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1 2012-08-31 Jimmy Janlén 2012 1

Change is not an event, its a process and mentality (Jimmy Janlén, Crisp)

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Ett mini-seminarie om att initiera och driva förbättringar i både det lilla och det stora. Hur initierar man ett förbättringsarbete. Hur lyckas man? Hur synliggör man resultatet? Hur gör man förändringen beständig? Om Agile och Kanban som ett förändringsverktyg. Om Kaizen. Om ryttaren och elefanten. Om att våga sätta djärva mål men också om att våga misslyckas ofta och tidigt. Exempel och historier från verkligheten och konsultlivet.

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Page 1: Change is not an event, its a process and mentality (Jimmy Janlén, Crisp)

12012-08-31

Jimmy Janlén 2012 1

Page 2: Change is not an event, its a process and mentality (Jimmy Janlén, Crisp)

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600+ people,35 teams,5 countries

Soarian®

• A g i l e / L e a n C o a c h• S c r u m M a s t e r• A g i l e T e s t i n g• C o u r s e s• S e m i n a r s

J immy J an l én

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Jimmy Janlén 2012

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Change Change Change Change isisisisnot not not not an an an an single event,single event,single event,single event,

it’s a it’s a it’s a it’s a process process process process and and and and a a a a mentalitymentalitymentalitymentality

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KaizenKaizenKaizenKaizen≈

Continuous Improvement

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KaizenKaizenKaizenKaizen≈

Improve for improvements’ sake, endlessly.

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1111

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The The The The Red QueenRed QueenRed QueenRed QueenEffectEffectEffectEffect

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“In the future standing still will be lethal to any brand.”

Scott Bedbury

Global Branding Expert(Nike's "Just Do It”)

“The Red Queen Effect”

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“The Red Queen Effect”“If you want to get somewhere else, you must run at least twice as fast as that!"

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KaizenKaizenKaizenKaizen≈

Improve for improvements’ sake, endlessly.

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ChallengeStatus Quo

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ChallengeStatus Quo

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ChallengeStatus Quo

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ChallengeStatus Quo

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ChallengeStatus Quo

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ChallengeStatus Quo

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ChallengeStatus Quo

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ChallengeStatus Quo

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ChallengeStatus Quo

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Challenge Status Quo

“I don’t know… That’s how things are done around here.”

“That won’t work, we’ve already tried it.”

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ChallengeAssumptions

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“We are not allowed to do pair programming.”

ReallY?

Challenge Assumptions

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Challenge Assumptions

“We can release a new feature

within two days!”

”test 2 days? How do you dare to

release code that often of unknown

quality?”

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Where to

begin?

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Pain Boringtasks

Delays

Waste

Bottlenecks

Frustration

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# 1 - Never be to busy for improvements…

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Make sure to KISS

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Trust your feelings luke!

Don’t ask for permission…

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Automated TalkingScrum Wall

Don’t ask for permission…

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also…The bigger the immediate proposed change

- the stronger the resistance.

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let thePAIN guide you

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Soarian®Let the pain guide you

Setup dev. env.- 5 days (novice)- 2 days (expert)

Gerilla scripts and automation� 4 hours

Hmmm…

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Soarian®Let the pain guide you

Setup dev. env.- 5 days (novice)- 2 days (expert)

Gerilla scripts and automation� 4 hours

Did calculationsand presented for head of IT…

Teams x Hours� Cost

Spent 1 monthoptimizing, re-factoring,automation,scripts,

Setup dev. env.- 30 minutes

+ ContinuousIntegrationconfigurable in5 minutes with XML (with automatic deploy)

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Try visualizationto revealthe Truth

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Why aren’tWhy aren’tWhy aren’tWhy aren’twe makingwe makingwe makingwe making

progress ONprogress ONprogress ONprogress ONSystem Testing?System Testing?System Testing?System Testing?

Why isn’t this on the System test environmentalready?

Is this ready for system testing?

The acceptance testers wants higher quality delivered…

I don’t knowWhat to dotoday…

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Fail!

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Fail Early.Fail Fast.Fail Often.

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Don’t be afraid toexperiment

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Problem: Too few stakeholders bothered to go to the sprint demo.

Adam KillanderBlixttal: Krydda din demo med rollspel

Theory: The demos are boring

Experiment:Making the

Demos more fun

“Drama Driven Demo”

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Don’t panicif you don’t see

immediate improvements

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The Improvement Curve

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The Improvement Curve

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The Improvement Curve

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The Riderand the Elephant

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“The Elephant”- Emotional- Instinctive- The Doer- Short term

“The Rider”- Rational- The Planner- Thinker- Long-term

Powerful together, but if the rider has to control and master the elephant, the elephant eventually

always wins… 1) Direct the rider2) Motivate the elephant3) Shape the path

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Set clear Motivating

Goals

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6666

“Poor respect/care for quality”

Huge defect-list legacy(avg. age ~ 100 days)

Long time between releases(~2/year)

25 people. 3 teams. 1 product.

Long Test phase

Delays opened upfor Scoop creep…

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0 0 0

0

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“Higher respect/care for quality”

Less Defect-legacy(avg. age 30 days)

More frequent releases(4-6/year)

Release everySprint!

Joint Testing Bug alarm

Strategy?Re

sult

?

RotatingResponsibility

Jimmy Janlén 2012

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Joint testing - Release race:

During two days, all three teams helped out with testing, packaging,

defects, documentation, etc.

All work tasks were put up and then they were up for grabs.

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?

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Evolution with

KanbanRevolution through

Scrum

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Making changesStick

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Change don’t spread through Wikis northrough Lessons-Learned-Reports

Lessons Learned

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Change is like a virus, spreading through people

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The Adoption Curve/Lifecycle

Who are theY?

How can the leaders help?

Find your allies!

How do you reach the early majority

How do you transfer it INto a virusvirusvirusvirus?

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Daily Kaizen

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Daily Kaizen

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So...

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Thank You!

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Blogg: Den Scrummande Konsultenhttp://jimmyjanlen.wordpress.com

Jimmy Janlén @ Online

LinkedIn: JimmyJanlenhttp://se.linkedin.com/in/jimmyjanlen

Twitter: JimmyJanlenhttp://twitter.com/#!/jimmyjanlen

Email:[email protected]

YouTube: JimmyJanlenhttp://www.youtube.com/user/JimmyJanlen

Crisphttp://www.crisp.se/konsulter/jimmy-janlen

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