Establishing Lean Thinking for Organizational Improvement

Transcription

1 Agile / Scrum Training Lean Software Development Agile Organizational Metrics Executive Coaching Improved Team Dynamics Improved Efficiency Establishing Lean Thinking for Organizational Improvement 1

2 About Davisbase Consulting A leading international provider of Agile training and coaching services. Since 2007, over 1,300 classes have been taught to over 15,000 people worldwide. Agile training and coaching work completed for nearly half of the Fortune 50 companies We are experienced practitioners who work in the trenches with teams Extensive experience with all aspects of software development and project lifecycle disciplines across a wide range of industries and verticals. Creative, custom solutions are provided to fit your unique needs and environment Your success is our success We deliver measurable results that drive a return on your investment We work to build your independence with Agile, so that the improvements in your results continue long after we are gone 2 2

3 Davisbase Clients 3 3

4 Our Approach KNOWING DOING BECOMING Execute Agile with Guidance from Experts Grow Roots Deep in Learning Agile Principles and Best Practices Moving you beyond the basics to realize your organizational goals 4 4

5 Lean Thinking for the Organization "We are what we repeatedly do. Excellence then, is not an act, but a habit." - Aristotle There are no organizations without institutional habits. There are only places where they are deliberately designed, and places where they are created without forethought, so they often grow from rivalries or fear. - Charles Duhigg, The Power of Habit 5 5

6 Software House of Lean The Goal: Value Respect for People Product Development Flow Kaizen: Continuous Improvement Foundation: Leadership - SAFe Variation 6 6

7 The Goal: Value Deliver the most value in the shortest time Highest quality and value for both customer and the team Greatest customer satisfaction at the lowest cost 7 7

8 Respect for People Develop the people and the teams, they will deliver the products/solutions Empower teams to continuously improve Maintain realistic expectations 8 8

9 Product Development Flow Principles of Product Development Flow 1. Take an Economic View - Measure the cost of delay 2. Actively Manage Queues 3. Understand and Exploit Variability 4. Reduce Batch Sizes 5. Apply WIP Constraints 6. Control Flow under Uncertainty: Cadence and Synchronization 7. Get Feedback Early 8. Decentralize Control - Principles of Product Development Flow, Don Reinertsen 9 9

10 Capacity Utilization Source: The Principles of Product Development Flow 10 10

11 Long Queues are Bad Source: The Principles of Product Development Flow 11 11

12 Focus Exercise 12 12

13 Multi-tasking is a Myth Source: Gerald Weinberg, Quality Software Management: Systems Thinking 13 13

14 Kaizen Take time to re\lect and learn Establish and maintain a culture of continuous improvement It is okay to fail, as long as we learn and adapt to succeed Small and consistent improvements 14 14

15 The Foundation: Leadership Daniel Pink Tom Peters Robert Sutton What do these experts say? 15 15

16 Drive: What Motivates Us? 3 Factors Lead to Better Performance and Personal Satisfaction 1. Autonomy 2. Mastery 3. Purpose 16 16

17 Drive: What Motivates Us? Purpose Leadership Challenge Engage: 10,000 hrs Mastery Motivated! Performing New Opportunity Autonomy 17 17

18 First Things Before First Things 1. Front-line Managers -Tom Peters Greatest positive or negative impact on employees 2. Cross-functional Excellence Bringing teams together with a common goal 3. Strategic Listening On average Doctors interrupt patients after 18 seconds 4. Meetings Every meeting that does not stir the imagination and curiosity of attendees, and increase bonding and co-operation and engagement and sense of worth, and motivate rapid action and enhance enthusiasm is a permanently lost opportunity 18 18

19 Good Boss, Bad Boss - Robert Sutton PhD Good Boss Bring on the Energizers Recruit, Inspire, Keep Eliminate the negative one negative team member reduces productivity % 19 19

20 Software House of Lean The Goal: Value Speed, Value, Quality Respect for People Product Development Flow Kaizen: Continuous Improvement Foundation: Lean Thinking Managers/Teachers - SAFe Variation 20 20

21 21 21