Decomposing SAFe. Saturday, April 30th, 2016 at IIT Chicago Always FREE! Registration is OPEN!

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2 Decomposing SAFe Saturday, April 30th, 2016 at IIT Chicago Always FREE! Registration is OPEN!

3 I ll be at Manager s Workshop on Monday Half-Day Tutorial: Value Stream Mapping and Kaizen in Agile Retrospectives on April 19 th from 1:00pm to 4:30pm Deconstruction SAFe Scaled Agile Framework in a Nutshell on April 20 th from 1:30pm to 3:00pm Register for Quest today!

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5 Quick review of Lean and Agile principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives

6 Lean Specify value Map value stream Establish flow and eliminate waste Create pull Continuously improve

7 Lean Japanese term meaning " real place. Lean definition = place where work is actually being done or value is being created Go to where problem is if you want to have a real chance of solving it!

8 Lean No one knows best what and how to improve than people closest to work!

9 Iterative development methodology where requirements evolve through collaboration between customer and self-organizing teams. Agile business approach aligns software development efforts with business and customer needs. Agile

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11 Quick review of Agile and Lean principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives

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13 Retrospectives Set stage Gar Data Generate Insights Decide What to Do Close Retro Set stage Gar Data Generate Insights Decide What to Do Close Retro

14 Retrospectives Process: Agile (kinda) Team Size: 16 (3 BAs, 8 DEV, 2 AUTO, 3 QA, 1 PO) Project: Complete rewrite and consolidation of 2 legacy customer and employee portals into 1 website Timeline: 2 years and still going strong. Original release date was supposed to be Dec 1, 2015

15 03/04/16 Retrospective Notes Retrospectives Insights: Standups are taking 45 minutes. Too hard to get through everyone s status (scrum master) Product owner not approving User Stories before grooming, so team committing to half-done stories and end up doing a lot of in-sprint refinement (dev lead) Vendor shipping rates engine delivered a week late and quality was poor. Team wasted 2 days manually backing out changes and restoring old version to environments. (whole team) Team sometimes waits up to an hour for CI builds to finish. Need anor build server and CI environment. (dev lead) The team carrying an average of 50% of committed stories into next sprint (product owner) Action items and owners: Focus standups on WIP only, avoid stand-up turning into a status meeting - Scrum master Review agreed upon timelines with vendor, what recourse do we have when things are late or broken? - Product owner Work with operations team to setup a new CI environment - Dev lead

16 03/18/16 Retrospective Notes Retrospectives Insights: Standups are better. Still taking 30 minutes due to disagreements about story acceptance criteria. (scrum master) Vendor shipping rates engine delivered on time, but services did not match documentation so we ve had a big increase in bugs past few sprints. (QA lead) Development team still waiting on new CI environment. (DEV lead) The team s had an increasing number of defects overall, many due to misunderstood requirements. The tests QA writes are based on original requirements, but y aren t notified when requirements change (QA lead) The team still carrying 50% of committed stories over into next sprint, many items are rejected during sprint review due to requirements not being fully met (product owner) Action items and owners: Make sure more time is spent discussing AC during backlog grooming - Scrum master Meet with vendor to discuss our standing SLA. What recourse do we have for missed milestones? - Product owner Work with operations team to setup a new CI environment - Dev lead

17 04/01/16 Retrospective Notes Retrospectives Insights: Standups are on track, team doing a great job of focusing on WIP CI environment is up and running as of late last night! Developers encountered no issues with vendor code, but still needs to go through QA to be sure (dev lead) Team moving from Skype to Slack for day-to-day communication (dev lead) BA team is very waterfall and is still struggling with user story development (dev lead) Not enough user stories on backlog for next sprint, never seem ready for approval (Product Owner) Over 50% of features being rejected in Sprint Review due to defects (Product Owner) Manual testing required for regression has outgrown available team capacity, we may be missing bugs! (QA lead) Action items and owners: Work with BAs and product owner on agile user story development techniques scrum master Focus on reviewing features with PO as soon as complete, don t wait for Sprint Review dev team Recruit sales and marketing folks to assist with manual testing QA lead

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19 Quick review of Agile and Lean principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives

20 Kaizan

21 Kaizan Identify an opportunity Analyze process Develop an optimal solution Implement solution Study results Standardize solution Plan for future

22 Kaizan Identify an opportunity Analyze process Develop an optimal solution Act on solution Study results Share solution Plan for future

23 A Kaizen burst, also known as a Kaizen blitz, refers to a short burst of activity that solves a problem with intensity and urgency. Focused activity on a particular process or activity Goal is to identify and quickly remove waste

24 Quick review of Agile and Lean principals A Look at Agile Retrospectives Kaizen Kaizen in Agile Retrospectives

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26 04/04/16 Retrospective Themes Recurring issues: Too much rework due to incomplete or misunderstood requirements Operations team is a bottleneck Quality issues due to lack of automated tests adding risk Identify an opportunity Analyze process Develop an optimal solution Act on solution Study results Share solution Plan for future

27 This is starting point for applying lean principles to improving your process Improving cycle time Reducing downtime Improving quality/reducing errors Focusing on delivering what customer wants when y want it Identify an opportunity Analyze process Develop an optimal solution Act on solution Study results Share solution Plan for future

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29 Analyze current process Determine what processes, activities, and deliverables to keep Determine what processes, activities, and deliverables to replace Collaborate to add new processes or activities to replace waste (if needed) Identify an opportunity Analyze process Develop an optimal solution Act on solution Study results Share solution Plan for future

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31 Create a plan to move to your ideal process a) Action Steps b) Accountability c) Timeline d) Resources e) Potential Barriers f) Communications Plan Identify an opportunity Analyze process Develop an optimal solution Act on solution Study results Share solution Plan for future

32 04/05/16 Action Plan Action Steps: Start holding proper grooming meetings with whole team! Accountability: Product owner and scrum master Timeline: Next sprint s Grooming meeting on April 15 th Resources: need to secure larger conference room Potential Barriers: sales team meets in that room, can y shift to afternoon? Communications Plan: SM and PO to send explaining need for proper grooming meetings. PO will also have f2f conversations to make sure we have buy-in from business folks Identify an opportunity Analyze process Develop an optimal solution Act on solution Study results Share solution Plan for future

33 Make sure right people attend Make sure that leadership is aware of your efforts and has your back Allocate enough time to analyze important issues Keep future state and action plan documents someplace visible to everyone

34 Agile Kaizen: Agile Retrospectives: Lean Change Management: Change-Management-Innovative-organizationalebook/dp/B00O580KUI Kim Scott s Radical Candor:

35 LinkedIn: Blog - Chicago Visual Studio ALM User Group - Polaris Solutions website -

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