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Starting with why - goals for Lean/Agile

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Starting with why - goals for Lean/Agile

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a list of common goals for lean/agile that can be used to decide on a direction for change, revitalize an agile journey (Recharge->Improve in the AgileSparks Agile Journey Blueprint), etc.
Typically used in AgileSparks management workshops and boost sessions

a list of common goals for lean/agile that can be used to decide on a direction for change, revitalize an agile journey (Recharge->Improve in the AgileSparks Agile Journey Blueprint), etc.
Typically used in AgileSparks management workshops and boost sessions

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Starting with why - goals for Lean/Agile

  1. 1. Starting with Why - Goals/Drivers
  2. 2. What are YOU looking to improve? 0 1 2 3 4 5 6 7 8 9 10 Delivering effective throughput for our size Provide Visibility - minimum surprises to our stakeholders Engaging/Motivating our people Improving how we do things on an ongoing basis Be confident in our process Be flexible - be able to deal with changing priorities/requirements effectively Be trusted by our stakeholders/partners Be versatile - so we can work according to Business priorities not R&D skills Deliver good quality - minimum complaints and rework due to defects Work in a sustainable pace - reasonable balanced load over time without churning our people or our product
  3. 3. You have 5 improvement points, use them to choose areas for improvement 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Customer collaboration Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the group Stakeholders/interfaces/clients are satisfied with the leanness of the group Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time
  4. 4. Establish the WHY for each improvement focus Focus Area Why Improve This
  5. 5. Focus Area Why Improve This Definition of Improvement How will you know you improved? For each focus area decide on a “Definition of Done” - metric or a set of “stories” that will indicate improvement or reduced pain
  6. 6. How will you know? Typical metrics/indications to consider 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the group Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time Running Tested/Deployed Features Velocity Confidence in running current process practices with coaching support Confidence in running current process practices independently Confidence in understanding principles and mindset to experiment with practices Confident enough to be a showcase for lean agile thinking and execution Cycle time/WIP for MMFs Years Months Weeks “Net Promoter Score” Sustainable Flow levels over time Escaping Defects Business Value Outcomes Cycle Time Variability Release Due Date Performance Committed Scope Plan vs Actual Improvement Activity Flow
  7. 7. X weeks passed. Score yourself again. Are you on the right direction? What are you going to do now? 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Customer collaboration Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the group Stakeholders/interfaces/clients are satisfied with the leanness of the group Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time
  8. 8. Scenarios that might happen when revisiting • Goals achieved – Raise the bar on those areas or choose new focus • Goals not achieved – retrospect why and decide what to do • Don’t know – discuss what was wrong with the metrics/DoD
  9. 9. Why Improvement Focus • The user stories of your improvement initiative “As <who> I want <what> so that <why>” • “Start with the Why” – knowing why we are doing something is essential to engagement as well as alignment • We rely on the why to guide us when there are multiple options of the how • Establishes the Sense of Urgency towards change • The process AND the artifact rallies the troops
  10. 10. How to establish the Improvement Focus • Together with the management team of the group • Fair Process / Procedural Justice – – decide on improvement focus with as much insight as possible – gain as much support/understanding/ commitment to the improvement focus as possible
  11. 11. What to do with the Improvement Focus Map • Communicate to everyone, in multiple forums and forms (f2f, emails, group level, 1:1, etc.) • Hang on the wall in the managers room or the corridor outside it (or both) • Mention aspects of this as much as possible in day to day communication • Use as decision filter – is this decision aligned with our X improvement focus? Will it help us achieve it? Slow us down?
  12. 12. When to revisit the Improvement Focus map? • Periodically – – reminder at the start of each retrospective – From time to time hold focused retrospectives which specifically look at one improvement focus area • Tripwire – set a re-assessment in advance when starting an improvement phase (e.g. 2 months) • Significant Changes in the ecosystem – New Manager/Leader for the group – New Manager/Leader the group reports to – Changes in the goals/operational situation (e.g. move from Growth to Sustain/Cut)
  13. 13. Example Usage
  14. 14. Score your organization 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the group Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time
  15. 15. You have 5 improvement points, use them to choose areas for improvement 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the group Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time
  16. 16. How will you know you improved? 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the group Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time For each focus area decide on a “Definition of Done” - metric or a set of “stories” that will indicate improvement or reduced pain 1. Cycle Time for MMFs goes down from Months to Weeks 2. MMF WIP goes down from Months to Weeks 3. Survey Stakeholders 1. NPS style survey – baseline now and check again later 2. Collect stories expressing lack of trust, try to collect stories expressing trust 1. Delivery is more often based on business priority. Count “Priority Skips” 2. Leading indicator – Talent Matrix across the group 1. More Features delivered per month 2. More Outcomes delivered per month (higher maturity)
  17. 17. Improvement Focus Focus Area Why Improve this area Definition of Improvement Flexibility Business cycles growing shorter and shorter – competition is killing us with new features, cannot experiment and open new markets like this 1.Cycle Time for MMFs goes down from Months to Weeks 2.MMF WIP goes down from Months to Weeks 3.Survey Stakeholders Effective Throughput 1.More Features delivered per month 2.More Outcomes delivered per month (higher maturity) Confidence/Trust Without trust we are slowed down by bearucracy and cannot really go to fast delivery end to end 1.NPS style survey – baseline now and check again later 2.Collect stories expressing lack of trust, try to collect stories expressing trust Alignment Our new business is shifting and we must be able to focus our delivery capabilities there in order to quickly establish market share 1.Delivery is more often based on business priority. Count “Priority Skips” 2.Leading indicator – Talent Matrix across the group
  18. 18. X weeks passed. Score yourself again. Are you on the right direction? What are you going to do now? 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the group Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time
  19. 19. Background: Countermeasures / Experiments: What we will do Current Condition / Capabilities: Target Condition / Capabilities: Follow up plan: 0 1 2 3 4 5 6 7 8 9 10 Effective throughput for the capacity Visibility - minimum surprises Engaged people Operational maturity Confidence in the process Flexibility - ability to deal with changing priorities effectively Confidence/trust in the group's ability to deliver by people working with the… Alignment - ability to focus on the things that matter Good quality - minimum complaints and rework due to defects Sustainability - balance capacity and demand, reasonable load over time
  20. 20. ‫בעברית‬ ‫יעדים‬

Editor's Notes

  • Do we “buy” levels on the ladder or investment into an area?

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