A3 report

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using A3 report as a basis for communication, collaboration and information sharing w/ client management and teams

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A3 report

  1. 1. Client Team in Focus A3 report: Iteration One
  2. 2. Background• Why is this important?• Why should the reader care about this situation and be motivated to participate in improving?Assessment Questions1. Is there a clear theme for the problem report that reflects the contents?2. Is the topic relevant to the organizations objectives3. Is there any other reason for working on this topic (e.g., learning purposes)? process team relatively newly formed + product new product + relatively recen agile adoption t
  3. 3. Current • How do things work today? • What is the problem? • Baseline Metrics? Assessment Questions Is the current condition clear and logically depicted in a visual manner? How could the current condition be made clearer for the audience? Is the current condition depiction framing a problem or situation to be resolved? energy What is the actual problem in the current condition? up and down Are the facts of the situation clear, or are there just observations and opinions? planning tart s d Is the problem quantified in some manner or is it too qualitative? stop an focus component done team goal when is good component * best objectclient enough best lib best gridconn. plat. serv. * team contain all the skills necessary to iteration resolve a client 6 weeks problem end-to-end big picture not quite detail low level planning ks 2+ wee exploratory feedback new product infrequent
  4. 4. Target• What outcomes are expected for what reasons?• What changes in metrics can be plausibly expected?Assessment Questions1. Is there a clear goal or target?2. What, specifically, is to be accomplished?3. How will this goal be measured or evaluated?4. What will improve, by how much, and when? solving playing to energy planning and flow product development = problems together + strengths growing in capability + ly effective lly purpose fu + used to add value and remove waste we and us Just in Time Just Enough B D T Business Design Technology
  5. 5. Root Cause Analysis• What is the root cause(s) of the problem?• Use a simple problem analysis tool (e.g., 5 why’s, fishbone diagram, cause/effect network) to• show cause-and-effect relationships.Assessment Questions1. Is the analysis comprehensive at a broad level?2. Is the analysis detailed enough and did it probe deeply enough on the right issues?3. Is there evidence of proper five-whys thinking about the true cause?4. Has cause and effect been demonstrated or linked in some manner?5. Are all the relevant factors considered (human, machine, material, method,6. environment, measurement, and so on?7. Do all those who will need to collaborate in implementing the experiments8. agree on the cause/effect model reasoning? t? team not yet get wha learning t how? bu hy? + solving user problems w parts instead missing new
  6. 6. Experiments • Proposed experiment(s) to address each candidate root cause. [This should be a series of quick experiments to validate causal model analysis.] • Predicted results for each experiment. Assessment Questions 3 1. Are there clear experiments steps identified? solving user problem 2. Do the experiments link to the root cause of the problem? goal outside-in thinking 3. Are the experiments focused on the right areas? 4. Who is responsible for doing what, by when (is 5Why-1How clear) team owns 5. Will these action items prevent recurrence of the problem? whole user clear user problem for the team to solve 6. Is the implementation order clear and reasonable? problem increased focus on client-side end-to-end needs 7. How will the effects of the experiments be verified? whole team talk about user’s problem team understand what “done” means - when to stop team empowered to design, plan and solve problems creatively 1 shorter iterations creative problem solving (e.g. thin slices) level tester workload more frequent feedback client product documentation can begin earlier feedback minimize cross-team sync over-head and integration risks 6 weeks to 2 succeed/fail faster and learn quickly week smaller goal sharper focus 4 improved transparency 6 weeks increased sense of progress backwa clear outcome think rds set expectations out first and come back plan improve the focus of planning 2 identify risks - manage/mitigate/minimize look ahead together identify dependencies prepare prep next iteration reduce overwork B introduce backlog prep whole team aware of upcoming goal D T meeting smoother prod. dev. flow - not so stop/start whole team better prepared for sprint planning one team 1 2 3 4Business enables more effective sprint planning meetingDesign just in time and just enough planning other teams 1Technology
  7. 7. Results• Actual result of each experiment.• How does the system actually behave with the experiments that are being proposed for implementation in place?Assessment Questions1. How will you measure the effectiveness of the experiments?2. Does the check item align with the previous goal statement?3. Has actual performance moved line with the goal statement?4. If performance has not improved, then why? What was missed?
  8. 8. Follow-up• What have we learned that does or does not improve the situation?• In the light of the learning, what should be done?• How should the way we work or our standards be adjusted to reflect what we learned?• What do we need to learn next?Assessment Questions1. What is necessary to prevent recurrence of the problem?2. What remains to be accomplished?3. What other parts of the organization need to be informed of this result?4. How will this be standardized and communicated?
  9. 9. .nuTom KealeyAgile Coach and Visual Thinker+46 (0)73 8338 073 | tom@zerodegrees.nu | www.zerodegrees.nu | @tomkealey | linkedin.com/in/tomkealey

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