One of the most important parts of a ScrumMaster’s role is to remove barriers. Lean Six Sigma’s DMAIC methodology, used to solve difficult problems with unknown root causes, should be a powerful tool in the Scrum Master’s arsenal. Unfortunately, with all the blogs, articles, books, lectures and tweets on Scrum best practices, there are very few on utilizing Lean Six Sigma methods for solving barriers within a Scrum deployment and even fewer practitioners. This may be due to several factors, including misunderstandings in both worlds, resentment from legacy “process” improvement methods, bad historical application of Six Sigma within software development, no cross-realm expertise, and more.
This presentation will focus on debunking the myths and misconceptions and present intuitive ways on using Lean Six Sigma methods as a powerful barrier-busting tool in the ScrumMaster’s, management’s and the team’s arsenal.
A case studies from industry will be presented as empirical evidence on the methods discussed.
Flow and Throughput Improvement at Pratt and Whitney CanadaRamon Saviñon
Final Engineering Thesis Project for Industrial Engineering. Design of a lean system in order to improve the efficiency of the turbo machinery department.
This document provides an agenda and overview for a BI and ProfitModeler event hosted by Acando on February 16th. It includes:
1. A brief introduction of BI at Acando and an overview of Microsoft's BI platform.
2. A presentation on ProfitModeler and its uses.
3. Time for questions.
The document also includes slides about the purpose of BI for better decision making at all company levels, and Acando's QuickValue methodology for rapid BI solution development and implementation.
New & Emerging _ Narelle Borg & Ashley Jagoe _ Best Practice CRM transformati...InSync2011
Sydney Water Corporation implemented a new Customer Management System using Siebel utilities to provide a single view of customers and improve customer interactions. They selected Siebel due to its proven application, local expertise, scalability, and ability to support future capabilities. Key factors in the program's success included strong sponsorship, rigorous program management and risk management, thorough data cleansing, and early and continued communication. Areas for future improvement include refining implementation documentation and assessing long term support needs.
Changing Human Performance to Improve Business ProcessesEPPIC Inc.
This document provides an overview of using human performance technology (HPT) methods to improve business processes. It discusses analyzing processes using tools like process mapping and performance modeling to identify gaps. It also examines how to analyze human and environmental asset requirements to determine what knowledge, skills, tools, etc. are needed to optimize process performance. The document uses examples from the author's 150+ HPT projects to illustrate modeling performance and systematically deriving the enablers required for improvement.
The document provides information on an individual's qualifications, skills, and experience. It lists educational achievements including an ISEB Diploma in Business Analysis, an Open University MBA, and modules in senior management, finance, strategy, and problem solving. Work experience is detailed across a variety of roles, sectors, and industries including project management, business analysis, systems administration, accountancy, and financial analysis. A wide range of technical skills are also highlighted relating to communication, analysis, documentation, methodology, and software/systems experience.
This document summarizes a presentation on business process improvement. It discusses managing knowledge as an asset using the Deming cycle of plan-do-check-act. The presentation recommends standardizing business terminology and processes to promote a consistent way of doing business across contracts. An example process for optimizing routine maintenance is outlined with key steps such as identifying defects, scheduling work, and reviewing productivity results.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
Flow and Throughput Improvement at Pratt and Whitney CanadaRamon Saviñon
Final Engineering Thesis Project for Industrial Engineering. Design of a lean system in order to improve the efficiency of the turbo machinery department.
This document provides an agenda and overview for a BI and ProfitModeler event hosted by Acando on February 16th. It includes:
1. A brief introduction of BI at Acando and an overview of Microsoft's BI platform.
2. A presentation on ProfitModeler and its uses.
3. Time for questions.
The document also includes slides about the purpose of BI for better decision making at all company levels, and Acando's QuickValue methodology for rapid BI solution development and implementation.
New & Emerging _ Narelle Borg & Ashley Jagoe _ Best Practice CRM transformati...InSync2011
Sydney Water Corporation implemented a new Customer Management System using Siebel utilities to provide a single view of customers and improve customer interactions. They selected Siebel due to its proven application, local expertise, scalability, and ability to support future capabilities. Key factors in the program's success included strong sponsorship, rigorous program management and risk management, thorough data cleansing, and early and continued communication. Areas for future improvement include refining implementation documentation and assessing long term support needs.
Changing Human Performance to Improve Business ProcessesEPPIC Inc.
This document provides an overview of using human performance technology (HPT) methods to improve business processes. It discusses analyzing processes using tools like process mapping and performance modeling to identify gaps. It also examines how to analyze human and environmental asset requirements to determine what knowledge, skills, tools, etc. are needed to optimize process performance. The document uses examples from the author's 150+ HPT projects to illustrate modeling performance and systematically deriving the enablers required for improvement.
The document provides information on an individual's qualifications, skills, and experience. It lists educational achievements including an ISEB Diploma in Business Analysis, an Open University MBA, and modules in senior management, finance, strategy, and problem solving. Work experience is detailed across a variety of roles, sectors, and industries including project management, business analysis, systems administration, accountancy, and financial analysis. A wide range of technical skills are also highlighted relating to communication, analysis, documentation, methodology, and software/systems experience.
This document summarizes a presentation on business process improvement. It discusses managing knowledge as an asset using the Deming cycle of plan-do-check-act. The presentation recommends standardizing business terminology and processes to promote a consistent way of doing business across contracts. An example process for optimizing routine maintenance is outlined with key steps such as identifying defects, scheduling work, and reviewing productivity results.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
The document discusses how the Constellation Program Office implemented Earned Value Management (EVM) across all of its projects. It describes how the Marshall Space Flight Center's Office of Strategic Analysis and Communications collaborated with various program elements to establish processes for collecting, formatting, and integrating EVM data. This included providing tools, training, and guidance on work breakdown structures and organization breakdown structures. Once the initial elements established these processes, other elements began adopting them as well. Eventually, EVM data was integrated and rolled up at the overall Constellation program level.
This document discusses reliability modeling and evaluation. It defines systems and describes two types: non-maintained and maintained. For non-maintained systems, reliability and mean time to failure are key metrics, while for maintained systems availability and mean time to repair are more important. The document also discusses different modeling approaches like black box, white box, and graphical representations. It covers reliability modeling concepts like independent failures, various system models including series, parallel and k-out-of-n configurations.
The document discusses ITIL (IT Infrastructure Library), which is a framework that provides best practices for IT service management. It describes ITIL as documenting common sense practices for how other organizations manage their IT services. The framework consists of 5 books that describe processes, functions, roles and other best practices for service lifecycles, service design, service operations, and continual service improvement.
1. Search in SharePoint Server "14" can scale out its query architecture and crawling architecture independently based on organizational needs.
2. The query architecture includes query servers, index partitions, and property databases. Index partitions can be distributed across query servers to improve performance. Additional query servers and index partitions can be added to improve metrics like query latency.
3. The crawling architecture includes crawlers, crawl databases, and property databases. Multiple crawlers can run concurrently to increase crawl performance. Additional index servers can be added to host more crawlers and crawl databases.
Typically an option analysis is a strategic report that provides quantitative and qualitative details of each option, associate risk factors and assesses impact in the current system for project stakeholders. The findings can be used as an input to complete/adjust Enterprise Architecture future state system definitions.
This document provides an overview of process administration for events at a large global outsourcer. It describes their centralized administration desk which assists in approving statements of work, assigning service orders to resources, and managing work requests and scope changes for projects. The document then analyzes the current state of four key processes - work orders, statements of work, service orders, and change orders - by modeling activities, durations, resources, and performance metrics to identify areas for improvement. Several opportunities are highlighted, including automating notifications, integrating systems, and streamlining approval workflows, to make the event administration process more efficient.
- The document describes an event administration process for a large global outsourcer.
- It handles work orders, statements of work, service orders, and change orders through a centralized administration desk.
- The desk assists with approving documents, assigning tasks to resources, and managing requests and scope changes for projects.
Presales sap business process - aditi & sameer rawatAditi Tarafdar
This document provides an overview of a Pre-Sales training course. The course objectives are to describe the Pre-Sales process and how it integrates with order entry, identify user roles, and describe inquiries, quotations, and outline agreements. The course agenda covers Pre-Sales, inquiries, quotations, outline agreements and takes approximately 1.5 days.
Frameworks2go business insights delivered socially frameworks2go.com
The document discusses goSocial, a platform for sharing business insights socially. It allows users to [1] create frameworks, engage communities, and evolve knowledge; [2] showcase expertise through blogging and sharing content and frameworks; and [3] access focused business resources and case studies tailored to the user's industry, challenge, or business phase. The platform aims to increase productivity and knowledge for both individuals and organizations.
The document proposes an integrated approach using five perspectives (process, system, people, data, and cost views) to help communications service providers improve their order fallout management. Order fallouts occur due to issues like non-scalable systems, incomplete processes, or inconsistent data, resulting in customer churn. The approach aims to reduce customer impact, enhance satisfaction, and improve the customer experience by resolving fallout issues early through appropriate checkpoints, control mechanisms, and efficient processes.
The document outlines the roles and processes in Scrum, including the Product Owner who manages the Product Backlog of requirements, the Scrum Master who ensures the Scrum process is followed, and the self-organizing Team who works in Sprints to complete tasks from the Product Backlog. Key Scrum events include Sprint Planning meetings where the Team selects work for the upcoming Sprint and daily Stand-Up meetings where the Team coordinates work. The goal is for the Team to deliver working software functionality every Sprint through an iterative process of designing, coding, testing, and refactoring work items.
Prolific-Technology Consulting Group, LLC (PTCGL) provides project management and controls consulting services. It has over 35 years of experience managing over $250 billion in government and commercial projects. PTCGL specializes in project controls, scheduling, cost estimating and earned value management to successfully plan and complete complex technology projects.
Agile Project Management with Scrum (Jack Davis)Jack Davis
Discusses traditional Waterfall sequential development model with newer Agile iterative development methodologies such as used in Adaptive Software Development, Extreme Programming (XP), Feature-Driven Development (FDD), Scrum, and others.
This document outlines a lean logistics operations process map to streamline processes, reduce inventory, and control supply chain networks. The process map details four phases - Plan, Do, Check, Act - to continuously improve customer satisfaction, reliability, supplier performance, and total logistics costs through strategic planning, tactical execution, performance monitoring, and root cause analysis. Key performance indicators are tracked to stabilize and sustain the lean supply chain long-term.
This document discusses a 3 phase approach to optimize retail sales operations through modular structures, processes and costs. [Phase 1 focuses on defining and optimizing processes to reduce costs. Phase 2 plans staff capacity by adapting structures and principles. Phase 3 implements optimized workforce planning tools to increase sales readiness while decreasing costs.] The toolbox and process maps coordinate elements across the phases to improve sales and lower financial costs in a sustainable way.
This document provides information about standardized work processes. It begins with an overview of the 8-step CPI roadmap for process improvement. It then discusses standardized work techniques and tools that can be used to analyze and improve processes. The rest of the document uses an exercise where participants standardize the process of drawing a pig picture to demonstrate how to create a standardized work instruction document. It provides examples of standardized work forms like standard operation sheets that document the best way to complete a task or job through detailed steps and timing. The goal is to achieve consistency in processes to improve safety, quality, productivity and performance.
Create a roadmap for ea using capability maturity modelsLeo de Sousa
The document discusses using capability maturity models (CMM) to create a roadmap for enterprise architecture (EA). It describes the five levels of a CMM from initial to optimized. Benefits of using a CMM include describing EA maturity, creating an EA roadmap, and communicating with EA clients. The document provides an example of how one organization used an EA CMM as a roadmap and measurement tool to mature its EA methodology over time.
Blending Methods To Succeed Comparing Prince2 S Agility With Scrum Within The...thavo001
Comparing PRINCE2\'s Agility with Scrum within the TFS2010 ALM.
By Vincent THAVONEKHAM www.thavo.com. Microsoft Team Foundation Server 2010 / ALM Trainer
In this session, Sunil shares the agile adoption experience that a Six Sigma Black Belt and an agile coach took borrowing concepts from Lean/Six Sigma to help promote and sustain the change that adoption to agile brought to the software development team. Are they opposing concepts or complementary?
Testing at the Speed of Mobile: Adopting Continuous Integration with AgileKeynote Mobile Testing
Developers, testers, and managers are moving away from traditional testing late in development and toward early, agile testing practices, with this shift being immensely more evident in the mobile sphere. Many teams are adopting continuous integration (CI) to speed up and streamline their development and testing processes in order to meet the demands of this condensed, mobile-centric timeframe.
Keynote’s Joe Lewis and Josh Galde explore how developers and testers can become more closely aligned than ever before with easily deployable and configurable tools such as Jenkins CI. Testing on real mobile devices through this integration tool gives you the most accurate view into how your mobile app or website will perform in the real world, all in a pre-production environment.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
The document discusses how the Constellation Program Office implemented Earned Value Management (EVM) across all of its projects. It describes how the Marshall Space Flight Center's Office of Strategic Analysis and Communications collaborated with various program elements to establish processes for collecting, formatting, and integrating EVM data. This included providing tools, training, and guidance on work breakdown structures and organization breakdown structures. Once the initial elements established these processes, other elements began adopting them as well. Eventually, EVM data was integrated and rolled up at the overall Constellation program level.
This document discusses reliability modeling and evaluation. It defines systems and describes two types: non-maintained and maintained. For non-maintained systems, reliability and mean time to failure are key metrics, while for maintained systems availability and mean time to repair are more important. The document also discusses different modeling approaches like black box, white box, and graphical representations. It covers reliability modeling concepts like independent failures, various system models including series, parallel and k-out-of-n configurations.
The document discusses ITIL (IT Infrastructure Library), which is a framework that provides best practices for IT service management. It describes ITIL as documenting common sense practices for how other organizations manage their IT services. The framework consists of 5 books that describe processes, functions, roles and other best practices for service lifecycles, service design, service operations, and continual service improvement.
1. Search in SharePoint Server "14" can scale out its query architecture and crawling architecture independently based on organizational needs.
2. The query architecture includes query servers, index partitions, and property databases. Index partitions can be distributed across query servers to improve performance. Additional query servers and index partitions can be added to improve metrics like query latency.
3. The crawling architecture includes crawlers, crawl databases, and property databases. Multiple crawlers can run concurrently to increase crawl performance. Additional index servers can be added to host more crawlers and crawl databases.
Typically an option analysis is a strategic report that provides quantitative and qualitative details of each option, associate risk factors and assesses impact in the current system for project stakeholders. The findings can be used as an input to complete/adjust Enterprise Architecture future state system definitions.
This document provides an overview of process administration for events at a large global outsourcer. It describes their centralized administration desk which assists in approving statements of work, assigning service orders to resources, and managing work requests and scope changes for projects. The document then analyzes the current state of four key processes - work orders, statements of work, service orders, and change orders - by modeling activities, durations, resources, and performance metrics to identify areas for improvement. Several opportunities are highlighted, including automating notifications, integrating systems, and streamlining approval workflows, to make the event administration process more efficient.
- The document describes an event administration process for a large global outsourcer.
- It handles work orders, statements of work, service orders, and change orders through a centralized administration desk.
- The desk assists with approving documents, assigning tasks to resources, and managing requests and scope changes for projects.
Presales sap business process - aditi & sameer rawatAditi Tarafdar
This document provides an overview of a Pre-Sales training course. The course objectives are to describe the Pre-Sales process and how it integrates with order entry, identify user roles, and describe inquiries, quotations, and outline agreements. The course agenda covers Pre-Sales, inquiries, quotations, outline agreements and takes approximately 1.5 days.
Frameworks2go business insights delivered socially frameworks2go.com
The document discusses goSocial, a platform for sharing business insights socially. It allows users to [1] create frameworks, engage communities, and evolve knowledge; [2] showcase expertise through blogging and sharing content and frameworks; and [3] access focused business resources and case studies tailored to the user's industry, challenge, or business phase. The platform aims to increase productivity and knowledge for both individuals and organizations.
The document proposes an integrated approach using five perspectives (process, system, people, data, and cost views) to help communications service providers improve their order fallout management. Order fallouts occur due to issues like non-scalable systems, incomplete processes, or inconsistent data, resulting in customer churn. The approach aims to reduce customer impact, enhance satisfaction, and improve the customer experience by resolving fallout issues early through appropriate checkpoints, control mechanisms, and efficient processes.
The document outlines the roles and processes in Scrum, including the Product Owner who manages the Product Backlog of requirements, the Scrum Master who ensures the Scrum process is followed, and the self-organizing Team who works in Sprints to complete tasks from the Product Backlog. Key Scrum events include Sprint Planning meetings where the Team selects work for the upcoming Sprint and daily Stand-Up meetings where the Team coordinates work. The goal is for the Team to deliver working software functionality every Sprint through an iterative process of designing, coding, testing, and refactoring work items.
Prolific-Technology Consulting Group, LLC (PTCGL) provides project management and controls consulting services. It has over 35 years of experience managing over $250 billion in government and commercial projects. PTCGL specializes in project controls, scheduling, cost estimating and earned value management to successfully plan and complete complex technology projects.
Agile Project Management with Scrum (Jack Davis)Jack Davis
Discusses traditional Waterfall sequential development model with newer Agile iterative development methodologies such as used in Adaptive Software Development, Extreme Programming (XP), Feature-Driven Development (FDD), Scrum, and others.
This document outlines a lean logistics operations process map to streamline processes, reduce inventory, and control supply chain networks. The process map details four phases - Plan, Do, Check, Act - to continuously improve customer satisfaction, reliability, supplier performance, and total logistics costs through strategic planning, tactical execution, performance monitoring, and root cause analysis. Key performance indicators are tracked to stabilize and sustain the lean supply chain long-term.
This document discusses a 3 phase approach to optimize retail sales operations through modular structures, processes and costs. [Phase 1 focuses on defining and optimizing processes to reduce costs. Phase 2 plans staff capacity by adapting structures and principles. Phase 3 implements optimized workforce planning tools to increase sales readiness while decreasing costs.] The toolbox and process maps coordinate elements across the phases to improve sales and lower financial costs in a sustainable way.
This document provides information about standardized work processes. It begins with an overview of the 8-step CPI roadmap for process improvement. It then discusses standardized work techniques and tools that can be used to analyze and improve processes. The rest of the document uses an exercise where participants standardize the process of drawing a pig picture to demonstrate how to create a standardized work instruction document. It provides examples of standardized work forms like standard operation sheets that document the best way to complete a task or job through detailed steps and timing. The goal is to achieve consistency in processes to improve safety, quality, productivity and performance.
Create a roadmap for ea using capability maturity modelsLeo de Sousa
The document discusses using capability maturity models (CMM) to create a roadmap for enterprise architecture (EA). It describes the five levels of a CMM from initial to optimized. Benefits of using a CMM include describing EA maturity, creating an EA roadmap, and communicating with EA clients. The document provides an example of how one organization used an EA CMM as a roadmap and measurement tool to mature its EA methodology over time.
Blending Methods To Succeed Comparing Prince2 S Agility With Scrum Within The...thavo001
Comparing PRINCE2\'s Agility with Scrum within the TFS2010 ALM.
By Vincent THAVONEKHAM www.thavo.com. Microsoft Team Foundation Server 2010 / ALM Trainer
In this session, Sunil shares the agile adoption experience that a Six Sigma Black Belt and an agile coach took borrowing concepts from Lean/Six Sigma to help promote and sustain the change that adoption to agile brought to the software development team. Are they opposing concepts or complementary?
Testing at the Speed of Mobile: Adopting Continuous Integration with AgileKeynote Mobile Testing
Developers, testers, and managers are moving away from traditional testing late in development and toward early, agile testing practices, with this shift being immensely more evident in the mobile sphere. Many teams are adopting continuous integration (CI) to speed up and streamline their development and testing processes in order to meet the demands of this condensed, mobile-centric timeframe.
Keynote’s Joe Lewis and Josh Galde explore how developers and testers can become more closely aligned than ever before with easily deployable and configurable tools such as Jenkins CI. Testing on real mobile devices through this integration tool gives you the most accurate view into how your mobile app or website will perform in the real world, all in a pre-production environment.
This document provides an overview of Lean, Agile, and Scrum by discussing their origins and key concepts. It traces the evolution of Lean from Toyota's production system in the 1950s to its adoption in Western manufacturing. Agile emerged from software developers documenting common principles in 2001. Scrum, which was developed in the early 1990s, is an Agile framework based on empirical process control. The document compares and contrasts these approaches to provide context around their differences and relationships.
How Lean, Six Sigma and Agile all work under the same umbrella at xeroxBusiness901
This is a transcription of the podcast, Adding Customer Value in Development at Xerox that featured Patrick Waara talking about Xerox’s use of Agile techniques. Pat has been with Xerox for nearly 25 years teaching Lean, Six Sigma, and Agile techniques to Xerox’s software development community improving their software development capability. Our conversation originally was designed to discuss swarming and Lean problem solving. However we ventured off into the subject of how Lean, Six Sigma and Agile all work under the same umbrella
DevOps CD and Multispeed IT in regulated industries (FUG Presentation)Serena Software
This document discusses DevOps, continuous delivery, and multi-speed IT in regulated environments. It addresses how organizations can drive competitive advantage through faster delivery while still maintaining stability, security, and compliance. DevOps aims to align development and operations goals, continuous delivery ensures software is always production-ready, and multi-speed IT understands different approaches and speeds for different applications and contexts. The document outlines challenges in regulated industries and provides recommendations around people, process, and technology to support DevOps adoption.
Lean Six Sigma is a managerial concept that combines Lean and Six Sigma approaches to eliminate waste and improve process performance. It was first introduced in a 2002 book. Lean Six Sigma can be applied across various sectors like manufacturing, healthcare, banking, and others. It focuses on defining, measuring, analyzing, improving, and controlling processes. While Lean Six Sigma is process-focused, it can be integrated with project methodologies like Waterfall and Agile through spawning projects in the Improve phase or using Lean Six Sigma to define processes and measure performance across iterations.
DOES14 - Stephen Elliot - IDC - Delivering DevOps Business Metrics that MatterGene Kim
Stephen Elliot, VP of IDC
DevOps is the modern way to deploy new IT capabilities that drive and deliver business results. This session will dive into the key metrics that large companies are using to gauge the success and measure results utilizing the DevOps discipline. The session will answer the following questions:
What are some of the key technology and business metrics that large organizations are using to measure and manage DevOps projects?
What are the critical success factors required when communicating with the business on Devops delivered projects?
What role do the security and compliance teams play in DevOps, and related metrics?
The document discusses Lean and Agile manufacturing approaches to improve process efficiency. It focuses on using Overall Equipment Effectiveness (OEE) as a key metric to measure machine performance across availability, performance, and quality. OEE identifies sources of loss or "waste" to target for improvement, like breakdowns, setup times, reduced speeds. Regular OEE data collection and analysis helps manufacturers monitor progress and ensure continuous process optimization.
Quality in Manufacturing for Production & ManufacturingTimothy Wooi
This 1 day training program on the “Soft” TQM Concepts focus on Manufacturing Staff and Operators to equip Participants with a better understanding TQM and its practices and to understand why being responsible for Quality is so important as a mechanism to safe guard to Customer for receiving a Defect as well as to comply to Quality procedures..
Many people think of lean, agile, and lean startup as separate processes. In this presentation we'll talk about how they actually evolved from each other, share the same mindset, and can be combined to be more powerful.
Test Estimation using Test Case Point Analysis methodKMS Technology
The document introduces the qEstimation method for estimating the size and effort of software testing activities. It discusses estimating test size using Test Case Points (TCP) by analyzing checkpoints, test setup complexity, and test data complexity. Effort can then be estimated using test velocity/productivity or regression analysis of historical size and effort data. The method is implemented in a qEstimation toolkit for easily counting TCPs, calibrating estimates, and monitoring test metrics. The approach provides an agile way to estimate testing independent of test case details. More empirical validation is still needed but initial experiences have been positive.
This document outlines a blueprint for building operational excellence through a systematic, step-by-step process. It involves aligning strategy, deploying a value stream approach to improvement, and implementing a rhythm of rapid improvement events to drive sustainable results. Key elements include leadership involvement, dedicated resources, engaging the workforce, and measuring progress to optimize processes from order to cash.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
This document provides an overview of the enterprise management operation flow using the GEM methodology's Spiral Life Cycle and an Enterprise Management Architecture (EMA) repository. It shows how the operational flow elements of the GEM methodology overlay the top-level OMB FEA Model, and illustrates that the EMA extends traditional enterprise architectures to support comprehensive enterprise management and a closed-loop operational process. It argues that without a shared enterprise-wide repository, activities become locally suboptimized and hidden from the enterprise view.
The document summarizes a Six Sigma Green Belt certification course offered at Rutgers University. The course was designed to teach students the Six Sigma methodology and prepare them to pass the ASQ Green Belt certification exam in a cost-effective way, as typical certification courses can be prohibitively expensive. The course applied the Six Sigma DMAIC process of Define, Measure, Analyze, Improve, Control to both the material covered and the pedagogical method of instruction. Pre- and post-test data was collected to analyze the effectiveness of the course and students' improvement.
The document describes Traffic-Light-Tool®, a systematic online tool for managing organizational change projects. It conducts in-depth analyses of competencies, processes, and attitudes. Participants provide self-evaluations and receive anonymous feedback. This identifies strengths, training needs, and improvement potentials. Participants develop individual action plans. The tool then provides online training, controls action plans, and allows before-and-after comparisons to measure success. It has been used successfully in over 5,000 projects across industries and countries. The tool offers value by increasing sustainability, measurability, and efficient use of resources in change projects.
The document outlines the key phases and activities in requirements gathering and analysis for a project. It includes defining scope, modeling requirements, analyzing functional and non-functional needs, specifying requirements, conceptual design, and planning implementation and testing. The goal is to thoroughly understand user needs and specify a solution that meets requirements.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
Allied Reliability Phase II EMP Development Overview (March 2009)Chris Colson
Allied Reliability uses a phased approach to asset reliability initiatives. They begin with defining assets and critical components, analyzing failure modes, and developing prioritized maintenance plans. They then integrate monitoring strategies and optimize maintenance tasks. Allied provides tools to complete reliability analyses, prioritize improvements, and standardize work processes. The overall goal is to increase asset performance and availability through disciplined reliability processes.
The document introduces the artITecture Architecture Method for documenting solution level architecture. It describes the method's primary and secondary deliverables for describing different aspects of the architecture. The primary deliverables are software, infrastructure, integration, and data architectures. Architectural thinking considers all phases of the system lifecycle and links to project management. Principles of the method include considering all lifecycle phases and project management implications.
ForchuTeck Consulting Inc is an international consulting firm with offices in Africa, USA, and India. They provide business and collaborative solutions including application development, integration, content management, and e-learning. They have over 15 years of experience working with over 200 professionals on projects for 46+ customers across 18+ countries.
The document outlines a methodology for developing a recruitment outsourcing ecosystem for a client that involves mapping existing processes, identifying stakeholders, developing strategies and objectives, and integrating people, processes, and technologies. Key phases include planning, defining workstreams, sourcing vendors, negotiating agreements, implementation, and completion. The goal is to create an end-to-end recruitment solution by integrating various components like talent mapping, social recruiting, onboarding, and analytics.
Semantics to energize the full Services Spectrum: Ontological approach to be...Amit Sheth
Amit Sheth's Talk at the inauguration invitational event for Research School on Services-Oriented Systems Engineering, Hasso-Plattner-Institute, Potsdam, Germany, June 22, 2006.
This document discusses Behavior Driven Development (BDD), which is an agile software development methodology that focuses on defining and testing business requirements through executable specifications and acceptance criteria. The document covers the key concepts of BDD, including outside-in development, pull-based planning, and defining behavior through user stories and scenarios. It also discusses how BDD compares to other techniques like test-driven development and finite state machines. The overall goal of BDD is to facilitate collaboration between developers and business stakeholders to build the right product through living documentation of desired behaviors.
Aplin Science and Technology is a research agenda into how such a discipline can be applied to the engineering of growth in organization's performance capability and performance leadership.
This document provides an overview of Lean Six Sigma principles and tools. It discusses how Lean focuses on removing waste to improve efficiency and reduce cycle times, while Six Sigma aims to reduce variability to improve quality. Lean Six Sigma combines these two approaches to maximize process improvements and business results. The document outlines the DMAIC problem-solving roadmap and explains how the basic quality tools in Lean Six Sigma can drive most of the potential 80% improvement with only 20% of the complexity of advanced tools. It also introduces Variance Reduction International president Sally Ulman and her background working as a quality facilitator and consultant.
This document provides an overview of Lean Six Sigma principles and tools. It discusses how Lean focuses on removing waste to improve efficiency and reduce cycle times, while Six Sigma aims to reduce variability to improve quality. Lean Six Sigma combines these two approaches to maximize process improvements and business results. The document outlines the DMAIC problem-solving roadmap and explains how the majority of gains can be achieved using basic quality and statistical tools with only 20% of the complexity of advanced tools. It introduces Variance Reduction International and its president Sally Ulman, an experienced consultant and instructor in statistical methods, process improvement strategies, and Lean Six Sigma.
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Integrating Six Sigma Thinking Into Scrum Based Development Environments
1. Integrating Six Sigma
THINKING into Scrum-Based
Development Environments
Darian Rashid
Agile Trainer and Coach
darian@agileethos.com
2. Lean Six Sigma THINKING
in Software Development
• What is Six Sigma Thinking
• Six Sigma Myths and Misconceptions
• A Common Ancestry and Values
• Review role of the Scrum Master
• Using Six Sigma Within a Development
Organization
• Case Study
8. Lean Six Sigma Thinking Requires You To…
• Scale with the problem
• Compare before and after
9. Perceptions in S/W Dev. Environment
• Tool blamed for misuse
• Misconceptions
– Is for manufacturing
– Requires a degree in
Statistics
• No cross-realm expertise
10. Part of Continuous Improvement
• Lean methods have been evolving
for the last several hundred years
• Lean Six Sigma is part of that
evolution
• Common values – Continuous
Improvement
11. The Foundation
Walter Shewhart
1924
• Control charts
• Statistical Process Control
• Continuous Improvement
12. The ScrumMaster
• Owns the process
of Scrum
• Have impediments
SM removed
• Agent of change!
13. Many Tools in Change Arsenal
Work
Design Thinking
Transparency Job
Modes
Analysis
Time Issue
Structural
Duration
Resolution KAIZEN
5S Analysis
vs
Attitudinal
Accountable
Ergo & Hierarchies Differentiati
Waste Safety on &
Levels of
Problem
Integration
& Universal
Learning
Solving Root Cause
Process Gap
Analysis
Value Structure Analysis Contain,
Value Waste Correct, &
Prevent
Stream Analysis Programmat Sources of
Change ic Power Six Sigma
Mapping Levels of
Process Change
Maps
Organizational
Analysis
Avoidance
Analysis Trends
Value Add Analysis
Analysis Change, Size,
Balanced
Awareness Bureaucracy Leadership Metrics
& Fear & Life
Cycles Structural
Culture Data
Open vs
Management Attitudinal
Systems Levels of
Model Analysis Metrics
Culture
Workflow
Analysis
PFQT Sustain Mistake
Proofing
Flow &
Process Spaghetti Visual
Types Motion Diagrams
Transparency
Mgmt Cellular
Structure
Pull vs
ABC vs RRR
Push Balance & Value Add Structure
Job Trend
Analysis
Resource Leveling Characterist
Types ic
Model
14. Revise
Transformation
Backlog
Gap
Analysis
Validate
Filter
Gains
Define Measure Analyze Improve Control
Take corrective action
using the right method
15. The Roadmap
Mechanic Doctor Barrier-Buster
Define Car trouble Describe illness or injury Establish a gap
Create hypotheses for
Diagnostics, Temperature, blood
Measure memory, codes pressure, history
causes,
Collect data
Flight test
Blood test, x-ray, scan, Root cause analysis
Analyze Sensor exploratory Confirm factors
Stimulator
Repair, tune, Surgery, medication,
Improve rework, replace exercise, splint
Create improvements
Verify, Follow-up visit, ongoing
Control maintain, and treatment, maintenance Validate improvements
record drug
16. Identifying the Right Problems
• Systemic issues
• Issues that were fixed that
reappeared
• Issues where the root cause is
unknown
17. Exploring Gaps in Software Environments
Quality level
Consistently too low
miss iteration
goals Miss release
targets
Most builds
fail
Builds too
slow
• Easy to blame people
18. Possible Factors Causing Gaps
Problem /
Gap
Knowledge Others…
Lacking the Environment
Incorrect
right tools
process
How can we be sure?
19. Use Data
• Use data as a tool to get insights
• Simple charts usually reveal a lot
about what is happening
• Measure only as long as you need
– Short-term for diagnostics
– Long-term for control over regression
20. Get to Root Causes - Ask “Why?”
Why?
Why?
Why?
Why?
Why? Why?
Why?
Why?
Why?
Why?
Why? Why?
Why? Why?
Why?
Why?
Symptom
Why?
Why? Problem / Symptom
Why?
Gap
Why?
Why? Why?
Symptom
Why?
Why?
Why?
Why?
Why?
Why? Why?
Why?
Why?
Why?
Why?
Why? Why?
Root
Root
Cause
Cause Why?
21. The Journey
• Knowing the destination
doesn’t mean the
journey is mapped out
• If it were that easy, most
would just do it
• Sometimes we need to
prove we need to take
the journey
22. Case Study
• Large B2B enterprise
• Methodology at best “Scrum-ish”
• Current product 2 months from launch
• Release date was going to be missed
– Projected delay of 5 months
23. Case Study
• Slip wasn’t realized until 4 weeks
prior
• Development group was blamed
• Working 60-80 hours since
24. The Roadmap
Define Establish a gap
Create hypotheses for causes
Measure Collect data to reveal what
Root cause analysis to reveal why
Analyze Confirm main factors
Create improvements
Improve May be phased
Validate improvements
Control Create controls against regression
25. Establish a Gap
Why is the Outstanding
release late? features
Why? No time to work on
features. Fixing defects
during most of the
iteration
26. Establish a Gap
How many defects are 1200+
currently open? severity 1 & 2
Why don’t you stop and
“No time for that”
burn down defects?
“Value is in features,
not defects”
Is this the first No, last 3 releases
release like this? were worse!
27. Define Gaps
• Short term
– Launch date projected to be missed by
5 months
– Number of defects at 1200+
• Longer term
– No predictability of release
– Product integrity is below releasable
standards
28. The Roadmap
Define Establish a gap
Measure Collect data to reveal what the factors are
Root cause analysis to reveal why
Analyze Confirm main factors
Create improvements
Improve May be phased
Validate improvements
Control Create controls against regression
29. Defects submitted Each Day Defects Submitted Each Day
3 6 9 12 15 18 21 24 27
Day
Defect detection rate is stable over time
30. Defects Fixed Each Day Defects Fixed Each Day
3 6 9 12 15 18 21 24
Day
Fixing less defects everyday
31. Open Defects Per Day
2 4 6 8 10 12 14 16 18 20 22 24
Number of open defects was increasing
32. Median of 7 weeks from ‘find’ to ‘verify fix’
…and increasing
Defect Found
Fix Verified
Weeks
33. Hours Per Defect Each Day Hours Spent Per Defect Each Day
2 4 6 8 10 12 14 16 18 20 22
Day
Hours per defect were going up
34. The Roadmap
Define Establish a gap
Measure Collect data to reveal what the factors are
Analyze Root cause analysis to reveal why
Create improvements
Improve May be phased
Validate improvements
Control Create controls against regression
35. Symptom 1
Gap between ‘find’ and ‘verify fix’ was
increasing
• Still working on new features
• Q/A’s priority was to always test new
Cause 1
features
• A fixed defect could wait on backlog to
verify
36. Symptom 1
Gap between ‘find’ and ‘verify fix’ was
increasing
More pressure to get new features out
– Sustained overtime
Cause 2
– Quality of code was worse over time
– Defects that were assigned to the team were
‘bounced’ back to buy time
• Ye olde ‘can’t replicate’. Works every time
• Resulted in entire test suite being rerun
37. Symptom 1
Gap between ‘find’ and ‘verify fix’ was
increasing
• Fixing less defects over time
Cause 3
• Still working on new features
• New features were full of defects
• Defect find rate > defect fix rate
increasing gap
38. Symptom 1
Gap between ‘find’ and ‘verify fix’ was
increasing
Cause 4
More defects + Less feature progress =
more status meeting and written reports
39. Symptom 1
Gap between ‘find’ and ‘verify fix’ was
increasing
• Only development was ‘doing Scrum’
Cause 5
• Q/A was not considered ‘eligible’
• Product Owners valued getting the
product out over quality
40. Symptom 2
Rate of defects corrected is decreasing
The data showed the complexity of
the defects were getting higher?
Why? We were cherry-
picking the easy ones
Why? To increase velocity. Defects
count toward it
Why? u se Velocity is used to
Ca compare teams*
41. Symptom 3
No visibility into release delay until too late
Velocity used to compare teams
– Defects, meetings and more counted toward
Cause 1
velocity
– Measured tasks, not forward progress or
efficiency
42. Symptom 3
No visibility into release getting delayed until later stages
Product Owners were disengaged
from each iteration
Why? Did not track progress
toward release plan
Why? Did not have a release
plan
e2
us ScrumMasters were not
Why? Ca
allowed to work with them*
43. Dig Deeper: Root Causes
1. Development and Q/A seen as a separate
function
– Even located in separate buildings
2. No universal definition of ‘Done’
3. No trust between managers and teams
44. Root Causes
4. Iterations were a developer-only practice
5. Product Owner incentives based solely on
number of features
6. Post-release patches made ‘heros’
45. The Roadmap
Define Establish a gap
Measure Collect data to reveal what the factors are
Root cause analysis to reveal why
Analyze Confirm main factors
Create improvements
Improve May be phased
Validate improvements
Control Create controls against regression
46. First Iteration: Triage
• ‘Stopped the line’!
• Reprioritized defects and features
together with POs
• Q/A worked intimately with
developers
– Temporarily moved to same location
47. Results
• Reprioritized defects burned down
in 4 weeks
• Productivity was higher on stable
release
• Q/A continued to work along side
dev.
• Release was only 1 month late
48. Second Iteration: Longer Term
• Started “10 then 10” initiative
– Lower maximum outstanding defects
by a factor of ‘10’
• WIP-cap was put into place
– ScrumMaster and team alerted PO if
WIP-cap was reached
– Stories were suspended
– Root-cause analyses were performed
49. Phase 2: Longer Term
• Continuous Integration and
automated tests infrastructure was
built
• Internal Scrum team dedicated to
infrastructure
• Took more than 1 year
50. Results
Current maximum number of open
defects: 125 COMBINED
Down from over 1200
51. Third Iteration: Currently In the Journey
• Second 10x reduction
• Goal: no more than 15 open
defects COMBINED
• Q/A mostly disbanded
– Most working as part of team
– System strike force remains
52. Larger Gap: Release Dates Constantly Missed
Managemen No No time Iteration
t did not automated goals not
want feature testing met
teams
Horizontal
Scrum
Separate
teams
Q/A group Not defined
Understood Too many well
own defects
competencies Horizontal
Stories
No defined
Worried about backlog to
advancement Very late work from
integration
No Missed Features not
completed
Too many
features
continuous
integration Deadline
No
infrastructure
System not No formal
stable release plan
Not enough
time Defects
were Set of loose
Every goals
ignored
feature is sufficed
No budget Priority 1 Team not
for servers Not involved in
Not planning
important to
important to
developers
PO
Patches
make heros!
Incentives
based on
new Estimates
features are done for
Didn’t trust team
REWARDS CURRENT team’s
MISALLIGNED CULTURE estimates
53. Key Points
• Lean Six Sigma thinking means
– Identify gaps
– Look past symptoms
– Use data to find causes
– Dig deeper to find root causes
(and interactions)
• Agile and Lean Six Sigma have
common ancestry and values
54. Key Points
• Don’t let misconceptions keep you
from a powerful tool
• ScrumMasters and change agents
need good tools in their arsenal
– The thinking can always be used
– Can scale with the problem
55. Key Points
• Even if you know the final
destination, using data-based
decision-making and root cause
analysis can help you find the best
path