Natalie Yadrentseva - Fix the process not the problem public
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This document discusses fixing processes rather than problems by using process visualization. It recommends visualizing the current process using workshops to understand how work is done. This helps establish a shared understanding and identify challenges. The next steps are to pilot improvements, learn through experiments, and establish feedback loops to continuously learn and prevent future problems. The goal is to shift from "fixing as it fails" to anticipating issues through understanding customers, training, and small improvements to maximize value while increasing stability and predictability.
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Natalie Yadrentseva - Fix the process not the problem public
- 1. Fix the process, not the problem Natalie Yadrentseva
- 2. We create visual management software Visualisation Transparency across all divisions Visually manage complex work Easy view for each role Management Processes: Scrum, Kanban, Lean Startup, Custom Flexible organisational structure
- 3. The mess from outside point of view How do you work?
- 4. Even if the way you work seems chaotic the reality can be different
- 5. What do you have inside? Michael Sahota, http://agilitrix.com/culture/
- 6. We use visual controls everywhere
- 7. We use visual controls everywhere
- 8. What activities do you perform?
- 9. Everybody knows how he/she works ✓ Multiple meetings ✓ Synchronise information ✓ Explore dependencies ✓ Find the truth
- 10. What activities do you perform? What processes do you work on?
- 11. “If you can't describe what you are doing as a process, you don't know what you're doing.” W. Edwards Deming
- 12. ๏Everybody does everything - there are no responsibilities ๏No understanding about what is required for decision making ๏Information is lost ๏Plans are unclear and they fail ๏Communication wastes ๏Hard to start improvements no The Challenges
- 13. Organisations challenge with • problems inside • market changes • company growth
- 14. When something goes wrong, our first reaction is to fix it as it fails.
- 17. Wave video When something goes wrong, our first reaction is to fix it as it fails. Problems seem to accumulate faster than they can be solved.
- 18. How to develop better processes that help your organisation to prevent problems from occurring? Understand the way you currently work Everybody knows where you’re moving Run changes to improve
- 19. Processes, Structure, Policies Visualise As It Is
- 22. M6 Web: From Agile Portfolio to Execution
- 23. Invite representatives from each role that are working towards the same result Establish time frames & rules Stop deep discussions Ask questions to keep focus Stay realistic Process Visualisation Workshop Tips & Tricks
- 24. M6 Web: From Agile Portfolio to Execution
- 25. Make the current way visual and easy to access manually Lean process mapping Strategy mapping http://www.jiscinfonet.ac.uk David Sibbet. Visual Meeting
- 26. Make it visual for everybody
- 27. Make the current way visual and easy to access digitally Process diagramsFlow diagrams http://www.rc-renovation.com/images/ProcessFlowChart.png https://www.lucidchart.com
- 28. Now each team understands how it works ★ A pilot team The actions and the analysis of the problems on a team level are quite easy
- 29. What is next? The obvious things become complex and painful with a lot of dependencies and risks ๏ An entire organisation
- 30. The talent of sharing ๏ Old-school visualisation or digital tools ๏ Very fresh and accurate information ๏ Personal communication
- 31. The talent of sharing, or maximising of visibility of the unwritten Targetprocess Relations Network
- 32. Strategy Execution There is no link to show how the execution supports company’s goals Think in all directions
- 33. I still love dead tree books
- 34. Perception & Decision Making
- 35. Bottom Up Perception & Decision Making piecing together the segments to give rise to a more complex system
- 36. Top Down starts with the big picture and drill down based on the patterns Perception & Decision Making Bottom Up piecing together the segments to give rise to a more complex system
- 37. Let everyone know the context Perspective From Portfolio to Execution
- 38. Strategy Execution Bottom Up Quick feedback about the status Top Down Expected outcomes and changes of priorities
- 39. Strategy Execution Ideas Analysis Projects Prioritisation People Allocation Performance Tracking Needs Assessment Project Proposals Project Deliverables Direction Teams KPIs
- 40. F1 mission critical software Plans Determinate hierarchy
- 41. Smart action
- 42. Define which metrics will help to answer to these questions Understand the cadence Dashboards, notifications Ask questions KPIs
- 43. Top Down or Bottom Up?
- 44. Different people need different views on the same data in an organisation
- 45. Visibility across your company lets one to do his best knowing how his activities fit to the bigger picture
- 46. Learn through experiments The current way Something new
- 47. The journey can teach you a lot about your destination
- 48. The Challenge We want to have more predictability about our product roadmap and deliver the maximum value avoiding long solutions
- 49. Fix as It Fails MVP Scope Constantly update plans once new information appears 1When something goes wrong, the product or service is fixed before it is sent to a customer
- 50. Visualise As It Is: Process Visualisation Workshop Problem Features Development Acceptance Delivery Acceptance Analysis & Solution • • • •• •
- 51. MVP improved time-to-market but there wasn’t stability Targetprocess Product Roadmap
- 52. “Insanity: doing the same thing over and over again and expecting different results.” Albert Einstein
- 53. Prevention A dedicated Product Specialist to each product team Close communication 2Developing learning loops to feed information rapidly from the point where problems can be discovered to the people who can keep them from recurring
- 54. Agile Software Development Process: 90 Months of Evolution A dedicated Product Specialist to each product team
- 55. Find the Root Cause Customers visit New understanding of the customers’ needs Replace a feature with a problem 3Investing in increasing the effectiveness of the problem-solving can free up people, who had been correcting problems on a fix-as-fail basis, and give them the time—and motivation— to embark on the third stage of learning, finding root causes
- 56. Anticipation Trainings in new skills Run small product improvements 4 The discovery of an unsuspected competitive advantage The desire to know more about the company & the customers
- 57. Fix as It Fails1 Prevention2 Find the Root Cause3 Anticipation4 The Learning Loop, https://hbr.org/1990/07/fix-the-process-not-the-problem Learn How to Learn
- 58. RUNIMPROVEMENTS Visualise As It Is Learn Through Experiments Analyse As It Is Running Let Everyone Know the Context
- 59. The mess The order How do you work?
- 60. The Breaking Wave, Hypersonic, http://www.hypersonic.cc/#!/projects/breakingwave
- 61. Without a particular framework or perspective various data are just facts. Visualise to understand the reality and to find patterns, learn and experiment constantly to improve and to leave the problems behind.