Pea Pods & Connecting the Upstream - Lean Kanban North America 2018Martin Aziz
Pea Pods. A reflection on how achieving flow, and the intended business results of Agility, requires us to solve system problems that go beyond the team. The Kanban Method is shown to be applicable at the level of the whole organization.
Presented at Lean Kanban North America 2018
By Martin Aziz and Fernando Cuenca
Scrum has proven to be a successful framework for many companies in complex delivery domains to transition to Agility from more traditional delivery methods.
At some point during these transitions many companies have experienced a stall to what have previously been ongoing and exponential improvements. While team-level performance might have seen a substantial improvement, end-to-end delivery as perceived by customers and other stakeholders may not bit fit enough. In other cases, no matter how much teams work within the Scrum framework to improve their work, recurring “impediments” cause the Scrum implementation to plateau, or even regress.
We have learnt that complexity brings with it challenges in the "white spaces" that exist between teams where local improvements become disconnected from the delivery of customer value. In essence, Scrum is good, but doesn't provide enough to meet the needs of the whole system.
This talk will summarize key lessons distilled from that realization. We will highlight some of the limitations of team-centric Agile approaches and discuss Lean & Systems Thinking concepts to improve the system as a whole and bring your organization back to a place of continuous improvement that is connected to customer value.
Balanced Scorecard has traditionally been used across multiple industries for managing the organization performance towards the achievment of it's strategic goals. This session will introduce key performance indicators for a Balanced Scorecard in an Agile context, which can lead to similar strategic focus and organizational alignment and how to capture the typical agile metrics in the overall Balanced scorecard for software projects.
Pea Pods & Connecting the Upstream - Lean Kanban North America 2018Martin Aziz
Pea Pods. A reflection on how achieving flow, and the intended business results of Agility, requires us to solve system problems that go beyond the team. The Kanban Method is shown to be applicable at the level of the whole organization.
Presented at Lean Kanban North America 2018
By Martin Aziz and Fernando Cuenca
Scrum has proven to be a successful framework for many companies in complex delivery domains to transition to Agility from more traditional delivery methods.
At some point during these transitions many companies have experienced a stall to what have previously been ongoing and exponential improvements. While team-level performance might have seen a substantial improvement, end-to-end delivery as perceived by customers and other stakeholders may not bit fit enough. In other cases, no matter how much teams work within the Scrum framework to improve their work, recurring “impediments” cause the Scrum implementation to plateau, or even regress.
We have learnt that complexity brings with it challenges in the "white spaces" that exist between teams where local improvements become disconnected from the delivery of customer value. In essence, Scrum is good, but doesn't provide enough to meet the needs of the whole system.
This talk will summarize key lessons distilled from that realization. We will highlight some of the limitations of team-centric Agile approaches and discuss Lean & Systems Thinking concepts to improve the system as a whole and bring your organization back to a place of continuous improvement that is connected to customer value.
Balanced Scorecard has traditionally been used across multiple industries for managing the organization performance towards the achievment of it's strategic goals. This session will introduce key performance indicators for a Balanced Scorecard in an Agile context, which can lead to similar strategic focus and organizational alignment and how to capture the typical agile metrics in the overall Balanced scorecard for software projects.
How to measure a product development organization? Lean/Agile provides a fresh view on this. Kanban goes further and makes it VERY easy to measure. Learn what to look at and how.
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Slides from a webinar presented on 11-17-2020 in partership with Creato Performance Systems. The webinar covers the Critical to Quality Chart, Voice of the Customer basics, and Kano Analysis.
In today’s economy, most companies are unable to pay less for what they buy, and unable to charge more for what they sell. So how is a company able to impact the bottom line? One good way is by transitioning to Lean Distribution operations.
Lean distribution is based on the same philosophy and concepts that came out of the Lean manufacturing wave, so popular with companies, as a way to optimize production operations.
This webinar will cover:
•What “Lean” means in distribution operations
•The benefits of Lean distribution
•The process for transitioning to a Lean distribution operation
•How Lean can impact various activities in the distribution center
How to scale agility in your enterpriseTimothy Wise
Presentation for Southern Fried Agile conference 10/23/2014 that outlines how to scale agility in an enterprise.
The conference is a one day'er in Raleigh NC.
Great Crowd :)
Lean Kanban India 2019 Conference | The Heart of Kanban | Andy CarmichaelLeanKanbanIndia
Session Title: The Heart of Kanban
Abstract: Feedback and cadence are two essential elements of control. Management of agile teams is no exception – particularly as its purpose is to help the business respond to the changing fitness landscape. Choosing the feedback loops and their cadences (the periods between feedback cycles) is the key to effective management, and this workshop will explore the actual feedback loops in participants’ businesses. Participants may be using agile methods like Kanban or Scrum, scaled frameworks like SAFe or LeSS, bespoke processes that have evolved uniquely within the business (perhaps guided by Kanban principles), or indeed no conscious or deliberate process at all. Nevertheless, feedback loops and cadences abound in controlling work. Scrum has a dominant cadence, defined by Sprint length. Kanban – described by one critic as an agile method without a cadence – in reality defines many of them. Other methods may use cadence-driven or event-driven feedback loops to achieve control, or like the “no deliberate process” approach, use instinctive feedback loops based on managers’ experience or preference. In all cases examining current processes and comparing them with a schematic feedback and cadence model, yields important insights that can generate improvements
The workshop will introduce a simple framework for applying systems thinking to management systems. Participants will be asked to apply the model to their own management systems, or those of others in their groups, and to compare results in four main areas:
Choosing the right work
Making the work flow
Ensuring the work’s right
Improving workflow
We’ll look at three typical scales – the agile team (proverbially 7 plus or minus two), and the multi-team service, and the multi-service layer, as addressed by management teams with wider responsibility.
This workshop will help leaders in organisations understand where feedback loops exist for managing the business, at what cadence these controls operate, and where opportunities exist for improvement. While providing some helpful and pragmatic models for future use, the workshop will also generate outputs that can be applied immediately and directly, and providing agendas for discussion and implementation.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
KServeHRMS Professional product covers Employee Database, Employee Life Cycle Management, Leave and Attendance, Payroll, Benefits, Income Tax, Performance Management, HR Administration, Claims and Employee Engamgement self service.
Why Kserve HRMS:
-> Employee productivity goes up by 5%. Employee Engagement rises. Number of HR executives / employee ratio reduces
-> Full suite HRMS - Built and priced for the Indian market. Don’t pay 2x/ 3x our prices for the product and for consulting services. Compliant to India. Very good at workforce management areas - multinational products are not fully tuned to Indian practices in this area
-> Can be implemented in a modular manner - start small and then add on areas
Functionality of tier 1 products made affordable for smaller organizations - A look at the features indicate the comprehensiveness and integrated nature of the modules. Such functionality and scalability were earlier available only in Tier 1 global products. KServeHRMS makes this affordable for smaller organizations to get the best of both worlds.
Time to benefit much faster due to implementation tools - We provide a number of implementation and upload tools so that your time to implement and benefit is faster. Utilities for loading employee data, leave & attendance data, approval workflow routings via spreadsheet based templates enable you to rapidly complete the implementation process.
Easy to use and understand - HRMS products are comprehensive and often have more than 300 screens worth of functionality. Usability is achieved in KServeHRMS via consistenly. Learn how to use a typical transaction and a typical view, and afterwards all processes are similar and intuitive. We have taken great care in ensuring consistency across the product and hence self learning is relatively easy. The role based configuration also ensures that one role has to see only a few screens and has very little to learn to perform operations.
Proven and reliable product, leveraging later generation technologies - KServeHRMS is proven, reliable and rugged, having been in the market since 2006. In addition you get the benefit of it being contemporary. It was designed for the web, the cloud, and using model based techniques enabling scalability and a long life, even through changes that are required.
Configurable for complex situations - Compliance to rules and laws of a country requires the software to be proven in a large number of situations. KServeHRMS has been in the market since 2006 and hence over the years we have ruggedized the product to handle various compliance conditions needed, as well as ensure accuracy in the process.
Lean Kanban India 2019 Conference | Agility and DevOps: Needed - an Integrate...LeanKanbanIndia
Session Title: Agility and DevOps: Needed - an Integrated view
Abstract: Why do we associate Business Agility with Kanban and Agile, and Flow of IT work with DevOps? Too much of our DevOps discussion focuses on the throughput, the flow and the automation, and not enough on alignment to Business Value in DevOps. One reason DevOps has been enthusiastically picked up by the Indian IT community is that it seems within IT’s control; the language of CALMS all seem safely within IT’s reach.
This will lead your DevOps journey into a dead end.
This session will pick very different companies on DevOps journeys, and identify the drivers that took these companies onto the Agility journey.
Measuring What Matters in Your Agile TransformationBrad Swanson
So you’ve decided to “go Agile”. Why? How can you clearly articulate the business goals of your agile transformation, and how can you effectively measure your progress and success?
We will show how to use the Agile Strategy Map™ to define your Agile transformation strategy, and give real-world examples of strategies used successfully by many organizations. Participants will get practice using the Strategy Map and identifying some metrics that matter.
Before starting the journey to becoming an agile organization, it’s critical to define your business objectives: quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or whatever challenges you need to address. To make those goals real, they need to be measurable. Because the journey may be long, you need both leading indicators to know if you’re going in the right direction, and lagging indicators to tell if your goals have been met.
How to measure a product development organization? Lean/Agile provides a fresh view on this. Kanban goes further and makes it VERY easy to measure. Learn what to look at and how.
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Slides from a webinar presented on 11-17-2020 in partership with Creato Performance Systems. The webinar covers the Critical to Quality Chart, Voice of the Customer basics, and Kano Analysis.
In today’s economy, most companies are unable to pay less for what they buy, and unable to charge more for what they sell. So how is a company able to impact the bottom line? One good way is by transitioning to Lean Distribution operations.
Lean distribution is based on the same philosophy and concepts that came out of the Lean manufacturing wave, so popular with companies, as a way to optimize production operations.
This webinar will cover:
•What “Lean” means in distribution operations
•The benefits of Lean distribution
•The process for transitioning to a Lean distribution operation
•How Lean can impact various activities in the distribution center
How to scale agility in your enterpriseTimothy Wise
Presentation for Southern Fried Agile conference 10/23/2014 that outlines how to scale agility in an enterprise.
The conference is a one day'er in Raleigh NC.
Great Crowd :)
Lean Kanban India 2019 Conference | The Heart of Kanban | Andy CarmichaelLeanKanbanIndia
Session Title: The Heart of Kanban
Abstract: Feedback and cadence are two essential elements of control. Management of agile teams is no exception – particularly as its purpose is to help the business respond to the changing fitness landscape. Choosing the feedback loops and their cadences (the periods between feedback cycles) is the key to effective management, and this workshop will explore the actual feedback loops in participants’ businesses. Participants may be using agile methods like Kanban or Scrum, scaled frameworks like SAFe or LeSS, bespoke processes that have evolved uniquely within the business (perhaps guided by Kanban principles), or indeed no conscious or deliberate process at all. Nevertheless, feedback loops and cadences abound in controlling work. Scrum has a dominant cadence, defined by Sprint length. Kanban – described by one critic as an agile method without a cadence – in reality defines many of them. Other methods may use cadence-driven or event-driven feedback loops to achieve control, or like the “no deliberate process” approach, use instinctive feedback loops based on managers’ experience or preference. In all cases examining current processes and comparing them with a schematic feedback and cadence model, yields important insights that can generate improvements
The workshop will introduce a simple framework for applying systems thinking to management systems. Participants will be asked to apply the model to their own management systems, or those of others in their groups, and to compare results in four main areas:
Choosing the right work
Making the work flow
Ensuring the work’s right
Improving workflow
We’ll look at three typical scales – the agile team (proverbially 7 plus or minus two), and the multi-team service, and the multi-service layer, as addressed by management teams with wider responsibility.
This workshop will help leaders in organisations understand where feedback loops exist for managing the business, at what cadence these controls operate, and where opportunities exist for improvement. While providing some helpful and pragmatic models for future use, the workshop will also generate outputs that can be applied immediately and directly, and providing agendas for discussion and implementation.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
KServeHRMS Professional product covers Employee Database, Employee Life Cycle Management, Leave and Attendance, Payroll, Benefits, Income Tax, Performance Management, HR Administration, Claims and Employee Engamgement self service.
Why Kserve HRMS:
-> Employee productivity goes up by 5%. Employee Engagement rises. Number of HR executives / employee ratio reduces
-> Full suite HRMS - Built and priced for the Indian market. Don’t pay 2x/ 3x our prices for the product and for consulting services. Compliant to India. Very good at workforce management areas - multinational products are not fully tuned to Indian practices in this area
-> Can be implemented in a modular manner - start small and then add on areas
Functionality of tier 1 products made affordable for smaller organizations - A look at the features indicate the comprehensiveness and integrated nature of the modules. Such functionality and scalability were earlier available only in Tier 1 global products. KServeHRMS makes this affordable for smaller organizations to get the best of both worlds.
Time to benefit much faster due to implementation tools - We provide a number of implementation and upload tools so that your time to implement and benefit is faster. Utilities for loading employee data, leave & attendance data, approval workflow routings via spreadsheet based templates enable you to rapidly complete the implementation process.
Easy to use and understand - HRMS products are comprehensive and often have more than 300 screens worth of functionality. Usability is achieved in KServeHRMS via consistenly. Learn how to use a typical transaction and a typical view, and afterwards all processes are similar and intuitive. We have taken great care in ensuring consistency across the product and hence self learning is relatively easy. The role based configuration also ensures that one role has to see only a few screens and has very little to learn to perform operations.
Proven and reliable product, leveraging later generation technologies - KServeHRMS is proven, reliable and rugged, having been in the market since 2006. In addition you get the benefit of it being contemporary. It was designed for the web, the cloud, and using model based techniques enabling scalability and a long life, even through changes that are required.
Configurable for complex situations - Compliance to rules and laws of a country requires the software to be proven in a large number of situations. KServeHRMS has been in the market since 2006 and hence over the years we have ruggedized the product to handle various compliance conditions needed, as well as ensure accuracy in the process.
Lean Kanban India 2019 Conference | Agility and DevOps: Needed - an Integrate...LeanKanbanIndia
Session Title: Agility and DevOps: Needed - an Integrated view
Abstract: Why do we associate Business Agility with Kanban and Agile, and Flow of IT work with DevOps? Too much of our DevOps discussion focuses on the throughput, the flow and the automation, and not enough on alignment to Business Value in DevOps. One reason DevOps has been enthusiastically picked up by the Indian IT community is that it seems within IT’s control; the language of CALMS all seem safely within IT’s reach.
This will lead your DevOps journey into a dead end.
This session will pick very different companies on DevOps journeys, and identify the drivers that took these companies onto the Agility journey.
Measuring What Matters in Your Agile TransformationBrad Swanson
So you’ve decided to “go Agile”. Why? How can you clearly articulate the business goals of your agile transformation, and how can you effectively measure your progress and success?
We will show how to use the Agile Strategy Map™ to define your Agile transformation strategy, and give real-world examples of strategies used successfully by many organizations. Participants will get practice using the Strategy Map and identifying some metrics that matter.
Before starting the journey to becoming an agile organization, it’s critical to define your business objectives: quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or whatever challenges you need to address. To make those goals real, they need to be measurable. Because the journey may be long, you need both leading indicators to know if you’re going in the right direction, and lagging indicators to tell if your goals have been met.
Daniel Breston - DevOps metrics that matteritSMF UK
During Daniels presentation he showed you not only how to create meaningful metrics, but also how to develop a maturity matrix that makes sense to guide your journey.
Using metrics for punitive reasons is a problem as old as time. In software, this is further complicated by the fact that people rarely agree on why we are collecting metrics in the first place. In this session we will explore how we can use metrics for good instead of evil.
By focusing on the goal of system improvement, rather than individual performance, we can begin leveraging data to make a positive difference in how we work while also delving into why we work the way we do.
This session will include real-world examples of problems that organizations create for themselves by using metrics for the wrong intent. We will also discuss examples of good metrics and how they can be used to make our lives better.
Inside Gainsight’s New Post-Sales Structure: Reorganizing the Team to Drive C...Gainsight
In this webinar, Allison Pickens, Gainsight's VP of Customer Success, will give you a detailed explanation of our new org chart as well as the philosophy behind the changes. She'll offer strategies on how to apply these principles and tactics to your own Customer Success team.
How We Reorganized Our Entire Post-Sales OrganizationGainsight
One of Gainsight's principles is to "Carry the Torch" for the Customer Success industry. We've shared a lot about innovations in our processes, but not as much about our organization. In this session, Allison Pickens, VP of Customer Success and Business Operations at Gainsight, will share the story of how we re-organized post-sales to drive success for our customers.
DOES15 - Ramona Jackson and Aji Rajappan - Continuous Delivery at Cisco ITGene Kim
Ramona Jackson, Director IT, Cisco
Aji Rajappan, Manager IT, Cisco
Continuous Delivery (CD), a key initiative for Cisco IT in FY15, is a set of principles and practices to truly transform IT end-to-end. It extends from how IT partners with the business, prioritizes a backlog of requirements, aggressively develops, and eventually delivers the prioritized capabilities; all with the view of achieving common business outcomes.
Building upon some of the earlier work in the IaaS and PaaS space (Infrastructure and Platform as a Service), the Continuous Delivery Platform track launched an offering called Software Delivery as a Service (SDaaS) to truly transform the life of an IT developer – end-to-end. Solution set were created for both front-end custom web-app development, as well as for Oracle database back-end and ERP. Continuous delivery builds upon and extends Agile, continuous integration, and DevOps practices and tools to transform the way software and applications are deployed and delivered. Cisco IT’s journey to continuous delivery is fueled by three main objectives: 1. Accelerate time to capability, 2. Improve software quality, 3. Optimize cost of delivery.
A successful continuous delivery model requires culture and mindset shifts across all of IT and the business. Continuous delivery shatters the phase-based, sequential approach to application development, where specialized groups complete the work in phases. Each phase is added sequentially and depends on the one that came before it. Groups work in silos, and there is little communication between them. What’s more, this approach assumes that every business requirement can be identified before any design or coding occurs.
For a successful continuous delivery model, early engagement by business stakeholders is vital. Discussions shouldn’t focus on what IT can deliver but on what business outcomes will be achieved. The business should be treated as a member of the development team, actively involved along with IT as capabilities grow from prototype to limited availability to full-blown adoption. Business stakeholders have a high degree of oversight and control over what our services are delivering. Feedback loops at regular intervals enable tweaks to be made in real time as business, market, and end-user requirements change.
Agile software development methodology is sweeping the IT Industry. Many organizations are experimenting with Agility and there are many “brands” of Agile including Scrum, XP, Lean, Crystal Clear and DSDM. Adoption of one of these methodologies could be wholesale in the case of a small well defined project that has no dependencies on other projects and can be completely delivered by a trained and motivated team. As these types of adoptions are rare organizations are looking for ways to ease into Agile practices without losing productivity.
This session is designed to discuss and identify ways that agile enablers can facilitate the transition to Agile practices. Participants learn basic Agile practices as well as techniques for introducing them to the software delivery team. This session will present common software delivery problems and the Agile path to solutions.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
Erhan koseoglu Delighting vodafone turkey's customers via agile transformationAgile Lietuva
In big organizations like Vodafone Turkey, it is always a challenge to start a change initiative. Especially in a bureaucratic and awkward environment, there is a huge risk of resistance to change and therefore a huge risk of failure for an Agile transformation initiative. This lecture talks about the real case study of how Agile transformation has started as a pilot inside the Vodafone IT and how in just a few months that pilot turned into an organizational change initiative via the establishment of Scrum Studio leading to innovation culture and a superior customer experience as a result. The starting motivation of this transformation, the achievements via Scrum, the motivation achieved via empowered Scrum teams, the improved transparency via evidence-based management, the KAIZEN culture that is triggered with the transformation, the more effective collaboration between the parties and the significant positive reflections of all these on the customer side as results will be explored in details through the lecture. This lecture is for everyone who is interested about starting an Agile transformation inside a big enough company and growing that initiative through the whole organization via creating customer delight.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
IT Service Catalog: 5 Steps to Prepare Your Organization for Successful Servi...Evergreen Systems
Few Organizations have deep experience in planning for a successful Service Catalog project. Questions abound:
"What are the best practices? How will we measure success? What roles & responsibilities will we have? What are the customer & executive expectations...and how do we address them? What options do we have for getting started? Can we start simply and grow as we learn?"
Successful Service Catalog projects are dramatically different than many other IT projects. Please join Don Casson, CEO of Evergreen as he answers these questions and explains the 5 steps to prepare your team for success with your IT Service Catalog project.
Jeff Benedict, ITSM Practice Leader, will demo our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Webinar recording with demo available at http://content.evergreensys.com/it-service-catalog-project-steps-prepare-organization
Similar to KanbanTO - June 2019 - How Agile Are We Executive Dashboard (20)
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
8. How Agile are our businesses per Deloitte and McKinsey?
More than 90% of senior executives
give high priority to becoming agile
While less than 10% see their firm as
currently highly agile
Sources:
https://www.forbes.com/sites/stevedenning/2019/05/23/understanding-fake-agile/amp/?fbclid=IwAR3Dzi69RuBNNopaR5qEcCgldaL0W9PjiqTvZogT2gUZAhO0tSfiOVossVE
https://www.mckinsey.com/business-functions/organization/our-insights/how-to-create-an-agile-organization
https://www2.deloitte.com/content/dam/Deloitte/lu/Documents/human-capital/lu-hc-2017-global-human-capital-trends-gx.pdf
10. What does it mean to be Agile as a Business?
Business Agility is the ability of an
organization to rapidly adapt to
market and environmental changes
13. What are the indicators for Agility?
Team Outputs?
14. What are the indicators for Agility?
Team Outputs?
15. What are the indicators for Agility?
Team Outputs?
16. What are the criteria for the appropriate indicators for Agility?
17. What are the criteria for the appropriate indicators for Agility?
1. Customer Lens
18. What are the criteria for the appropriate indicators for Agility?
1. Customer Lens
2. Measure End-to-End Service Delivery
19. What are the criteria for the appropriate indicators for Agility?
1. Customer Lens
2. Measure End-to-End Service Delivery
3. Different Services have Different
Agility Expectations and Capability
23. Feature: Fitness CriteriaWho is our customer for this service?
In case you don’t know who your customer is…
Who is yelling the loudest and fastest?
24. Feature: Fitness Criteria3 Metrics for Service Delivery Agility
1. Replenishment Frequency
2. Release Frequency
3. Lead Time
25. Feature: Fitness Criteria3 Metrics for Service Delivery Agility
1. Replenishment Frequency
2. Release Frequency
3. Lead Time
28. Feature: Fitness CriteriaReplenishment Frequency
Replenishment happens
when the delivery system
pulls in customer request(s)
as commitment(s)
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Replenishment Frequency
30. Feature: Fitness CriteriaReplenishment Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Replenishment Frequency
Replenishment vs. Business Agility
It shows how often we can adapt to
changes introduced by our customers
Agile does not mean delivering faster,
it means adapting to changes quick
enough
31. Feature: Fitness CriteriaReplenishment Frequency
How often do customers
expect us to react (take in
their request of this
particular work item type)?
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
32. Feature: Fitness CriteriaReplenishment Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
How often do we currently
take in customer request of
this particular work item type?
33. Feature: Fitness CriteriaReplenishment Frequency
Replenishment Frequency can
signal the customers to prepare
for their request in a ready-to-
consume state
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
36. Feature: Fitness CriteriaLoyaltyOne Replenishment Example – Feature Work
Category Notes
Goal Setting (What)
50% of new POS Loyalty Program
enrollments come from Digital Channels
Strategic Objective (Why)
Validate hypothesis: Our potential POS
customer-base is moving towards Digital
Workflow
See attached for current paper-based
workflow and ideal digital workflow
Business Scope Trim Divided Digital Enrollment into 3 Phases
Business Dependencies Client Services, Partner, Marketing
Analytics
User flow (look into drop off)
Enrollment Location (for future campaign)
Technical Feasibility Yes
Effort (hrs, days, wks, mths) Days
Technical Dependencies Dani’s team to work on front end tweaks
Technical Scope Trim N/A
37. Feature: Fitness CriteriaLoyaltyOne Replenishment Example – Feature Work
With an established Replenishment
Cadence, customers know when to
get the Feature Request form filled
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
38. Feature: Fitness CriteriaExercise: Replenishment Frequency
Avg. Replenishment Rate = Number of Days
Number of Replenishment
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
What is the expected and
current Replenishment
Frequency of your system?
40. Feature: Fitness CriteriaExercise: Replenishment Frequency
Avg. Replenishment Rate = Number of Days
Number of Replenishment
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
What is the expected and
current Replenishment
Frequency of your system?
41. Feature: Fitness CriteriaReplenishment Frequency
Replenishment vs. Business Agility
It shows how often we can adapt to
changes introduced by our customers
Agile does not mean delivering faster,
it means adapting to changes quick
enough
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
42. Feature: Fitness Criteria3 Metrics for Service Delivery Agility
1. Replenishment Frequency
2. Release Frequency
3. Lead Time
45. Feature: Fitness CriteriaRelease Frequency
Release happens when the
customer has received the
service (product) as requested
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Release Frequency
46. Moonbucks Coffee
Medium Diablo
Coffee for David
&
Two Small Angel
Coffees for Ann Yep I am David.
Thanks!
Oh I am Ann.
Coming now
Coffee is Made
Customer has not received
Coffee Received
(Outcome realized)
Release
47. Feature: Fitness CriteriaRelease Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Release Frequency
Release vs. Business Agility?
It shows how often stakeholders
need to do release-related tasks, and
It shows how often customer can
adapt to changes introduced by us
Collaborate with Customer to
achieve outcomes instead of
pushing outputs to Customer
48. Feature: Fitness CriteriaRelease Frequency
How often do customers
expect to receive fulfilled
requests of this particular
work item type from us?
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
49. Feature: Fitness CriteriaRelease Frequency
How often do we currently
deliver completed request(s)
of this particular work item
type to customers?
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
50. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work
Release Frequency can
signal customer and
stakeholders to prepare for
release-related tasks
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
52. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work
Release Tasks Customer Internal Stakeholders
Deploy to Production √ (Ops)
Communication √ √ (Internal, Exec)
Training √ √
User Acceptance Test √ √ (User Research)
Add to Starter Kit √ (Dev)
53. Feature: Fitness CriteriaExercise: Release Frequency
What is the expected and
current Release Frequency of
your system?
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
Avg. Release Rate = Number of Days
Number of Release
55. Feature: Fitness CriteriaExercise: Release Frequency
What is the expected and
current Release Frequency of
your system?
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
Avg. Release Rate = Number of Days
Number of Release
56. Feature: Fitness CriteriaRelease Frequency
Release vs. Business Agility?
It shows how often stakeholders
need to do release-related tasks, and
It shows how often customer can
adapt to changes introduced by us
Collaborate with Customer to
achieve outcomes instead of
pushing outputs to Customer
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
57. Feature: Fitness CriteriaReplenishment and Release Frequencies
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
58. Feature: Fitness CriteriaReplenishment and Release Frequencies
Replenishment and Release
have Transaction Costs
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
59. Feature: Fitness Criteria3 Metrics for Service Delivery Agility
1. Replenishment Frequency
2. Release Frequency
3. Lead Time
62. Feature: Fitness CriteriaLead Time
Lead Time is the elapsed time between
Replenishment and Release
Slow
Fast
How fast?
Low
High
How Predictable?
63. Payment
(Commit to fulfill Request)
Replenishment
Moonbucks Coffee
Coffee Received
(Outcome realized)
Release
Lead Time
How much
sugar/ milk?
Which
coffee
bean?
64. Feature: Fitness CriteriaLead Time
Lead Time is not a mere number,
it is a Probabilistic Distribution
Slow
Fast
How fast?
Low
High
How Predictable?
65. Feature: Fitness CriteriaLead Time
Slow
Fast
How fast?
Low
High
How Predictable?
Lead Time vs. Business Agility
It answers the question “when will this be done?”
based on historical data
• End-to-end delivery
• Customer-recognizable service
66. Feature: Fitness CriteriaLead Time
Slow
Fast
How fast?
90 Days
Low
High
How Predictable?
75%
How fast do customers expect our delivery to be?
How predictable do customers expect our delivery to be?
E.g.
Customer expects 90 Days
delivery 75% of the time
67. Feature: Fitness CriteriaLead Time
How fast is our current delivery to customers’ expected confidence level?
How predictable is our current delivery to customers’ expected duration?
E.g.
We deliver to 90 days 57% of the time
We deliver to 106 days 75% of the time
Slow
Fast
How fast?
90 Days
106
Low
High
How Predictable?
75%
57%
68. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work
Knowing the Lead Time allows customer to select
the appropriate class of service for each work item
Slow
Fast
How fast?
90 Days 85
Low
High
How Predictable?
75%82%
1
0
1 1
0 0
4
1 1
0
1
0 0 0 0 0 0
1 1
0
14 22 30 38 46 54 62 70 78 86 94 102 110 118 126 134 142 150 158 166
Itemcount(higherequalsmoreoften)
Cycle time value (calendar days from start to complete)
70. Feature: Fitness CriteriaExercise: Lead Time
What is the expected and current lead time of your system?
Low
High
How Predictable?
75%
Slow
Fast
How fast?
6 Days
71. Feature: Fitness CriteriaExercise: Lead Time
What is the expected and current lead time of your system?
1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration)
Low
High
How Predictable?
75%
1 2 3 4 5 6 7 8 9 10 11 12 …
Lead Time (Days)
Slow
Fast
How fast?
6 Days
72. Feature: Fitness CriteriaExercise: Lead Time
Based on our historical data:
0% chance we can deliver in less than 3 days
100% chance we can deliver within 12 days
1 2 3 4 5 6 7 8 9 10 11 12 …
Lead Time (Days)
73. Feature: Fitness CriteriaExercise: Lead Time
What is the expected and current lead time of your system?
1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration)
Low
High
How Predictable?
75%
Slow
Fast
How fast?
6 Days
1 2 3 4 5 6 7 8 9 10 11 12 …
Lead Time (Days)
74. Feature: Fitness CriteriaExercise: Lead Time
What is the expected and current lead time of your system?
1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration)
2. Calculate Lead Time Duration per customer’s expected predictability (e.g. 75%)
Slow
Fast
How fast?
6 Days
Low
High
How Predictable?
75%
8.5
1 2 3 4 5 6 7 8 9 10 11 12 …
Lead Time (Days)
75. Feature: Fitness CriteriaExercise: Lead Time
What is the expected and current lead time of your system?
1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration)
2. Calculate Lead Time Duration per customer’s expected Predictability (e.g. 75%)
3. Calculate Lead Time Predictability per customer’s expected Duration (e.g. 6 Days)
Slow
Fast
How fast?
6 Days
Low
High
How Predictable?
75%
8.5
65%
1 2 3 4 5 6 7 8 9 10 11 12 …
Lead Time (Days)
76. Feature: Fitness CriteriaExercise: Lead Time
What is the expected and current lead time of your system?
1. Troy Magennis’s http://focusedobjective.com/free-tools-resources/
2. Excel: =PERCENTILE.INC(array, desired percentile)
3. Excel: =PERCENTRANK.INC(array, desired duration)
Slow
Fast
How fast?
6 Days
Low
High
How Predictable?
75%
8.5
65%
1 2 3 4 5 6 7 8 9 10 11 12 …
Lead Time (Days)
77. Feature: Fitness CriteriaLead Time
Lead Time vs. Business Agility
It answers the question “when will this be done?”
based on historical data
• End-to-end delivery
• Customer-recognizable service
Slow
Fast
How fast?
90 Days
85
Low
High
How Predictable?
75%82%
78. Feature: Fitness CriteriaHow “Agile” is our Cost-Saving Feature Service in LoyaltyOne?
Slow
Fast
How fast?
90 Days
85
Low
High
How Predictable?
75%82%
Go-to-market Strategies
Current State
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
79. Feature: Fitness CriteriaWhen do we use the Service Delivery Dashboard?
Customer Meetings
Service Delivery Review
Operations Review
Improvement Initiatives… etc.
82. What are the criteria for the appropriate indicators for Agility?
1. Unit of measure is “customer recognizable”
2. Represent the capability of an End-to-End delivery pipeline
3. One dashboard per service
84. Feature: Fitness CriteriaDiscussion: How useful is this dashboard?
For Customers?
For the Service Delivery Group?
For Executives?
Any other groups?
85. Feature: Fitness CriteriaDiscussion: How to close the gaps in dashboard?
How do we close the gap between
customer expectation and delivery
system capability?
87. Feature: Fitness CriteriaBank Monthly Financial Report Dashboard
Slow
Fast
How fast?
30 Days
34
Low
High
How Predictable?
100%
73%
Go-to-market Strategies
Current State
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
88. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Turn off a customer segment
2. Manage Customer Demand and Expectations
89. Feature: Fitness CriteriaGaming Startup Feature Request Dashboard
Slow
Fast
How fast?
5 Days
6
Low
High
How Predictable?
75%
70%
Go-to-market Strategies
Current State
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Weekly
Release Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Daily
Replenishment Frequency
90. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Turn off a customer segment
2. Manage Customer Demand and Expectations
3. Increase Delivery Capability
94. Feature: Fitness CriteriaAnalyze the Histogram Tail
Special cause variation –
outside of normal fluctuation
+3 standard deviation
-3 standard deviation
95. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Analyze the Histogram tail
2. Visualize Workflow
97. Feature: Fitness CriteriaVisualize Workflow
Do we have too much going
on in Design?
How long are the tickets in
Design for?
What is the flow efficiency?
Do we have too little going on
in UAT?
98. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Analyze the Histogram tail
2. Visualize Workflow
3. Limit Work In Progress
99. Feature: Fitness CriteriaLimit Work In Progress
Avg. Lead Time =
Work In Progress
Avg. Delivery Rate
Little’s Law
Limiting WIP puts a constraint to the
system to lower the Avg. Lead Time
100. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Analyze the Histogram tail
2. Visualize Workflow
3. Limit Work In Progress
4. Deferred Commitment
102. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Analyze the Histogram tail
2. Visualize Workflow
3. Limit Work In Progress
4. Deferred Commitment
5. Classes of Service
103. Feature: Fitness CriteriaClasses of Service
A service might need to offer
different classes of service to
satisfy different “urgency”
104. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Analyze the Histogram tail
2. Visualize Workflow
3. Limit Work In Progress
4. Deferred Commitment
5. Classes of Service
6. Work Item Types
105. Feature: Fitness CriteriaWork Item Types
Demand Analysis:
Are we dividing our services too granularly?
Do we need to further split our work item types?
106. Feature: Fitness CriteriaHow to close the gaps in dashboard?
1. Analyze the Histogram tail
2. Visualize Workflow
3. Limit Work In Progress
4. Deferred Commitment
5. Classes of Service
6. Work Item Types
7. Staffing
107. Feature: Fitness CriteriaHypothesis
If we <the change / experiment>
we expect to see <impact to the context for change>
seen through <measurement and observations>
108. Feature: Fitness CriteriaHypothesis
Example:
If we decrease WIP Limit from 10 to 7
we expect to see a increase in lead time predictability
seen through the shape of our lead time histogram
109. Feature: Fitness Criteria
Slow
Fast
How fast?
90 Days
85
Low
High
How Predictable?
75%82%
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Release Frequency
Yearly
Quarterly
Monthly Weekly
Daily
Hourly
Monthly
Replenishment Frequency
106
57%
Go-to-market Strategies
Current State
Previous State
NEW System vs Old System
110. Feature: Fitness CriteriaAll components are interrelated
All components are interrelated
Intending to improve one area (e.g. Release Rate)
can have an impact on the other areas
LoyaltyOne is a customer loyalty rewards program
The more you spend, the more points you earn, which you can redeem for different items from cash to merchandise to flights
How would you answer this question?
Very Important, Not that important, Don’t know what Agile is
Very Agile, Not that Agile
The gap between aspiration and reality
Citation:
https://www.forbes.com/sites/stevedenning/2019/05/23/understanding-fake-agile/amp/?fbclid=IwAR3Dzi69RuBNNopaR5qEcCgldaL0W9PjiqTvZogT2gUZAhO0tSfiOVossVE
https://www.mckinsey.com/business-functions/organization/our-insights/how-to-create-an-agile-organization
https://www2.deloitte.com/content/dam/Deloitte/lu/Documents/human-capital/lu-hc-2017-global-human-capital-trends-gx.pdf
There are people with different positions and titles here.
What are your understanding and expectation of Agility as a Business?
Agile Manifesto:
1. Individuals and Interactions Over Processes and Tools
2. Working Software Over Comprehensive Documentation
3. Customer Collaboration Over Contract Negotiation
4. Responding to Change Over Following a Plan
Qualified Personnel
Number of Agile Teams?
Number of Agile Trainings?
Number of Agile-certified employees?
Collaborative Environment
How open the office space is?
How many white boards are around the office?
If teams are co-located
Engineering Practices
Code Coverage
Build Time
Automation
CI/CD Pipeline Maturity
Team Outputs
How much is velocity improving?
How many retrospective action items are addressed?
How long is the daily stand up?
Company is investing significant amount of dollars into this Agility thing.
How do we truly know that it is bringing value?
Collaborative Environment
How open the office space is?
How many white boards are around the office?
If teams are co-located
Team Outputs
How much is velocity improving?
How many retrospective action items are addressed?
How long is the daily stand up?
Qualified Personnel
Number of Agile Teams?
Number of Agile Trainings?
Number of Agile-certified employees?
Engineering Practices
Code Coverage
Build Time
Automation
CI/CD Pipeline Maturity
Company is investing significant amount of dollars into this Agility thing.
How do we truly know that it is bringing value?
Learn in the ESP course offered by LKU
Customer Focus:
Agile is to help resolve business problems
Without Customer’s, there wouldn’t be anyone to consume the business
Thus, if we want to measure Business Agility, we must put on the customer lens
Customer-recognizable
Indicators that they can see and has an impact on them
End-to-end delivery pipeline
In order to deliver to customers, firm operates as an interacting network of teams, all focused on working together to delivery increasing value to customers
Most business provide more than one type of services
Different Services have Different Agility Expectations
E.g. Starbucks
Food Services and Beverage Services have different expectation
Or
Hot and cold drinks have different expectation
We might want to measure if the result of our end-to-end delivery is matching up to the customer’s expectation of our services
Up until this point, it takes approximately 20 mins
Roughly 30 mins to run the simulation
Start Up – Deliver ASAP
Scrum Team – Deliver every 2 weeks
Finance – Month End Work
There is no one size fit all expectations and delivery capability
Each service has a different service level expectation and their respective delivery capability
Different service has different service level agreement and expectations
Boarding Time
First Class
Business Class
Economy Class
Call Center inquiry
Elite Member
Regular Member
For the sake of this workshop, we are only going to go through one service (a.k.a work item type)
New capability
Enhancement of existing capability
Production Defects
Tech Debt
Research
Inquiry
Reports
When delivery is not up to expectation?
How quickly can we react to customer’s change (request)
Question:
A lot of times work are being pushed down our throat.
Or
There are assumption that once a request is put in, they will be processed without understanding how much work are in progress or when it will actually be started
Collaborative relationship
Not blindly order taking
How quickly can we react to customer’s change (request)
Question:
A lot of times work are being pushed down our throat.
Or
There are assumption that once a request is put in, they will be processed without understanding how much work are in progress or when it will actually be started
Collaborative relationship
Not blindly order taking
What kind of change do we need to adapt to?
Who is the biggest player in introducing changes to our system?
Agile Manifesto:
1. Individuals and Interactions Over Processes and Tools
2. Working Software Over Comprehensive Documentation
3. Customer Collaboration Over Contract Negotiation
4. Responding to Change Over Following a Plan
Observe request in-flow
Ask customers directly (might not be realistic expectation)
Assume a frequency and test the assumption
How quickly can we react to customer’s change (request)
Question:
A lot of times work are being pushed down our throat.
Or
There are assumption that once a request is put in, they will be processed without understanding how much work are in progress or when it will actually be started
Collaborative relationship
Not blindly order taking
Maybe there isn’t a cadence for replenishment now
After getting the Replenishment Frequency, we can use this number to set up a more structured replenishment cadence
This can increase predictability of schedule for both our customers and ourselves
“How often can you take in new requests when they arise”
Pull signal for customer to have their request in a read-to-consume state
Collaboration instead of hand off
2 days after replenishment…
Customer: “When can you start working on this item?”
You: “If you want, we can start this item in 5 days based on our replenishment rate
-----
You: “We will be replenishing in approximately 5 days”
You: “Please have requirements ready by then for us to pick your work up”
Customer: “Ah, timing might be a bit tight. When is the replenishment after the next one?”
You: “We replenish every 7 days, so the next one will be in (5 + 7 = 12) days”
Feature request template before we commit the work
Collaborate with customers to fill in the table as it goes through our discovery phase of the Kanban board
Feature request template before we commit the work
Collaborate with customers to fill in the table as it goes through our discovery phase of the Kanban board
Feature request template before we commit the work
Collaborate with customers to fill in the table as it goes through our discovery phase of the Kanban board
Maybe there isn’t a cadence for replenishment now
After getting the Replenishment Frequency, we can use this number to set up a more structured replenishment cadence
This can increase predictability of schedule for both our customers and ourselves
Each worksheet should have a table that goes for around 60 days
When a replenishment happens on
Maybe there isn’t a cadence for replenishment now
After getting the Replenishment Frequency, we can use this number to set up a more structured replenishment cadence
This can increase predictability of schedule for both our customers and ourselves
What kind of change do we need to adapt to?
Who is the biggest player in introducing changes to our system?
Agile Manifesto:
1. Individuals and Interactions Over Processes and Tools
2. Working Software Over Comprehensive Documentation
3. Customer Collaboration Over Contract Negotiation
4. Responding to Change Over Following a Plan
Since we are collaborating with customer, we also want to make sure they are ready for our changes
How quickly can our customer react to our change (delivery)?
Question
Work is done, but customer hasn’t received anything yet.
We are trying to satisfy customer request, not finish work
Outcome – happy customer
Output – Product implemented
How quickly can our customer react to our change (delivery)?
Question
Work is done, but customer hasn’t received anything yet.
We are trying to satisfy customer request, not finish work
Outcome – happy customer
Output – Product implemented
Observe frequency of customer inquiry when to deliver
Ask customers directly (might not be realistic expectation)
Assume a frequency and test the assumption
Maybe there isn’t a cadence for release now
After getting the Release Frequency, we can use this number to set up a more structured Release cadence
This can increase predictability of schedule for both our customers and ourselves
Maybe there isn’t a cadence for release now
After getting the Release Frequency, we can use this number to set up a more structured Release cadence
This can increase predictability of schedule for both our customers and ourselves
Cost Cutting Technology – Monthly cadence to XO and Finance to adjust Master Budget
Partner Initiatives – Monthly sync up with them on our releases + training plans
Maybe there isn’t a cadence for release now
After getting the Release Frequency, we can use this number to set up a more structured Release cadence
This can increase predictability of schedule for both our customers and ourselves
Cost Cutting Technology – Monthly cadence to XO and Finance to adjust Master Budget
Partner Initiatives – Monthly sync up with them on our releases + training plans
Deploy to Prod – Put Coffee onto counter
Communication – Announce Requester’s name and the Product name
Training – Instruction for best experience (layer of foam at the top, drink directly first before stirring)
User Acceptance Test – Drink in front of Barista and provide immediate feedback on taste and temperature
Add to Starter Kit – If it’s a new recipe asked by Customer, record it to the internal menu
Maybe there isn’t a cadence for release now
After getting the Release Frequency, we can use this number to set up a more structured Release cadence
This can increase predictability of schedule for both our customers and ourselves
Cost Cutting Technology – Monthly cadence to XO and Finance to adjust Master Budget
Partner Initiatives – Monthly sync up with them on our releases + training plans
Maybe there isn’t a cadence for release now
After getting the Release Frequency, we can use this number to set up a more structured Release cadence
This can increase predictability of schedule for both our customers and ourselves
Each worksheet should have a table that goes for around 60 days
When a replenishment happens on
Maybe there isn’t a cadence for release now
After getting the Release Frequency, we can use this number to set up a more structured Release cadence
This can increase predictability of schedule for both our customers and ourselves
How quickly can our customer react to our change (delivery)?
Question
Work is done, but customer hasn’t received anything yet.
We are trying to satisfy customer request, not finish work
Outcome – happy customer
Output – Product implemented
There is a saying “Agile doesn’t mean delivering faster, but adapt to changes quicker”
In the dashboard, it is represented by the Replenishment Frequency and Release Frequency dials
“How often can you take in new requests when they arise”
“How often do we expect delivery of results”
Transaction Costs for Replenishment and Release
Replenishment:
Liftoff
Outcome
Business Objective
Readiness
Release:
Internal Communication
External Customer Coordination
Training
Documentation
Operation Coordination
How long will the work take to complete?
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Lead Time is not a mere number, it is a Probabilistic Distribution
Lead Time is not a mere number, it is a Probabilistic Distribution
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
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You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
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You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
According to our historical data…
0% of the time we can deliver sooner than 3 Days
100% of the time we can deliver within 12 Days
According to our historical data…
0% of the time we can deliver sooner than 3 Days
100% of the time we can deliver within 12 Days
According to our historical data…
0% of the time we can deliver sooner than 3 Days
100% of the time we can deliver within 12 Days
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
Lead Time is not a mere number, it is a Probabilistic Distribution
Elapsed time for similar work types will vary within some range due to the forces of nature (a.k.a common-cause variability)
Answers “How Fast (in average)” and “How Predictable”
Scenario 1
Customer: “I want this feature in 1 weeks”
You: “Base on our current delivery capability, we are 73% confident to deliver this in 1 weeks”
You: “Is this acceptable to you?”
Scenario 2
You: “We are 73% confident to deliver your requests in 1 week”
Customer: “I am not comfortable with this. I want at least 80% confidence level”
This maps out the current state of your delivery system
How Agile is your service?
Who has some areas in their data set that is not satisfying customers’ need?
This maps out the current state of your delivery system
How Agile is your service?
Who has some areas in their data set that is not satisfying customers’ need?
Back then we want to invest in CI/CD, but our release frequency doesn’t really require us to use CI/CD
Link to Medium Post – It includes the history and creation of the dashboard.
This is a workshop, so let’s focus on that
Does everyone know what the middle graph is?
There are 7 components in this dashboard.
For our purpose, we want to simplify it further to focus on having a conversation that matters to the customer
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2015 @ LoyaltyOne
Back then, consultants such as Alexei were helping LoyaltyOne out in our Agility journey.
The idea of displaying graphs and dashboards within the company was popular because our Executives visited the office of a telecommunication companies (Telus) and saw dashboards everywhere.
Upon learning about the appetite on dashboards, Alexei came up with the above dials and sliders on a whiteboard
NEED TO TALK ABOUT START AND END OF A SERVICE DELIVERY
Two characteristics
This dashboard is not focused on one particular team, but it focuses on an end-to-end delivery pipeline of a service (which usually consists of more than one team)
Unit of measure is “customer recognizable”
Gaming Startup Feature Request
Gaming Startup Feature Request
Gaming Startup Feature Request
Manage Customer Expectations
Is customer expectation realistic (for a startup to do Just-in-time replenishment with limited resources)
Replenishment: 4.3 Days
Release 3.5 Days
Average Lead Time 4.476 Days
Scrum Team - Story
Scrum Team - Story
Improve system capability
Bank Monthly Financial Report
Bank Monthly Financial Report
Turn off a particular customer segment
Replenishment: 20 Days
Release 30 Days
Average Lead Time 27 Days
Customer Recognizable
A cup of tea, not Tea Bag + Hot Water
End-to-end delivery pipeline
Usually the delivery pipeline consists of more than 1 team
Commitment to Delivery
ONE Service
Different services can have a different dashboard to represent their reality
Starbuck
Donut (immediately)
Drinks (longer)
Sandwich (even Longer)
Up until this point, it takes approximately 20 mins
Roughly 30 mins to run the simulation
Over-servicing:
Opportunity cost
Waiting resources on customer who can tolerate a lower level of service
Customer might not be ready for a higher level of service
Under-servicing:
Customer Dissatisfaction
Turn off a particular customer segment
Replenishment: 20 Days
Release 30 Days
Average Lead Time 27 Days
Manage Customer Expectations
Is customer expectation realistic (for a startup to do Just-in-time replenishment with limited resources)
Replenishment: 4.3 Days
Release 3.5 Days
Average Lead Time 4.476 Days
Improve system capability
Root-cause analysis on the histogram’s tail
Control Chart to differentiate common-cause vs special-causes
Investigate the reason that caused the delay (assignable causes)
Try to come up with explicit policies to prevent them from happening again
Analyze the tail
Are they common-cause variation (normal fluctuation) or special-cause variation (assignable cause that created the delay)
Try to come up with explicit policies to prevent them from happening again
Analyze the tail
Control Chart
Analyze the tail
Control Chart
Allow us to unhide information in our workflow process
Provides motivation for change
Allow us to unhide information in our workflow process
Provides motivation for change
Allow us to unhide information in our workflow process
Provides motivation for change
We have a roughly 50% discard rate
Options have value because the future is uncertain
0% discard rate implies there is no uncertainty about the future
Root-cause analysis on the histogram’s tail
Control Chart to differentiate common-cause vs special-causes
Investigate the reason that caused the delay (assignable causes)
Try to come up with explicit policies to prevent them from happening again
We have a roughly 50% discard rate
Options have value because the future is uncertain
0% discard rate implies there is no uncertainty about the future
Root-cause analysis on the histogram’s tail
Control Chart to differentiate common-cause vs special-causes
Investigate the reason that caused the delay (assignable causes)
Try to come up with explicit policies to prevent them from happening again
We have a roughly 50% discard rate
Options have value because the future is uncertain
0% discard rate implies there is no uncertainty about the future
Root-cause analysis on the histogram’s tail
Control Chart to differentiate common-cause vs special-causes
Investigate the reason that caused the delay (assignable causes)
Try to come up with explicit policies to prevent them from happening again
This maps out the current state of your delivery system
How Agile is your service?
Who has some areas in their data set that is not satisfying customers’ need?
F4P Cards?
Up until this point, it takes approximately 20 mins
Roughly 30 mins to run the simulation
This maps out the current state of your delivery system
How Agile is your service?
Who has some areas in their data set that is not satisfying customers’ need?
Simplified Version for our internal use
We feel like it still captures the essence of the original dashboard
A tool for internal inspection on how the delivery system is doing.
More importantly, it is a great visual to aid conversations with customers
Being too Agile
E.g.
Delivering too frequently, customer does not have enough staff to handle such frequency of release
Long term: Look into ways to improve the delivery system
Short term: Offer other faster class of service
What is the customer’s tolerance if they need their request of this work type filled immediately?
Production Defect (1 Hour)
Feature Work (1 Day)
Depending on the size of the work and how long the Design phase take
Just-In-Time:
If we need to react to changes Daily or Hourly (e.g. Product Defect) Just In Time
More expensive to have “unutilized resources” be on standby for sudden changes
Agile:
If changes come in unexpectedly (e.g. Feature design) Agile
Self-organized cross-functional teams to tactically handle changes
Waterfall:
If we have the leisure to react to changes every Month or less frequent (e.g. Monthly Report) Waterfall
Less need to react = Less unknown and risks
Depending on the size of your Request, you might get away with Waterfall when replenishing bi-weekly for small requests
For our cost-saving feature requests, we assume that monthly and less can get away with Waterfall
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Waterfall – BDUF, Testing
If the service is small enough, they can use Waterfall to deliver within a month
Thus it is dependent on the size of your service
Pre-CI = non-automated Testing
CI = Continuous Testing
CD = Continuous
Guidance around the practices that can be used to support different frequencies
If replenishing Quarterly, org can get away with BDUF
If the need is under “daily” and towards “hourly”, then more aggressive, “Just In Time” planning and replenishment practices will be required
When releasing monthly, it is possible to sustain that rate without Continuous Integration
Higher frequency delivery cycles will make CI/CD more necessary
How to determine the surface area
How do we close the gap between reality and customer expectation?
Turn off a particular customer segment
Manage customer expectation
Elevate system performance
Link to Medium Post – It includes the history and creation of the dashboard.
This is a workshop, so let’s focus on that
Does everyone know what the middle graph is?
There are 7 components in this dashboard.
For our purpose, we want to simplify it further to focus on having a conversation that matters to the customer
------
2015 @ LoyaltyOne
Back then, consultants such as Alexei were helping LoyaltyOne out in our Agility journey.
The idea of displaying graphs and dashboards within the company was popular because our Executives visited the office of a telecommunication companies (Telus) and saw dashboards everywhere.
Upon learning about the appetite on dashboards, Alexei came up with the above dials and sliders on a whiteboard
NEED TO TALK ABOUT START AND END OF A SERVICE DELIVERY
Two characteristics
This dashboard is not focused on one particular team, but it focuses on an end-to-end delivery pipeline of a service (which usually consists of more than one team)
Unit of measure is “customer recognizable”
Simplified Version for our internal use
We feel like it still captures the essence of the original dashboard
A tool for internal inspection on how the delivery system is doing.
More importantly, it is a great visual to aid conversations with customers
-----
Kanban Method is a management method for
Directly improving service delivery
Catalyzing improvements
Evolving a business to be “fit for purpose”
