SlideShare a Scribd company logo
Starting with Why -
Goals/Drivers
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
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
Establish the WHY for each
improvement focus
Focus Area Why Improve This
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
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
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
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
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
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
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?
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)
Example Usage
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
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
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)
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
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
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
‫בעברית‬ ‫יעדים‬

More Related Content

What's hot

Using Agile to move from info centric to user centric
Using Agile to move from info centric to  user centric Using Agile to move from info centric to  user centric
Using Agile to move from info centric to user centric
Mia Horrigan
 
Agile Lessons Learned From the Trenches
Agile Lessons Learned From the TrenchesAgile Lessons Learned From the Trenches
Agile Lessons Learned From the Trenches
Brendan Flynn
 
Agile Transformation Strategy
Agile Transformation StrategyAgile Transformation Strategy
Agile Transformation Strategy
Semen Arslan
 
Growing pains scaling agile in service delivery LAST Conf 2014
Growing pains  scaling agile in service delivery  LAST Conf 2014Growing pains  scaling agile in service delivery  LAST Conf 2014
Growing pains scaling agile in service delivery LAST Conf 2014
Mia Horrigan
 
Strategic planning for agile leaders - AgileAus 2019 Workshop
Strategic planning for agile leaders - AgileAus 2019 WorkshopStrategic planning for agile leaders - AgileAus 2019 Workshop
Strategic planning for agile leaders - AgileAus 2019 Workshop
Mia Horrigan
 
Assessing Your Agile Marketing Maturity Level
Assessing Your Agile Marketing Maturity LevelAssessing Your Agile Marketing Maturity Level
Assessing Your Agile Marketing Maturity Level
Yuval Yeret
 
Lean kanban team assessment
Lean kanban team assessmentLean kanban team assessment
Lean kanban team assessment
Ravi Tadwalkar
 
Presentation Agile Telco
Presentation Agile TelcoPresentation Agile Telco
Presentation Agile Telco
Dawid Mielnik
 
ACS Presentation : How to teach your team Agile in 3 months
ACS Presentation : How to teach your team Agile in 3 monthsACS Presentation : How to teach your team Agile in 3 months
ACS Presentation : How to teach your team Agile in 3 months
Mia Horrigan
 
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
Paul Boos
 
Coaching lessons learned during enterprise agile transformation
Coaching lessons learned during enterprise agile transformationCoaching lessons learned during enterprise agile transformation
Coaching lessons learned during enterprise agile transformation
Krishnakumar Chinnappachari
 
Project management career seminar
Project management career seminarProject management career seminar
Project management career seminar
Ojiugo Ajunwa
 
Depth of a Kanban Implementation
Depth of a Kanban ImplementationDepth of a Kanban Implementation
Depth of a Kanban Implementation
Christophe Achouiantz
 
The Agile Journey
The Agile JourneyThe Agile Journey
The Agile Journey
AgileThought
 
Agile Development Process
Agile Development ProcessAgile Development Process
Agile Development Process
Solomon Raja P.S
 
Agile Project Management training by manohar prasad
Agile Project Management training by manohar prasadAgile Project Management training by manohar prasad
Agile Project Management training by manohar prasad
Manohar Prasad, PgMP®, PMP®, PMI-ACP®, CAL®, ACC®, CSP®
 
Effectiveness of retrospective
Effectiveness of retrospectiveEffectiveness of retrospective
Effectiveness of retrospective
Solomon Raja P.S
 
Agile Transformation - Cultural and Behavioral Challenges
Agile Transformation - Cultural and Behavioral ChallengesAgile Transformation - Cultural and Behavioral Challenges
Agile Transformation - Cultural and Behavioral Challenges
Sesh Veeraraghavan
 
Agile Transformation
Agile TransformationAgile Transformation
Agile Transformation
Anthony Crabtree
 
Agile flightpath
Agile flightpathAgile flightpath
Agile flightpath
Vishweshwar Hegde
 

What's hot (20)

Using Agile to move from info centric to user centric
Using Agile to move from info centric to  user centric Using Agile to move from info centric to  user centric
Using Agile to move from info centric to user centric
 
Agile Lessons Learned From the Trenches
Agile Lessons Learned From the TrenchesAgile Lessons Learned From the Trenches
Agile Lessons Learned From the Trenches
 
Agile Transformation Strategy
Agile Transformation StrategyAgile Transformation Strategy
Agile Transformation Strategy
 
Growing pains scaling agile in service delivery LAST Conf 2014
Growing pains  scaling agile in service delivery  LAST Conf 2014Growing pains  scaling agile in service delivery  LAST Conf 2014
Growing pains scaling agile in service delivery LAST Conf 2014
 
Strategic planning for agile leaders - AgileAus 2019 Workshop
Strategic planning for agile leaders - AgileAus 2019 WorkshopStrategic planning for agile leaders - AgileAus 2019 Workshop
Strategic planning for agile leaders - AgileAus 2019 Workshop
 
Assessing Your Agile Marketing Maturity Level
Assessing Your Agile Marketing Maturity LevelAssessing Your Agile Marketing Maturity Level
Assessing Your Agile Marketing Maturity Level
 
Lean kanban team assessment
Lean kanban team assessmentLean kanban team assessment
Lean kanban team assessment
 
Presentation Agile Telco
Presentation Agile TelcoPresentation Agile Telco
Presentation Agile Telco
 
ACS Presentation : How to teach your team Agile in 3 months
ACS Presentation : How to teach your team Agile in 3 monthsACS Presentation : How to teach your team Agile in 3 months
ACS Presentation : How to teach your team Agile in 3 months
 
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
 
Coaching lessons learned during enterprise agile transformation
Coaching lessons learned during enterprise agile transformationCoaching lessons learned during enterprise agile transformation
Coaching lessons learned during enterprise agile transformation
 
Project management career seminar
Project management career seminarProject management career seminar
Project management career seminar
 
Depth of a Kanban Implementation
Depth of a Kanban ImplementationDepth of a Kanban Implementation
Depth of a Kanban Implementation
 
The Agile Journey
The Agile JourneyThe Agile Journey
The Agile Journey
 
Agile Development Process
Agile Development ProcessAgile Development Process
Agile Development Process
 
Agile Project Management training by manohar prasad
Agile Project Management training by manohar prasadAgile Project Management training by manohar prasad
Agile Project Management training by manohar prasad
 
Effectiveness of retrospective
Effectiveness of retrospectiveEffectiveness of retrospective
Effectiveness of retrospective
 
Agile Transformation - Cultural and Behavioral Challenges
Agile Transformation - Cultural and Behavioral ChallengesAgile Transformation - Cultural and Behavioral Challenges
Agile Transformation - Cultural and Behavioral Challenges
 
Agile Transformation
Agile TransformationAgile Transformation
Agile Transformation
 
Agile flightpath
Agile flightpathAgile flightpath
Agile flightpath
 

Similar to Starting with why - goals for Lean/Agile

Agile coaching exchange 24th september update on 30th september – john coleman
Agile coaching exchange 24th september update on 30th september – john colemanAgile coaching exchange 24th september update on 30th september – john coleman
Agile coaching exchange 24th september update on 30th september – john coleman
Orderly Disruption
 
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM ConsortiumHugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Lucia Garcia
 
Change Management & Project Management reporting integration using inverted p...
Change Management & Project Management reporting integration using inverted p...Change Management & Project Management reporting integration using inverted p...
Change Management & Project Management reporting integration using inverted p...
Freelance
 
CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016
IQbusiness
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture Journey
Michael Short
 
Senthil S
Senthil SSenthil S
Senthil S
Senthil Kumar
 
How to Engage Your Employees Via Surveys
How to Engage Your Employees Via SurveysHow to Engage Your Employees Via Surveys
How to Engage Your Employees Via Surveys
Greg Chartier, PhD
 
Changing culture and building efficiencies by applying the Lean principles to...
Changing culture and building efficiencies by applying the Lean principles to...Changing culture and building efficiencies by applying the Lean principles to...
Changing culture and building efficiencies by applying the Lean principles to...
Association for Project Management
 
Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?
Nicola Dourambeis
 
Multi-Touchpoint Messaging
Multi-Touchpoint MessagingMulti-Touchpoint Messaging
Multi-Touchpoint Messaging
HighRoad Solution
 
Ken sandy- Productized Masterclasses
Ken sandy- Productized Masterclasses Ken sandy- Productized Masterclasses
Ken sandy- Productized Masterclasses
Productized
 
Strat Review Apr 16
Strat Review Apr 16Strat Review Apr 16
Strat Review Apr 16
rayfagan1
 
Successfully delivering an engagement
Successfully delivering an engagementSuccessfully delivering an engagement
Successfully delivering an engagement
Amit Pishe
 
User adoption - the change management money shot
User adoption  - the change management money shotUser adoption  - the change management money shot
User adoption - the change management money shot
pck100
 
Team building intervention
Team building interventionTeam building intervention
Team building intervention
Gurparvesh kaur
 
Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx
Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docxRubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx
Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx
joellemurphey
 
8 Stages of change management (Kotter)
8 Stages of change management (Kotter)8 Stages of change management (Kotter)
8 Stages of change management (Kotter)
Simon Misiewicz
 
Agile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise Portfolio
Agile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise PortfolioAgile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise Portfolio
Agile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise Portfolio
rntwoods
 
Delivery Excellence
Delivery Excellence Delivery Excellence
Delivery Excellence
jkw900
 
Empowered Performance Llc 5 1 2012
Empowered Performance Llc 5 1 2012Empowered Performance Llc 5 1 2012
Empowered Performance Llc 5 1 2012
khunter1012
 

Similar to Starting with why - goals for Lean/Agile (20)

Agile coaching exchange 24th september update on 30th september – john coleman
Agile coaching exchange 24th september update on 30th september – john colemanAgile coaching exchange 24th september update on 30th september – john coleman
Agile coaching exchange 24th september update on 30th september – john coleman
 
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM ConsortiumHugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
Hugh Ivory, Managing Partner - Agilesphere, member of DSDM Consortium
 
Change Management & Project Management reporting integration using inverted p...
Change Management & Project Management reporting integration using inverted p...Change Management & Project Management reporting integration using inverted p...
Change Management & Project Management reporting integration using inverted p...
 
CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture Journey
 
Senthil S
Senthil SSenthil S
Senthil S
 
How to Engage Your Employees Via Surveys
How to Engage Your Employees Via SurveysHow to Engage Your Employees Via Surveys
How to Engage Your Employees Via Surveys
 
Changing culture and building efficiencies by applying the Lean principles to...
Changing culture and building efficiencies by applying the Lean principles to...Changing culture and building efficiencies by applying the Lean principles to...
Changing culture and building efficiencies by applying the Lean principles to...
 
Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?Reaching agility: Why aren't we done yet?
Reaching agility: Why aren't we done yet?
 
Multi-Touchpoint Messaging
Multi-Touchpoint MessagingMulti-Touchpoint Messaging
Multi-Touchpoint Messaging
 
Ken sandy- Productized Masterclasses
Ken sandy- Productized Masterclasses Ken sandy- Productized Masterclasses
Ken sandy- Productized Masterclasses
 
Strat Review Apr 16
Strat Review Apr 16Strat Review Apr 16
Strat Review Apr 16
 
Successfully delivering an engagement
Successfully delivering an engagementSuccessfully delivering an engagement
Successfully delivering an engagement
 
User adoption - the change management money shot
User adoption  - the change management money shotUser adoption  - the change management money shot
User adoption - the change management money shot
 
Team building intervention
Team building interventionTeam building intervention
Team building intervention
 
Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx
Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docxRubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx
Rubric Name Undergraduate Generic Case and SLP Grading Rubric - Nov.docx
 
8 Stages of change management (Kotter)
8 Stages of change management (Kotter)8 Stages of change management (Kotter)
8 Stages of change management (Kotter)
 
Agile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise Portfolio
Agile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise PortfolioAgile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise Portfolio
Agile & Beyond - Organically Scaled Agile: Creating a CLEAR Enterprise Portfolio
 
Delivery Excellence
Delivery Excellence Delivery Excellence
Delivery Excellence
 
Empowered Performance Llc 5 1 2012
Empowered Performance Llc 5 1 2012Empowered Performance Llc 5 1 2012
Empowered Performance Llc 5 1 2012
 

More from Yuval Yeret

Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...
Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...
Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...
Yuval Yeret
 
Fixing Your OKRs With Agility – Agile Hartford
Fixing Your OKRs With Agility – Agile HartfordFixing Your OKRs With Agility – Agile Hartford
Fixing Your OKRs With Agility – Agile Hartford
Yuval Yeret
 
Fixing Your OKRs With Agility – Agile Indy 2023
Fixing Your OKRs With Agility – Agile Indy 2023Fixing Your OKRs With Agility – Agile Indy 2023
Fixing Your OKRs With Agility – Agile Indy 2023
Yuval Yeret
 
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupWhat's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
Yuval Yeret
 
OKRs and Agile Sitting on a Tree - Agile Austin.pdf
OKRs and Agile Sitting on a Tree - Agile Austin.pdfOKRs and Agile Sitting on a Tree - Agile Austin.pdf
OKRs and Agile Sitting on a Tree - Agile Austin.pdf
Yuval Yeret
 
OKRs and Scrum - SMs of the Universe Webinar.pdf
OKRs and Scrum - SMs of the Universe Webinar.pdfOKRs and Scrum - SMs of the Universe Webinar.pdf
OKRs and Scrum - SMs of the Universe Webinar.pdf
Yuval Yeret
 
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...
Yuval Yeret
 
OKRs for SAFe Summit 2022 - 20220705.pdf
OKRs for SAFe Summit 2022 - 20220705.pdfOKRs for SAFe Summit 2022 - 20220705.pdf
OKRs for SAFe Summit 2022 - 20220705.pdf
Yuval Yeret
 
Scrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptx
Scrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptxScrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptx
Scrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptx
Yuval Yeret
 
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...
Yuval Yeret
 
Validating Delivered Business Value – Going Beyond “Actual Business Value”
Validating Delivered Business Value – Going Beyond “Actual Business Value”Validating Delivered Business Value – Going Beyond “Actual Business Value”
Validating Delivered Business Value – Going Beyond “Actual Business Value”
Yuval Yeret
 
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
Yuval Yeret
 
Scaled Agile Framework (SAFe) in the Trenches
Scaled Agile Framework (SAFe) in the TrenchesScaled Agile Framework (SAFe) in the Trenches
Scaled Agile Framework (SAFe) in the Trenches
Yuval Yeret
 
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...
Yuval Yeret
 
Building Quality In in SAFe – The Testing Organization’s Perspective
Building Quality In in SAFe – The Testing Organization’s Perspective	  Building Quality In in SAFe – The Testing Organization’s Perspective
Building Quality In in SAFe – The Testing Organization’s Perspective
Yuval Yeret
 
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...
Yuval Yeret
 
Foundations of scaling agile with SAFe
Foundations of scaling agile with SAFeFoundations of scaling agile with SAFe
Foundations of scaling agile with SAFe
Yuval Yeret
 
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018
Yuval Yeret
 
10 Essential SAFe(tm) patterns you should focus on when scaling Agile
10 Essential SAFe(tm) patterns you should focus on when scaling Agile10 Essential SAFe(tm) patterns you should focus on when scaling Agile
10 Essential SAFe(tm) patterns you should focus on when scaling Agile
Yuval Yeret
 
Scrum 4 marketing - Give Thanks to Scrum 2017
Scrum 4 marketing - Give Thanks to Scrum 2017Scrum 4 marketing - Give Thanks to Scrum 2017
Scrum 4 marketing - Give Thanks to Scrum 2017
Yuval Yeret
 

More from Yuval Yeret (20)

Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...
Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...
Using the Scrum Spirit to Unlock Empiricism and Agility in OKRs - Agile Bosto...
 
Fixing Your OKRs With Agility – Agile Hartford
Fixing Your OKRs With Agility – Agile HartfordFixing Your OKRs With Agility – Agile Hartford
Fixing Your OKRs With Agility – Agile Hartford
 
Fixing Your OKRs With Agility – Agile Indy 2023
Fixing Your OKRs With Agility – Agile Indy 2023Fixing Your OKRs With Agility – Agile Indy 2023
Fixing Your OKRs With Agility – Agile Indy 2023
 
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupWhat's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
 
OKRs and Agile Sitting on a Tree - Agile Austin.pdf
OKRs and Agile Sitting on a Tree - Agile Austin.pdfOKRs and Agile Sitting on a Tree - Agile Austin.pdf
OKRs and Agile Sitting on a Tree - Agile Austin.pdf
 
OKRs and Scrum - SMs of the Universe Webinar.pdf
OKRs and Scrum - SMs of the Universe Webinar.pdfOKRs and Scrum - SMs of the Universe Webinar.pdf
OKRs and Scrum - SMs of the Universe Webinar.pdf
 
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...
 
OKRs for SAFe Summit 2022 - 20220705.pdf
OKRs for SAFe Summit 2022 - 20220705.pdfOKRs for SAFe Summit 2022 - 20220705.pdf
OKRs for SAFe Summit 2022 - 20220705.pdf
 
Scrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptx
Scrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptxScrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptx
Scrum - Leaders Perspective - Scrum.org Webinar July 26 2022.pptx
 
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...
The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarter...
 
Validating Delivered Business Value – Going Beyond “Actual Business Value”
Validating Delivered Business Value – Going Beyond “Actual Business Value”Validating Delivered Business Value – Going Beyond “Actual Business Value”
Validating Delivered Business Value – Going Beyond “Actual Business Value”
 
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019
 
Scaled Agile Framework (SAFe) in the Trenches
Scaled Agile Framework (SAFe) in the TrenchesScaled Agile Framework (SAFe) in the Trenches
Scaled Agile Framework (SAFe) in the Trenches
 
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...
SAFe for Marketing – Extending Towards Real Business Agility - Global SAFe Su...
 
Building Quality In in SAFe – The Testing Organization’s Perspective
Building Quality In in SAFe – The Testing Organization’s Perspective	  Building Quality In in SAFe – The Testing Organization’s Perspective
Building Quality In in SAFe – The Testing Organization’s Perspective
 
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...
Scrum, Kanban and DevOps Sitting in a tree... Dave West and Yuval Yeret at Ag...
 
Foundations of scaling agile with SAFe
Foundations of scaling agile with SAFeFoundations of scaling agile with SAFe
Foundations of scaling agile with SAFe
 
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018
 
10 Essential SAFe(tm) patterns you should focus on when scaling Agile
10 Essential SAFe(tm) patterns you should focus on when scaling Agile10 Essential SAFe(tm) patterns you should focus on when scaling Agile
10 Essential SAFe(tm) patterns you should focus on when scaling Agile
 
Scrum 4 marketing - Give Thanks to Scrum 2017
Scrum 4 marketing - Give Thanks to Scrum 2017Scrum 4 marketing - Give Thanks to Scrum 2017
Scrum 4 marketing - Give Thanks to Scrum 2017
 

Recently uploaded

Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
IPLTech Electric
 
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdfRegistered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
dazzjoker
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
Adnet Communications
 
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper PresentationKirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip
 
AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
Arijit Dutta
 
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your TasteZodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
my Pandit
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
obriengroupinc04
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
dpbossdpboss69
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
taqyea
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
ZevinAttisha
 
IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
Prescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPTPrescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPT
Freelance
 
Cover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SUCover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SU
msthrill
 
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
Ksquare Energy Pvt. Ltd.
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
taqyea
 
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
Christian Dahlen
 

Recently uploaded (20)

Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
 
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
Sustainable Logistics for Cost Reduction_ IPLTech Electric's Eco-Friendly Tra...
 
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdfRegistered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
 
Kirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper PresentationKirill Klip GEM Royalty TNR Gold Copper Presentation
Kirill Klip GEM Royalty TNR Gold Copper Presentation
 
AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
 
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your TasteZodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
 
IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
IMG_20240615_091110.pdf dpboss guessing
 
Prescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPTPrescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPT
 
Cover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SUCover Story - China's Investment Leader - Dr. Alyce SU
Cover Story - China's Investment Leader - Dr. Alyce SU
 
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
PM Surya Ghar Muft Bijli Yojana: Online Application, Eligibility, Subsidies &...
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
 
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
 

Starting with why - goals for Lean/Agile

  • 1. Starting with Why - Goals/Drivers
  • 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. 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. Establish the WHY for each improvement focus Focus Area Why Improve This
  • 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. 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. 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. 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. 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. 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. 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. 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)
  • 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. 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. 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. 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. 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. 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

Editor's Notes

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