6 Months of Lean-Agile Re-education

Transcription

1 6 Months of Lean-Agile Re-education

2 Scaling Agile Leads to Lean July 2017 Nerd-a-palooza Some of our execution at FDIC-SQCRM seemed to some of us to be a bit too tactical/rudderless Hard to manage larger efforts No apparent connection to Enterprise goals/strategy I decided to research Scaled Agile methods and whether they could help with this problem Scaled = more than team level Scaled Agile -> Lean + Systems Thinking + Think Taiichi Ohno and W. Edwards Deming

3 Lean in a Nutshell Deliver maximum value with sustainablyshortest lead time with brutal emphasis on continuous improvement ( Kaizen )

4 Lean & Agile are Complementary Lean!= Agile But some key agile practices were drawn from Lean Current movements in Agile include adding more lean practices to further improve delivery

5 A Lean History of Lean - Manufacturing Ford 1920s Used workspace size to organically enforce WIP limits Toyota Production System (TPS) Late 1940s Just-in-time Introduces Kanban partly adapted from supermarket stock management Kaizen continuous improvement and stop the line mentality American Manufacturing Wakes up to TPS Mid-1970s Lean dominates manufacturing worldwide 1980s-1990s Six Sigma Movement Origins at Motorola in the late 80s Lean applied to product development 1990s Toyota Product Development System Don Reinertsen Lean Product Development

6 A Lean History of Lean IT/Enterprise Lean invades IT Late 1990s/2000s Mary & Tom Poppendeick Lean SW development Agile methods many incorporate lean practices Microsoft Drum-Buffer-Rope -> Kanban applied to software development Kanban and Scrumban methods developed Scaled Lean-Agile Methods 2010s SAFe, Less, Attempts to reconnect IT/SW Development to Enterprise Objectives Prime objective for commercial entities = Make Money! Even the moderately regressive PMI-ACP acknowledges the value of and requires knowledge of Lean principles and practices Today Less emphasis on software and increased emphasis on total enterprise viewing entire enterprise as a system and managing that system according to lean/agile principals.

7 Lean Development Principles Eliminate Waste Many successful Lean implementations make improving this as the initial focus Often, improvements here drive you to improve the rest Build Quality In Create Knowledge Defer Commitment Deliver Fast Respect People Optimize the Whole

8 Lean Thinking: Waste An alternative viewpoint on what we deliver and how we can find opportunities to do it better.

9 Why Think So Hard About Waste? Waste almost always extends lead time Reducing waste almost always improves lead time Waste demotivates knowledge workers If you think that what you are doing is pointless or redundant or is likely to remain unused Muda (Japanese): futility, uselessness, wastefulness Having a framework for examining waste helps with continuous improvement

10 The (Original) Seven Wastes of Lean Inventory Over-production Extra Processing Transportation Motion Waiting Defects

11 Inventory Investment you have made for which you have yet to receive value/benefit In Manufacturing Parts awaiting assembly Spare Parts Undelivered Product In Software Development Partially Done Work/Work In Progress (WIP) Documentation with unfinished implementation Unintegrated code Untested code Undeployed code

12 Goal: Minimize WIP Excess WIP creates queues and queues magnify variance and what does variance do to plans and forecasts? Inventory of any kind carries holding costs Many kinds of inventory, including knowledge, are perishable they lose value over time if left unused In Lean, inventory is a liability, not an asset Lean manufacturers actually change their internal metrics/accounting to treat it this way

13 Over-Production Building product for which there is no clear economic benefit Often results in excess inventory and compounds those costs too! Examples Extra Features Nonlinear increase in complexity Capacity could have been used for something more valuable Data gathering for unused or non-actionable metrics Documentation that is rarely-to-never read once it has been created Gold Plating you can often make minor enhancements forever

14 Goal: Produce Just Enough If there is not a clear and present need (value) for a feature or enhancement then it should not be implemented Have a clear definition of good enough ( done ) so you know when to stop Document just what you need to document and no more Use the lightest-weight mechanism that is appropriate to the situation Gather only metrics that you are actually going to use and whose benefits are likely to exceed the cost of gathering the information The fact that is it difficult or impossible to measure the cost does not mean it is free You can t prove the cost and I can demonstrate some benefit, so we will gather the metric even if you think it will be painful.

15 Extra Processing Any processing that was not necessary or should not have been necessary Examples Relearning Design Rework Goal: Minimize Relearning and Rework Leave options open - Make decisions at the last responsible moment Use lightweight mechanisms to capture the why and how so others can leverage them Wiki Try to place learning and application in close proximity Aids retention and thus reduces relearning

16 Transportation Delay caused by moving work between work centers Examples Hand-Offs Lost Intrinsic Knowledge in all cases Even intra-team: coordination cost Extra-team: coordination cost + wait Approvals Approvals are just hand-offs by another name Goal: Minimize Hand-Offs Use cross-functional, co-located teams Delegate tactical decision-making to where the information is If you want to influence the decisions further, then provide decision guidelines to constrain the space in which decisions are made

17 Motion Time wasted due to excess movement in performing a task Example Task Switching Task switch to performing a moderately complex cognitive task like writing or programming takes about 20 minutes task switching is kryptonite for knowledge work Goal: Minimize Task Switching Results in higher overall productivity. Results in higher quality work gets more of the undivided attention it deserves Minimize WIP Utopian vision Single Piece Flow Be judicious in how you schedule meetings! Try to favor leaving large blocks of uninterrupted time for people to work

18 Waiting Whenever the product is not in transportation or being processed, it is waiting (typically in a queue). Examples Work In Queue Waiting on specialized resource Waiting on large batch of work in front of it Waiting for approval Goal: Minimize Waiting Keep batch sizes small Develop T-Shaped resources Cross-functional teams reduce human bottlenecks Again maximize delegation of approval decisions

19 Defects Manufacturing Defects <-> Development Defects Consequences Scrapped work Rework Reduced value Goal: Minimize Defects Implement multiple cycles of verification and validation with an emphasis on early detection and remediation

20 The 8 th Waste Wasted Talent Define Wasted Talent Failure to leverage knowledge, skills, and learning ability that you already have, and to effectively motivate the people who do the work Prime Examples Top-Down (command and control) planning and management Carrot-and-stick motivation systems Lack of transcendent vision or purpose Leaders gotta lead Limited support/encouragement for learning Failure by leadership to set a good example again, Leaders gotta lead Model the behavior you want. Be the example of it. Do as I say not as I do is experienced by people as patronizing and demotivating If they admire you, they will follow you into places they would not otherwise go!

21 Leverage the Competence and Intrinsic Motivation of Knowledge Workers Provide Autonomy Develop a strong bias toward and a culture of delegation You will get better decisions because decisions are based on the most relevant local knowledge You will get faster decisions because there is no approval hand-off Retain authority over strategy and vision Move to an intent-based leadership model Provide Here is what we need to accomplish, not here is what I want you to do Provide Purpose Provide a coherent, compelling vision of a better future and where work fits into it Provide Opportunities for Mastery Establish a corporate-wide culture of lifelong continuous learning

22 Highly-Recommended

23 Deeper Dives

24 If You Want a Headache

25 My Next Steps Re-reads

26 Our Next Steps Lean-Agile Book Club? Leading SAFe class????