Scrum Bangalore 14th MeetUp 05 September 2015 - If You Can&#x27;t Change, Who Can - Niranjan NV - at Prowareness

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Scrum Bangalore 14th Meetup - September 05, 2015
By Niranjan Nerlige V
©Niranjan N V, Exelplus Services

Niranjan Nerlige V, CSM,CSP,PMI-
ACP, SPC
Agile Coach and Trainer,
Scrum, Agile, Lean, Leadership and
Enterprise Agility
Founder of Exelplus Services
niranjan@exelplus.com
Skype: niranjan.nv
Twitter: niranjan_nv

1) Current Challenges in Leadership for Enterprise Agility (My
Experience)
2) Different Leadership Styles
3) Lean Agile Leadership for Enterprise Agility (My Experience)
4) Lean Thinking -Game

No more Inventory
What are the delays in Process ?
Code not tested – rotting inventory
Management Develops People and
People will Develop Solutions ©Niranjan N V, Exelplus Services

Look at Inventory Not
finished
Toyota Training 2-6 Week
in Lean
How much your peer had training on Lean
and Agile? ©Niranjan N V, Exelplus Services

Source: Scaled Agile Framework, Dean Leffingwell
©Niranjan N V, Exelplus Services

Value stream mapping is a tool to analyse and optimize the time from concept to cash

Fact: Value Stream Mapping shows how to “Optimize the whole” by identifying
waste eg: Delays, Multitasking, overloaded People, rework etc
Source: Beyond Agile Practices by Troy Tuttle

Continuous Stream of Value
Is Important
©Niranjan N V, Exelplus Services

Source: Scaling Lean & Agile Development
By Craig Larman and Baas Vodde
Management Challenge: Connect the Silos
Value Doesn’t Follow Silos
©Niranjan N V, Exelplus Services

30% 60% 95%
Avg speed: 65 MPH
Throughput: ~400 per hour
Avg speed: 45 MPH
Throughput: ~800 per hour
Avg speed: 20 MPH
Throughput: ~500 per hour
WSDOT Sep. 2006 Gray Book publication
©Niranjan N V, Exelplus Services

Visualize the Work; Expose WIPs
©Niranjan N V, Exelplus Services

Cycle time
Risk
Variability
Overhead
Feedback
time
Quality
Motivation
Impact of Queues
Small batches go through the
system faster, with lower
variability
Throughput = Work in Progress
Cycle Time
Control wait times by
controlling queue lengths
©Niranjan N V, Exelplus Services

 Two Weeks Experiments was Carried on Eight
Rhesus Monkeys By Prof. Harrry Harlow
 Puzzle:
1) Pull Out the Vertical pin
2) Undo the hook
3) Lift the Hinged Cover
RESULTS:
 Unprompted by any external motivation, the monkeys solved the puzzles on
their own
 This was an interesting and peculiar phenomenon
 As a motivator, raisins were added as rewards
 Result: the monkeys made more errors and solved the problems less frequently
“It appears that the performance of the task provides its own intrinsic
reward … this drive … may be as basic as the others … “
Source: Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink. 2011.
©Niranjan N V, Exelplus Services

Source: Drive: The Surprising Truth
About What Motivates Us,
by Daniel H. Pink. 2011.
youtube.com/watch?v=u6XAPnuFjJc&feature=youtu.be
Autonomy: We can be autonomous and happily interdependent with others
Mastery : Deep sense of engagement ; Less Compliance
Purpose : “ As a manager, my purpose is to serve the greater good by bringing
people and resources together to create a value”
Google,TOMS Shoes , Atlassian Companies are great examples

1) Lean Software Development – Mary Poppendieck
2) Scaled Agile Framework by Dean Leffingwell
3) Drive: The Surprising Truth About What Motivates
Us, by Daniel H. Pink. 2011
4) Principles of Product Development Flow by Don
Reinertsen

Scrum Bangalore 14th MeetUp 05 September 2015 - If You Can't Change, Who Can - Niranjan NV - at Prowareness

Scrum is the most popular Agile methodology with Kanban a growing second choice. Learn about the core parts of each one as well as how they differ so that you can find the best fit for your team or organizational context. For example, Scrum is great when you want to shake up the status quo and transform the way you work. Kanban is great when small changes are a better fit for the environment. Learn how they work and how you can use them in your environment.

Visualizing Work: If you can't see it, you can't manage it

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Presentation delivered at Toronto Agile Conference - Oct 30, 2018 -- Unlike a factory, where we can see work literally moving around, piling up waiting, being worked on, or even deteriorating with time, knowledge workers have to deal with abstract constructs that are largely invisible. Suddenly, answering questions like "what are we working on?" or "how does work get done here" can become tricky. The basic premise that the first step towards effectively managing knowledge work is to make it visible will not come as a surprise for anyone with some familiarity with Agile. That said, there's more to effective work visualization than a 3-column board showing "To Do | In Progress | Done" columns, and visualizing work items is only the first step. This session will explore approaches for visualizing otherwise invisible aspects of work, such as commitments, process, rules and, of course, work items, and using them to enable more effective management and collaboration.

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So you’ve optimized Kanban at the team level but true to the Theory of Constraints its uncovered new challenges. Cross team dependencies block progress for one team at the expense of another. Individual backlogs create competing priorities for critical resources. Roadmaps for what to work on next are out of date before you can hit print. Sounds like you need to expand your Kanban. While this may seem like the solution to all the same problems you had at the team level, lets dig into what patterns are different at the portfolio level. Soloed team expertise, fear and hidden work, lack of visibility across projects, and optimization for one problem without regard for another. But as the system matures you will see status meetings disappear, impromptu gatherings around the board, organizing around the highest priority work and more informed decision making. You aren’t the first organization to be here, so let's break down what you can expect along the way.

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Unless leaders do their own development, they are unlikely to create agile transformation. Webinar Agenda: • Leadership vs Agile Leadership • 5 areas to re-focus for Agile Leaders • ‘You’ before ‘Others’ • ‘Experiments’ before ‘Delivery’ • ‘Awareness’ before ‘ Skills’ • ‘Structure’ before ‘behaviors’ • ‘Health’ before ‘Performance’ ============== Follow us ============== Website: http://xpdays.org Linked In: https://www.linkedin.com/company/xpdays Facebook: https://www.facebook.com/xpdaysorg Twitter: https://twitter.com/xpdaysorg Enjoy watching :) #agile #leadership #xpdays #agilearena

Agile Scales, Waterfall Doesn't

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Why WIP Matters

We prize our ability to multitask yet we rarely acknowledge the impact this has on our ability to get work done. Teams look to process to create efficiencies but ignore one simple tool that has the ability to transform the amount, the speed, and the quality of their work: Limiting Work In Progress. In this talk I will share my stories and experiences of the power that limiting WIP has to bring a team focus, flexibility and follow through.

Intro to Kanban

Agile 2015 - Navigating Organizational Change

Niranjan Nerlige V, CSM,CSP,PMI-ACP,SPC

Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture. This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers. In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.

Austin product camp 11 Agile - doing vs being

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How Agile Leader can "Develop People"

This presentation is all about Agile Leaders, How they can develop people. Today in the fast pace of world, most of the time Leadership and Management is driven by delivery pressure, often tend become focused in trying to do things fast. In the process of catching efficiency the effectiveness of the teams and organizations are lost. The message is the talk is, " Leaders and Management" should be focusing on developing people than solutions. If they develop the capabilities in the people, people will deliver the solutions. This talk was presented in Regional Scrum Gathering South Asia 2015, India.

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“Being oncall sucks. But it doesn’t have to!” We all heard this one before. Why is it though, that oncall still remains the biggest scar for many? What can a modern Engineering org do to rein the oncall dragons, and actually help people grow as professionals as they go oncall? In this talk, I will present the main reasons why oncall is difficult in modern orgs, and describe ways to mitigate these hardships. The idea is that oncall is often the ‘backroom’ of an org, where all the technical and organizational debt take their toll. Be it unwieldy systems or broken processes between teams, oncall checks all the ‘weak boxes’. Therefore, the only way to win at oncall is to sort out your debts, starting with the organizational ones. I will dive into the detail of the oncall rotation at Snyk as the org scaled from 1 to 220 people, what worked well about it, and what was less than perfect. I will discuss the decisions made to turn oncall into a building block of the org, and show a path to rein oncall in your organization as well.

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