Retrospectives er spild af tid!

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Retrospectives are a waste of time Jesper Boeg

www.AgileUpgrade.com [email protected]

Twitter: J_Boeg

AgileUpgrade.com Twitter: @J_Boeg

WHO AM I?

VP – Trifork Agile Excellence


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Team


Personal


Maybe taking it too far?


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


What are you expecting?

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Agenda

1  Traditional agile process improvement 2  Toyota Kata 3  Examples 4  Changing the game 5  Questions?


Mayrhofen 2012

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TRADITIONAL AGILE PROCESS IMPROVEMENT

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Typical retrospective tools

! Stop, start, continue

! Red/Green brainstorm

! Dot voting

! FRIM

! Fishbone

! 5 Why’s

! SMART goals

! …..

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Typical outputs?

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DOES THE FOLLOWING SOUND FAMILIAR?

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Actions are planned but not executed

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Actions are carried out but not followed up

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Intensions…

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Too many actions

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We talk about experiments

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Time to complain

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WHAT IS THE PROBLEM?

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It is a buckshot approach

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So are retrospectives really… ?

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Discuss in pairs

! Are you getting enough out of the time spent in retrospectives?

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TOYOTA KATA

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A must read

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Looking at the wrong things

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“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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“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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“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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Improvement ideas are easy

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Toyota kata

What can we do to improve our process?

Vs.

What should we do to improve our process?

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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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“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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Improvement Kata

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“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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Coaching Kata

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Coaching Kata

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“Continuous improvement means that you are improving all processes every day. Projects

and workshops do not equal continuous improvement”

Toyota Kata (2010), Mike Rother

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Before

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After

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Discuss in pairs

! What elements would you include in your process vision

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EXAMPLES

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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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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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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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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


Process Vision

! IT as a business development partner (Reach desired outcome as effectively as possible)

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Projektleder Business

Scrum Master PO

Product Owner

Team

End user

PO Team

Business development

partner


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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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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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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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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TOYOTA KATA CHANGES EVERYTHING

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Well not quite everything….

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BUT IT DOES

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Force people to do…

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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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Allows people to focus on results

! And don’t be afraid to set a clear direction

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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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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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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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To The Future


Remember!

It is not what you can do to improve your process

It is:

What you should do to improve your process!

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Toyota Kata workflow

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How To Reach Me

! Jesper Boeg !  Mail: [email protected]

!  Mobile: +45 51 54 28 20

!  Twitter: J_Boeg


THANKS!