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The key benefit of Agile and Lean approaches is delivered customer value with less haste, with seamless workload and higher quality, all at the same time. This is what makes our customers and delivery teams happy, right? But how can we achieve this state? How to implement Agile/Lean over the whole value delivery chain? The only sustainable approach is to start with the mindset and cultural change linked to enterprise strategy, openly communicate and collaborate. This step is long term effort and is not easy. We will share our lessons (covering tools and our approach) about coaching delivery teams towards improving and independent teams. Our presentation from Agilia 2013 conference in Brno.
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5 steps to get more cookies with less effort …enabling mindset change
Tomáš Tureček Lean/Agile coach, Tieto [email protected] cz.linkedin.com/in/turecek
Jaroslav Procházka Lean/Agile coach [email protected] www.differ.cz
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About us
• Freelancer • 12 years in IT • 10 years lectures/research • Blog: www.differ.cz • Books:
• Operate IT differently • Team Agile Testing • Stopping the negative spiral
Jaroslav Procházka, PhD Tomáš Tureček, PhD • Lean/Agile coach at Tieto corp. • 15 years in IT • 8 years lectures/research • Blog: blogs.tieto.com/leanit
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Tieto corporation
Activities in more then 20 countries More than 17000 employees Net Sales���1.8 bil EUR in 2012
Context: • Global organization • Distribution • Multicultural environment • Global customers
• Different domains • Different technologies • From Lean startups to very large
complex systems
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• Large organizations
• Distributed teams
• Complex architecture systems
• Cooperate with 3rd parties
• Contract Agile cooperation with customers
• Connect IT and business
• …
We all already know how to “work Agile way”, technically…
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Mindset they have
Environment they live in
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Step 1 – Selling the idea Find an owner – tease
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1. Selling the idea • Get interest and attention from an owner
• Teasing games
• Success stories
• Blogs, conferences
• Communities
• Customer demand
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Step 2 Slow down to speed up
Find the time, gather the strengths
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TIPS case study
Customers
Service 1
Core Product Development
X
X
X
Y
Z
Symptoms: • Red numbers • Unhappy customers • Stressed and frustrated team
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TIPS case study customer impact
Customer Flow
Kaizen workshop
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TIPS case study slow down to speed up
Service 1
Core Product Development
P U L L
Available Improvements Overflow
Capacity
X
X
X
Y
Z
Customers
Results: • 200% profit • Open error trend dropping • Engaged team
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2. Slow down to speed up
• Time, resources and people
• Synchronize • Visualize problems • Prioritize • Root cause analysis • Agree on solution
• long term and short term • Leadership umbrella
à Kaizen workshop
Root cause
Root cause Cause
C
X J
C !
!
!
!
!
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Step 3 Gather critical mass
© 2013 Tieto Corporation
Collect bright spots
© 2013 Tieto Corporation
Shelter – environment, support, place &time to meet, Sense of urgency
16 Provide shelter
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… the culture, interest, motivation and change
Spread…
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3. Gather critical mass
• Slack time
• Support
• Communities
• Appraisal
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Step 4 Hands-on coaching and mentoring
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• Pair work
• Hands-on coaching and mentoring
• Support
• Toolbox
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4. Hands-on coaching and mentoring
• Pair work • Coaching and Mentoring • Toolbox • Independence focus • Continuous improvement • Tieto coaching framework
New coaches
Coaches, mentors
Independent Team
Mentor drive Internal coach drive
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Step 5 – Continuous improvement
© 2013 Tieto Corporation
…even in bad weather
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Step 5 – Continuous improvement
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5. Continuous improvement
• Retrospectives
• Improvement framework
• Sense of urgency
• Leadership role model
• Support
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Conclusion
Hands-on coaching
Slow down to speed up
Gather critical mass
Selling the idea Continuous
improvement
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Thank You! How can we help you?
Tomáš Tureček Lean/Agile coach, Tieto [email protected] cz.linkedin.com/in/turecek
Jaroslav Procházka Lean/Agile coach [email protected] www.differ.cz
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