by Jeff Sutherland - ...Institut Lean France
At the Lean IT Summit 2014, Jeff Sutherland described how Scrum derives from lean product development at Toyota and what was added to Lean to get software teams agile. Video of the session available soon on Institut Lean France Youtube channel
"Implementing a lean approach in IT operations and infrastructure" by Philipp...Institut Lean France
The document discusses implementing a Lean approach in IT operations and infrastructure at BNP Paribas. It describes how BNP Paribas IT Group Production delivers services to numerous BNP Paribas entities with over 1,500 employees and 5 strategic datacenters. It implemented a new continuous improvement approach called ACE to address increasing complexity, need for agility, and cost control challenges. ACE projects follow a 13-week process involving teams, coaches, and sponsors to identify improvements through analyzing processes and collaborator involvement. Initial projects showed significant benefits like improved performance metrics, problem resolution, and collaborator understanding of processes.
How I have multiplied by 4 my turnover in 2 years by Theodo at Lean IT Summit...Institut Lean France
How does Lean management help the startups grow? According to Benoît, co-founder of mobile and web dev start up Theodo, the Lean practice is the perfect approach CEOs need to solve the issues their fast growing start ups are faced with. He will explain the benefits in terms of turnover growth, strategic alignment, team empowerment, ability to focus on the right issues and to solve them. He will also explain why Lean is complementary to Agile.
A story of lean IT transformation by Jean Cunningham - European Lean IT Summi...Institut Lean France
At the European Lean IT Summit 2012, Jean Cunningham presented the story of a lean transformation that occurred within the IT organization in a global company. More lean IT videos and presentations on www.lean-it-summit.com
What IS for the Lean company, by Pierre Delort at the Lean IT SummitInstitut Lean France
"What IS for the lean company?, Pierre Delort presented the outcome of the CIGREF study at the Lean IT Summit 2013. CIGREF brings together 130 French companies and organisations from all sectors with three aims: bring together major companies using information systems, to support CIOs in their jobs and develop a long-term vision of the impact of information systems and technologies on the enterprise, the economy and the society at large. Through this report, the association looks into the benefits of lean management applied to the information systems, it presents how IS can drive the lean deployment throughout the operations and questions the role of lean management and IT service with regards to the business transformation driven by digitalization.
More Lean IT presentations and videos on www.lean-it-summit.com
En ces temps de grands changements, comment réagir ? Il existe deux risques principaux : rester immobile en attendant que ça passe, ou bien d'engager toute l'entreprise dans de grands paris risqués.
Une bien meilleure approche est celle du "scenario planning", élaborée par Pierre Wack chez Royal Dutch Shell sur la base des travaux de Herman Kahn. Cette approche permet d'éviter ces écueils en amenant l'équipe dirigeante à considérer simultanément plusieurs grands scénarios d'évolution.
L'Institut Lean France a préparé ce support, destiné à être partagée en visio-conférence, pour vous aider à guider votre propre réflexion sur le sujet.
En ces temps de grands changements, comment réagir ? Il existe deux risques principaux : rester immobile en attendant que ça passe, ou bien d'engager toute l'entreprise dans de grands paris risqués.
Une bien meilleure approche est celle du "scenario planning", élaborée par Pierre Wack chez Royal Dutch Shell sur la base des travaux de Herman Kahn. Cette approche permet d'éviter ces écueils en amenant l'équipe dirigeante à considérer simultanément plusieurs grands scénarios d'évolution.
L'Institut Lean France a préparé ce support, destiné à être partagée en visio-conférence, pour vous aider à guider votre propre réflexion sur le sujet.
Build Lasting Customer Obsession to Disrupt Yourself, Bianca Bowron-CuthillInstitut Lean France
In Bianca's presentation, learn how Intuit, a 36 year old start up continues to reinvent itself while maintaining a customer obsessed culture across the entire organization & how they continue to humanize the experience they deliver for their customers.
Also learn how Intuit applies lean principles across every aspect of their business and the role this plays in innovation across the organization and how to implement an organization wide customer driven innovation program.
More stories of Lean in digital on www.lean-digital-summit.com
Build Lasting Customer Obsession to Disrupt yourself, Bianca Bowron-Cuthill, ...Institut Lean France
Learn how Intuit continues to reinvent itself while maintaining a customer-obsessed culture and how Intuit applies lean principles across every aspect of their business and the role this plays in innovation across the organization.
More stories of Lean in digital on www.lean-digital-summit.com
The story of our Lean IT journey Melanie Noyel, Acta MobilierInstitut Lean France
The IT team at a company implemented Lean principles and saw many improvements as a result. They reduced support time from 25 hours per week to 10 hours, decreased the backlog of projects from 100 to 60, and increased customer satisfaction scores close to 100 from an initial 67. The team also took pride in their work as bugs decreased and development costs were reduced due to the new Lean processes around visual management, problem solving, and aligning team and customer goals.
Why kanban is the secret to scale your tech team by Marc-Antoine Lacroix QontoInstitut Lean France
The document describes how a tech team at Qonto used Kanban to scale their operations. They implemented a Kanban board to visualize workflow and introduced specific columns for scoping, specification, development, and completion. This helped reduce wait times and align the team. Metrics showed drastic reductions in average cycle times from over 40 days to under 2 days after adopting Kanban.
This talk by Cecil Dijoux, author of #Hyperlean, is about answering the questions managers ask themselves every day to thrive in the digital era. How to daily manage the activity so that customer experience remains at the very heart of the team concern? How to foster the right context to encourage experimentation and the development of the team agility? How to adopt the right posture to engage every one, every day in the thinking, building, checking, learning loop so that each team member can see her or his contribution to the company operational improvement and financial growth as she learns new things about her own work?
Find out more about Lean in the digital world on www.lean-digital-summit.com
Today digital transformations push IT organizations to develop new products and services faster while they must keep maintaining their legacy systems. Because of the increase of new assets, new technologies, new customers, the number of incidents grows dramatically. The impact is huge on both customers and companies. It forces CIOs to put more budget on RUN to the detriment of CHANGE to keep the situation under control. The good news is that it is possible to get out of this critical situation.
Through a concrete story, within the banking sector, Pierre Jannez, Lean IT coach with Operae Partners, explained how a team leader and his 7 teammates have put the situation back on track by removing all incidents of a critical application in 6 months ; how they multiplied per 3 their productivity using the two pillars of the Toyota Production System, Just In Time & Jidoka, to deliver corrections faster, with the best level of quality ever, and eventually how they progressively moved from a reparation work.
More stories of Lean in digital are available on www.lean-digital-summit.com
Dr Pierre Masai is the VP Information Systems at Toyota Motor Europe. Discover his presentation from the Lean Digital Summit 2019.
More Lean IT stories on www.lean-digital-summit.com
The high performance learning enterpris, by Steve Bell and Karen WhitleyInstitut Lean France
Steve Bell and Karen Whitley-Bell from Digital Lean Strategies presented 7 principes for the high performance learning enterprise at the Lean Digital Summit 2019.
Discover more Lean Digital stories on www.lean-digital-summit.com
Bas Vodde is the creator of LeSS, a lightweight (agile) framework for scaling Scrum to more than one team.
Toyota Production System and Lean Thinking have been an essential influence to LeSS. Lean Thinking is one of the ten LeSS principles. In this talk, he zoomed in a little on how and why Lean Thinking influenced LeSS and how similar thinking can help your development independent of ‘scaling framework’.
LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in.
More Lean presentations are available on www.lean-digital-summit.com
Have your improvements plateaued? Are Scrum Masters acting more like facilitators than active improvement drivers? Are your improvement efforts grounded in reactive problem solving and good intentions but failing to deliver true and measurable results? These questions indicate that there is a “missing link” between the improvement culture that so many Agilists want but rarely find they can execute. This presentation captures the last six years of experience working with Toyota Kata in an Agile setting, helping teams, departments, business units and organizations learn how to set ambitious and measurable improvement goals and work iteratively toward them.
Discover more Lean Digital stories on www.lean-digital-summit.com
Implementing SAP with a lean thinking approach - European Lean IT Summit 2012 Institut Lean France
Klaus Petersen's presentation from the European Lean IT SUmmit: Implementing SAP with a Lean thinking approach.
More lean IT presentations and videos on www.lean-it-summit.com
This document summarizes a presentation about applying value streams in a DevOps environment given by Mark Lear and Mike Orzen. The presentation discussed how Menlo Logistics implemented value streams to address issues with organizational structure, project management, and work-life balance. Expected improvements included reduced cycle times, improved quality, and increased team focus. Implementation involved defining value stream roles and boundaries and addressing concerns. Results showed improvements in key metrics for IT production support and projects/enhancements. Lessons learned and ongoing challenges were also reviewed.
Tieto Integrated Paper Solution (TIPS) is a leading manufacturing execution system for paper mills used by many customers in the industry. This story is about the lesons learnt from more than one year of Lean transformation, e.g how we broke the organizational silos, created capacity for change, enabled managers to become coaches, engaged the teams and managed to change behavior of 250 people in three different countries.
More Lean IT presentations and videos on www.lean-it-summit.com
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Institut Lean France
We now have a pretty good idea of what Just-in-Time means in software development. With Continuous Delivery moving to the mainstream, rapid flow of value through the development process is becoming routine. However, as software systems get larger and more complex, we may lose sight of what Jidoka has to offer. At the Lean IT Summit 2014, Mary Poppendieck explained what Jidoka, or situational awareness, means for groups developing large software systems.
Lessons in Enterprise Architecture and IT Service Management by Charles Betz,...Institut Lean France
IT organizations often struggle to be systems of value for their enterprises. Charles discussed the evolution of his Lean perspective across years via cases from some of the world’s largest IT organizations, and how enterprise architecture, ITIL, and similar approaches are necessary but not sufficient for truly Lean IT.
More lean IT presentations and videos on www.lean-it-summit.com
Scrum: The art of doing twice the work in half the time by Jeff Sutherland - ...Institut Lean France
At the Lean IT Summit 2014, Jeff Sutherland described how Scrum derives from lean product development at Toyota and what was added to Lean to get software teams agile. Video of the session available soon on Institut Lean France Youtube channel
"Implementing a lean approach in IT operations and infrastructure" by Philipp...Institut Lean France
The document discusses implementing a Lean approach in IT operations and infrastructure at BNP Paribas. It describes how BNP Paribas IT Group Production delivers services to numerous BNP Paribas entities with over 1,500 employees and 5 strategic datacenters. It implemented a new continuous improvement approach called ACE to address increasing complexity, need for agility, and cost control challenges. ACE projects follow a 13-week process involving teams, coaches, and sponsors to identify improvements through analyzing processes and collaborator involvement. Initial projects showed significant benefits like improved performance metrics, problem resolution, and collaborator understanding of processes.
How I have multiplied by 4 my turnover in 2 years by Theodo at Lean IT Summit...Institut Lean France
How does Lean management help the startups grow? According to Benoît, co-founder of mobile and web dev start up Theodo, the Lean practice is the perfect approach CEOs need to solve the issues their fast growing start ups are faced with. He will explain the benefits in terms of turnover growth, strategic alignment, team empowerment, ability to focus on the right issues and to solve them. He will also explain why Lean is complementary to Agile.
A story of lean IT transformation by Jean Cunningham - European Lean IT Summi...Institut Lean France
At the European Lean IT Summit 2012, Jean Cunningham presented the story of a lean transformation that occurred within the IT organization in a global company. More lean IT videos and presentations on www.lean-it-summit.com
What IS for the Lean company, by Pierre Delort at the Lean IT SummitInstitut Lean France
"What IS for the lean company?, Pierre Delort presented the outcome of the CIGREF study at the Lean IT Summit 2013. CIGREF brings together 130 French companies and organisations from all sectors with three aims: bring together major companies using information systems, to support CIOs in their jobs and develop a long-term vision of the impact of information systems and technologies on the enterprise, the economy and the society at large. Through this report, the association looks into the benefits of lean management applied to the information systems, it presents how IS can drive the lean deployment throughout the operations and questions the role of lean management and IT service with regards to the business transformation driven by digitalization.
More Lean IT presentations and videos on www.lean-it-summit.com
En ces temps de grands changements, comment réagir ? Il existe deux risques principaux : rester immobile en attendant que ça passe, ou bien d'engager toute l'entreprise dans de grands paris risqués.
Une bien meilleure approche est celle du "scenario planning", élaborée par Pierre Wack chez Royal Dutch Shell sur la base des travaux de Herman Kahn. Cette approche permet d'éviter ces écueils en amenant l'équipe dirigeante à considérer simultanément plusieurs grands scénarios d'évolution.
L'Institut Lean France a préparé ce support, destiné à être partagée en visio-conférence, pour vous aider à guider votre propre réflexion sur le sujet.
En ces temps de grands changements, comment réagir ? Il existe deux risques principaux : rester immobile en attendant que ça passe, ou bien d'engager toute l'entreprise dans de grands paris risqués.
Une bien meilleure approche est celle du "scenario planning", élaborée par Pierre Wack chez Royal Dutch Shell sur la base des travaux de Herman Kahn. Cette approche permet d'éviter ces écueils en amenant l'équipe dirigeante à considérer simultanément plusieurs grands scénarios d'évolution.
L'Institut Lean France a préparé ce support, destiné à être partagée en visio-conférence, pour vous aider à guider votre propre réflexion sur le sujet.
Build Lasting Customer Obsession to Disrupt Yourself, Bianca Bowron-CuthillInstitut Lean France
In Bianca's presentation, learn how Intuit, a 36 year old start up continues to reinvent itself while maintaining a customer obsessed culture across the entire organization & how they continue to humanize the experience they deliver for their customers.
Also learn how Intuit applies lean principles across every aspect of their business and the role this plays in innovation across the organization and how to implement an organization wide customer driven innovation program.
More stories of Lean in digital on www.lean-digital-summit.com
Build Lasting Customer Obsession to Disrupt yourself, Bianca Bowron-Cuthill, ...Institut Lean France
Learn how Intuit continues to reinvent itself while maintaining a customer-obsessed culture and how Intuit applies lean principles across every aspect of their business and the role this plays in innovation across the organization.
More stories of Lean in digital on www.lean-digital-summit.com
The story of our Lean IT journey Melanie Noyel, Acta MobilierInstitut Lean France
The IT team at a company implemented Lean principles and saw many improvements as a result. They reduced support time from 25 hours per week to 10 hours, decreased the backlog of projects from 100 to 60, and increased customer satisfaction scores close to 100 from an initial 67. The team also took pride in their work as bugs decreased and development costs were reduced due to the new Lean processes around visual management, problem solving, and aligning team and customer goals.
Why kanban is the secret to scale your tech team by Marc-Antoine Lacroix QontoInstitut Lean France
The document describes how a tech team at Qonto used Kanban to scale their operations. They implemented a Kanban board to visualize workflow and introduced specific columns for scoping, specification, development, and completion. This helped reduce wait times and align the team. Metrics showed drastic reductions in average cycle times from over 40 days to under 2 days after adopting Kanban.
This talk by Cecil Dijoux, author of #Hyperlean, is about answering the questions managers ask themselves every day to thrive in the digital era. How to daily manage the activity so that customer experience remains at the very heart of the team concern? How to foster the right context to encourage experimentation and the development of the team agility? How to adopt the right posture to engage every one, every day in the thinking, building, checking, learning loop so that each team member can see her or his contribution to the company operational improvement and financial growth as she learns new things about her own work?
Find out more about Lean in the digital world on www.lean-digital-summit.com
Today digital transformations push IT organizations to develop new products and services faster while they must keep maintaining their legacy systems. Because of the increase of new assets, new technologies, new customers, the number of incidents grows dramatically. The impact is huge on both customers and companies. It forces CIOs to put more budget on RUN to the detriment of CHANGE to keep the situation under control. The good news is that it is possible to get out of this critical situation.
Through a concrete story, within the banking sector, Pierre Jannez, Lean IT coach with Operae Partners, explained how a team leader and his 7 teammates have put the situation back on track by removing all incidents of a critical application in 6 months ; how they multiplied per 3 their productivity using the two pillars of the Toyota Production System, Just In Time & Jidoka, to deliver corrections faster, with the best level of quality ever, and eventually how they progressively moved from a reparation work.
More stories of Lean in digital are available on www.lean-digital-summit.com
Dr Pierre Masai is the VP Information Systems at Toyota Motor Europe. Discover his presentation from the Lean Digital Summit 2019.
More Lean IT stories on www.lean-digital-summit.com
The high performance learning enterpris, by Steve Bell and Karen WhitleyInstitut Lean France
Steve Bell and Karen Whitley-Bell from Digital Lean Strategies presented 7 principes for the high performance learning enterprise at the Lean Digital Summit 2019.
Discover more Lean Digital stories on www.lean-digital-summit.com
Bas Vodde is the creator of LeSS, a lightweight (agile) framework for scaling Scrum to more than one team.
Toyota Production System and Lean Thinking have been an essential influence to LeSS. Lean Thinking is one of the ten LeSS principles. In this talk, he zoomed in a little on how and why Lean Thinking influenced LeSS and how similar thinking can help your development independent of ‘scaling framework’.
LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in.
More Lean presentations are available on www.lean-digital-summit.com
Have your improvements plateaued? Are Scrum Masters acting more like facilitators than active improvement drivers? Are your improvement efforts grounded in reactive problem solving and good intentions but failing to deliver true and measurable results? These questions indicate that there is a “missing link” between the improvement culture that so many Agilists want but rarely find they can execute. This presentation captures the last six years of experience working with Toyota Kata in an Agile setting, helping teams, departments, business units and organizations learn how to set ambitious and measurable improvement goals and work iteratively toward them.
Discover more Lean Digital stories on www.lean-digital-summit.com
For Alistair Cockburn, Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center. The Heart of Agile is a fresh look at Agile that strips away a lot of the noise that has built up over recent years. It contains just four imperatives: Collaborate, Deliver, Reflect, Improve. With these four words, we can both improve the effectiveness of any organization and also find new and interesting topics that are not in the common agile literature.
More presentations from the Lean Digital Summit 2019 are available on www.lean-digital-summit.com
Lean and agile software because or despite rising complexity by Yves CaseauInstitut Lean France
At the Lean Digital Summit 2019, Yves Caseau, Group CIO of Michelin talked about software factories and how to leverage lean and agile practices to cope with uncertainty and complexity. It turns out that rising complexity is also making the mindset change to « agile laissez-faire » more difficult. He explained how Lean roots help to anchor the continuous learning and software craftsmanship ambition into corporate governance for large organizations.
More Lean digital stories on www.lean-digital-summit.com
A transformation journey for a complex development organizationInstitut Lean France
A presentation by Burak Ilter, Head of Lean Engineering, Konica Minolta at the Lean Digital Summit 2019.
Workplace Hub (WPH) project is a very complex project both technically and organization-wise. Burak explained how they are transforming this complex software development project into a truly agile one, the talk focused on metrics, processes (based on SAFe), job roles and responsibilities and about how they are changing the mindsets and behaviors using these as input and what are the results so far.
More Lean Digital stories on www.lean-digital-summit.com
Can Lean help improve the Architecture Maturity of an entire Organization?Institut Lean France
Architecture is more often recognized as an art than as a science. At the Lean Digital Summit, Pierre Marchand and Christian Phan-Trong from Swiss Life will discuss how taking a fresh look at Architectural activities through a process and a “Lean” lens can yield unexpected benefits for the Architects as individuals and as a team. They also explained how this approach can greatly improve the architectural quality of the deliverables and the architectural maturity of an Organization.
More Lean Digital stories on www.lean-digital-summit.com
Résolution de problème et autonomie des équipes, l’exemple de la Plateforme S...Institut Lean France
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Flash Meetings for software champions
1. www.thalesgroup.com
Flash-meetings for
sw development
11/2012
Legal Entity/Division - 11/2011
Emmanuel CHENU, Thales Avionics, CC NAV
emmanuel.chenu@fr.thalesgroup.com
2. Framework
Framework: PDCA
Plan
What is the problem? the impacts? the root causes?
What is the plan to assess the root causes?
Do
What experiments are led according to the plan?
Check
What results are measured when running the experiments?
Act
What have we learned? adjusted? standardized?
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
3. Context
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
4. Plan
PLAN
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
5. Plan / Problem
Problem: «Unsatisfied with our project weekly meetings»
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
6. Plan / Problem
Problem: «Unsatisfied with our project weekly meetings»
#1 Duration:
. 1h is too long ...
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
7. Plan / Problem
Problem: «Unsatisfied with our project weekly meetings»
#1 Duration:
. Pause activities for a full hour!
1h
1h !
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
8. Plan / Problem
Problem: «Unsatisfied with our project weekly meetings»
#1 Duration:
. Lack of dynamism & efficiency ...
. Loss of focus on the highest priority topics (waste, no
respect)
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
9. Plan / Problem
Problem: «Unsatisfied with our project weekly meetings»
#2 Delay:
. Problems are assessed too late (1 .. 7 days latency)
. Out-of-date data (1 .. 7 days latency)
. Impact of daily work
- is not obvious
- is visible too late to steer activities
= «Steering a project with a 1-week delay»
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
10. Plan / Impacts
Problem: «Unsatisfied with our project weekly meetings»
Impacts:
. Participation is not systematic
. Loss of interest & of implication in the project
. Team performance below expectations
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
11. Plan / Root causes
Root cause #1: The periodicity of the meeting is too low
=> accumulation of problems (7 days)
=> out-of-date data (1 .. 7 days)
=> missed synchronization points
Frequency of meeting < Frequency of problems (Nyquist-Shannon)
1 week stockpile of
problems, data & missed
synchronizations,
processed once a week
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
12. Plan / Root causes
Root cause #2: Duration is too long
=> Focus is not maintained on the highest priorities
=> Part of the meeting is waste (no value, no respect)
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
13. Plan / Strategy
#1 Lower the duration of the meeting (<< 1h)
#2 Raise the frequency of the meeting (>> 1/week)
duration
1h
Initial situation
period 7d
1 .. 7d
duration
<< 1h
Target situation period <<7d
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
14. Do
DO
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
15. Do
Practice 15-minute Daily Flash-Meetings
To reduce the duration of the To raise periocity of project
meeting (15 minutes << 1 hour) steering (daily << weekly)
2 teams are practicing the
following standard
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
16. Do
#1 Kick-off
. Every day: same place, hour, & duration
. Daily-leader rotation according to displayed calendar
. All members stand facing large charts & task-board
. Only daily-leader is seated, facing charts, editing iteration backlog on a computer
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
17. Do
#2 Nightly build
. The daily-leader
. reports the status of the nightly build
. organizes further analysis or corrective actions (if required)
The nightly build
- builds the executable files,
- runs the unit-tests,
- runs the acceptance tests,
- measures the product quality
- ships the product
- controls the andon
- ...
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
18. Do
#3 Product quality
. The team
. reports the quality metrics
. updates the quality charts
. organizes further analysis/corrective
actions (if required)
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
19. Do
#3 Product quality
= # lines of code not fully covered by tests
+ # warnings in the code & tests
+ # times the coding standards are not fulfilled
+ # traceability errors
+ # complex operations
+ # 'todo' & 'fixme' tags in the code & tests
+ # new tickets to estimate
+ # opened tickets
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
20. Do
#4 Development tasks
. The daily-leader
. runs through the tasks by order of priority
. The team
. reports status (expenses, progress, estimates, problems)
. updates the work-in-progress on the task-board
. The daily-leader
. updates expenses, estimates in the iteration backlog
. Available team members
. pull new tasks from the iteration backlog
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
21. Do
#4 Development tasks
! If the team reports complex problems or technical issues
the daily-leader invites the stakeholders to resume the topic after the daily flash-meeting
! The task-board displays the WIP in the VSM:
Task-board
VSM
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
22. Do
#5 Team performance
. The daily-leader
. reports the team performance to the team (costs & progress; quality already
reported!)
. The team
. updates the performance charts
(costs & progress)
. analyzes the performance
. organizes corrective actions
(if required)
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
23. Check
CHECK
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
24. Check
#1 Regular practice
. Every working day >7 years = >2500 flash-meetings
. 5 teams involved
. 7 < team members < 50 (large team / 4 teams)
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
25. Check
#2 Frequency & duration
. 15min < duration / meeting < 20 min
. 1h15 < duration / week < 1h40
=> overall time spent in meeting has not been reduced ...
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
26. Check
#3 Focus
. with 15min target duration, all non-value information is
removed
. reduce duration to focus on highest priorities
. focus: steering, performance & problems
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
27. Check
#4 Visible team performance
. Progress, costs & quality are displayed & up-to-date
(daily)
. Problems are displayed, analysis & corrective actions in
progress
. Shared vision
- of tasks & priorities
- of team performance (progress, costs & quality)
. WIP is visible (with problems: dependencies &
bottlenecks)
=> sw development is now visible!
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
28. Check
#5 WIP & product quality
. wip is reduced in 2 scales (1 day, 2 weeks)
. product quality improves at each iteration
#6 Implication
. Every day:
- Team members attend & participate
- Daily team leader rotation
. Team members concerned by costs, progress & quality
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
29. Check
#7 Continuous improvement
. The team practices continuous improvement:
Daily flash-meeting standard displayed & often improved
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
30. Act
ACT
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
31. Act
#1 The war-room
. Dedicated war-room (noisy meetings, room for charts)
#2 The schedule
. Not too soon => to gather data
. Not too late => to plan the day
. 9AM < kick-off < 9:45AM
. Time-slot booked in calendars!
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
32. Act
#3 Computers
. Only for the daily team leader!
. Large screen => failure
Turned-off
. Focus on the action, not on the screen!
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
33. Act
#4 Daily-flash meeting = PDCA
. Plan:
- Define the conditions of success for today
- Plan today’s tasks to meet success
. Do:
- Perform today’s tasks
. Check:
- Tomorrow, check performance (is success fulfilled?)
. Act:
- According to performance, adapt behavior in order to succeed
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
34. Act
#5 Work-in-progress
Daily flash-meeting + nightly build
= daily cycle within which tasks are DONE
=> reduces WIP
#6 Visible impact & motivation
. Visualize the impact of a day of work on common goals
. The team sees it can make a difference
=> enhances autonomy & motivation
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
35. Act
#7 Project steering
. A single iteration burndown is not enough to steer
activities of the iteration
Amount of work (%)
Focus is on
completion of
work within
the milestone
Milestone (days)
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
36. Act
#7 Project steering
. A single iteration burndown is not enough to steer
activities of the iteration
. Focus on completion of work within a miletone (progress)
. But, what about:
. costs?
. product quality?
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
37. Act
#7 Project steering
. A single iteration burndown is not enough to steer
activities of the iteration
Visualize problems: OK
But, what is the problem?
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
38. Act
#7 Project steering
Amount of work (%)
Focus on costs
Allocated budget (days)
Add a focus on costs!
Amount of work (%) Focus on progress
Milestone (days)
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
39. Act
#7 Project steering
Per functionality Full scope
costs
progress
Add progress & costs per functionality/feature!
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
40. Act
#8 Learning
Daily flash-meetings develop skills:
. to lead meetings
. to organize self-directed work with pulls systems
(autonomy!)
. to identify & solve problems (problem solving develops
skills!)
. to steer activities
. to share knowledge > 1 / day
. and ...
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
41. Act
#9 Continuous improvement
. Daily flash-meetings = case study to learn & practice
continuous improvement
. Everyone is involved
=> The know-how is then used for other issues
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
42. Act
#10 Discipline
. The meeting must occur!
. Tight time-schedule
. Focus on relevent information
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
43. Act
#11 Respect
Daily flash-meetings = environment where the team:
. shares goals, responsability & success
. develops skills & autonomy
= RESPECT for people, their work & their time
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.
44. End
THANKS
This document is the property of Thales Group and may not be copied or communicated without written consent of Thales S.A.
Ce document est la propriété de Thales Group et il ne peut être reproduit ou communiqué sans autorisation écrite de Thales S.A.