7. AgileUpgrade.comTwitter: @J_Boeg
In general
! Please let me know if:
! You have questions (The primary goal is not to go
through every single slide)
! If I am not making any sense
! You will get the slides
29. AgileUpgrade.comTwitter: @J_Boeg
“Sure, come have a look. But why are you so
interested in the solutions we develop for our
specific problems? Why do you never study
how we go about developing those solutions?”
Toyota Kata (2010), Mike Rother
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31. AgileUpgrade.comTwitter: @J_Boeg
“The ability of your company to be competitive
and survive lies not so much in solutions
themselves, but in the capability of the people
in your organization to understand a situation
and develop solutions”
Toyota Kata (2010), Mike Rother
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32. AgileUpgrade.comTwitter: @J_Boeg
“At Toyota, improving and managing are one
and the same. Non-Toyota companies tend to
see managing as a unique and separate
activity. Improvement is something extra,
added on to managing”
Toyota Kata (2010), Mike Rother
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36. AgileUpgrade.comTwitter: @J_Boeg
Toyota’s Vision (operations)
Ø Zero defects
Ø 100 percent value added
Ø One-piece flow, in sequence, on demand
Ø Security for people
Toyota Kata (2010), Mike Rother
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39. AgileUpgrade.comTwitter: @J_Boeg
“true certainty and confidence do not lie in
preconceived implementation steps or
solution, but in understanding the logic and
method for how to proceed through unclear
territory”
Toyota Kata (2010), Mike Rother
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41. AgileUpgrade.comTwitter: @J_Boeg
“If I tell you that you should, if possible, only
change one thing at a time in a process, how
does that make you feel?”
Toyota Kata (2010), Mike Rother
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49. AgileUpgrade.comTwitter: @J_Boeg
My first try (2012)
! Vision: Deliver when
the customer needs it
! Daily deployment
! “Zero” defect
! Lead time for medium
stories: <7 days
! Lead time variation
medium stories: +-2
days
! Current condition
! Bi-weekly deployment
! Avg. 8 defects per
release. 1/18 critical
! Avg. Lead time for
medium stories 35
workdays
! Lead time variation for
medium stories:
+-30days
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50. AgileUpgrade.comTwitter: @J_Boeg
My first try (2012)
! Target condition:
! Weekly deployment
! 2 defects
! Lead time for medium
stories: 20 days
! Lead time variation
medium stories: +-15
days
! Experiments
! Deploy next 3 stories
individually no matter
size
! Lower WIP on dev
ready stories to 4
! Do UX review before
regression test
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51. AgileUpgrade.comTwitter: @J_Boeg
Org. vision example
Vision
1. All new products and
enhancements are communicated
as hypotheses that must be
validated. First market release is
seen as the first step towards a
successful product
2. Teams are delivering at a
sustainable and predictable
velocity. Forecasts in terms of
deadlines and budget are based on
historical data
3. Primary risk is thus communicated
as the ability to deliver on business
outcome
4. Portfolio planning focus is on
adjusting demand to capacity - not
on adjusting capacity.
Current state
1. 95 % of projects and
enhancements are planned with
the full scope in mind and are
handed over to maintenance
after go-live
2. Risk is communicated as the
ability to deliver on planned time,
budget and scope.
3. Velocity is unknown and
unpredictable. Forecasts in
terms of deadlines and budget
are based on time estimation
without regard to historical data
4. Portfolio planning is focused on
trying to adjust capacity to
demand
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52. AgileUpgrade.comTwitter: @J_Boeg
Current state
! IT as a cost center (deliver planned scope as efficiently as possible)
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Projektleder
Business
Scrum Master
PO
Product
Owner
Team
Release
mgt.
End user
53. AgileUpgrade.comTwitter: @J_Boeg
Process Vision
! IT as a business development partner (Reach desired outcome as effectively
as possible)
53
Projektleder
Business
Scrum MasterPO
Product
Owner
Team
End user
PO Team
Business
development
partner
54. AgileUpgrade.comTwitter: @J_Boeg
Org. example
Target Condition
1. 1 project is using story
mapping to define a
Minimum Viable Product
(MVP). The first version
is planned as the first
step not the end of the
development cycle
2. 1 team is using
historical data for
forecasting
Experiments
! Pitch MVP sponsor project
concept to department
heads
! Collect historical data from
Jira and present to PO of
team x to test buy-in
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55. AgileUpgrade.comTwitter: @J_Boeg
Team x example
Vision
! Agile projects are delivered by
a team that is self organizing,
cross functional and able to
deliver end-to-end
! All teams coordinate work
through a visual board in Jira
that displays ALL work items,
their priorities and where they
are in the end-to-end delivery
process
! A “potentially shippable
product” is presented at the
sprint demo and POs close
the feedback loop with
stakeholders and end users
on accepted deliveries
Current
! Offshore/onshore team
members are not
communicating beyond the daily
standup because no channels
are easily available. Most user
stories are therefore delegated
to team members
! There is a board, but it does not
show the end-to-end process -
only the in Sprint todo and work
in progress.
! Developers finish user stories as
much as they feel they can, there
is no DoD and it is unclear when
the product owner is satisfied.
No user stories are completed at
sprint-end.
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56. AgileUpgrade.comTwitter: @J_Boeg
Team x example
Target Condition
! Easy access video
communication established
between teams in DK & India
! Sprint prep process included
in board and continuously
updated
! Minimum of one user-story
Done - this implies:
! QA process in place,
! a clear DoD,
! celebration of success,
! and a working technical
platform.
Experiments
! Try out communicator -
installed on all PC’s
! Copy prep flow board from
project x and test it.
! Will not bring in new
features from sprint
backlog before at least one
of the current user stories
are done.
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57. AgileUpgrade.comTwitter: @J_Boeg
Toyota Kata in process vision
! As a SM you should be able to clearly
answer the following four questions at all
times:
! Which part of the process vision are we
focusing on?
! What is the current state of the chosen parts?
! What is our next process target condition?
! What is our ongoing experiment(s) towards
that target condition?
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62. AgileUpgrade.comTwitter: @J_Boeg
Changes the SM role
Before
! Process facilitator
! Suggesting changes
! Removing impediments to
problems
! Asking the team for
direction
! Ad-hoc problem solving
After
! Process lead
! Driving changes
! Removing impediments to
target conditions
! Asking the team for input to
reaching desired condition
! Driving experimentation
towards a goal
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64. AgileUpgrade.comTwitter: @J_Boeg
Retrospectives vs. Toyota Kata
! Problem focused
(often)
! Outcome: Actions
! Team sets direction
! Follow up at the end of
sprint
! Follow up on actions
! SM as a facilitator
! Multiple actions
! Goal focused
! Outcome: Target
Condition
! Team lead sets
direction
! Follow up continuously
! Follow up on goals
! SM as a leader
! One experiment at the
time
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65. AgileUpgrade.comTwitter: @J_Boeg
It is not the same
Manufacturing
! Team leads are operation
experts
! Process is easy to observe
! Repetitive tasks
! Team members are not
driving process
improvement
! Experiment effect can be
measured instantly
! Single processes
Development
! Team leads do not know all
the details
! Process is hidden
! Everything is new
! Team members help drive
process improvement (SM
driven - but not alone)
! Experiment effect is less
measurable and delayed
! Multiple flows
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66. AgileUpgrade.comTwitter: @J_Boeg
So – use the high-level principles
1. Identify your process vision
2. Understand your current condition
3. Set an ambitious Target Condition
4. Experiment in short PDCA cycles towards
your target condition
5. Go back to step 2
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