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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
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Starting with Why - Goals/Drivers
What are YOU looking to improve?
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
0
5
10
You have 5 improvement points, use them to choose areas for improvement
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
0
5
10
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
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
0
5
10
Running Tested/Deployed Features Velocity
Spotify style survey Key employee retention
Improving second nature independent
of leaders/current figures
Running a chaotic unstable process
Stabilizing
Running a static stable process
Improving sporadically
Improving in a systemic way Low confidence
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”
Delivery is more often than not based on RND capabilities not what the product/business needs
Sometimes unable to deliver by business priorities due to RND lack of versatility
Always able to deliver business priorities but hurts efficiency Always able to deliver business priorities effectively
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?
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
0
5
10
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 organizationEffective 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
0
5
10
You have 5 improvement points, use them to choose areas for improvement
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
0
5
10
How will you know you improved? 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
0
5
10
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 Weeks3. 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 month2. More Outcomes delivered per month (higher
maturity)
Improvement FocusFocus 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 month2.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?
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
0
5
10
Background: Countermeasures / Experiments:What we will do
Current Condition / Capabilities:
Target Condition / Capabilities:
Follow up plan:
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
0
5
10
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