Timelessness of Lean Management
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The document discusses the principles of lean management and its integration with agile methodologies to enhance organizational efficiency. It emphasizes three timeless solutions: organizing around small teams, driving lean innovation, and practicing wise leadership. The content also highlights the importance of team empowerment and adapting to customer needs through continuous feedback and collaboration.
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Timelessness of Lean Management
- 1. The Timelessness of Lean Management Presented by Sanjiv Augustine [email protected] @Saugustine, @LitheSpeed, @VersionOne, #AgilePalooza State of Agile Adop.on Organizations are realizing real benefits with agile methods… 2 State of Agile Development Survey, http://www.versionone.com 1
- 2. State of Agile Adop.on And so, agile adoption continues apace… 3 State of Agile Development Survey, http://www.versionone.com State of Agile Adop.on (Cont’d) But, we need to raise our game to overcome systemic problems… 4 State of Agile Development Survey, http://www.versionone.com 2
- 3. What is Lean? Lean Thinking Principles : • Just-‐in-‐Time – Supply what is needed, when it is needed, in the amount that is needed. • Jidoka – Stop-‐and-‐respond to halt production and address product defects or quality issues as they are encountered in a process. • Heijunka – “smooth/level” production volume and variety during given time periods. • Standardized Work – Organize a job or task in an efGicient activity sequence while minimizing waste. Image Source: http://www.mtu.edu/ improvement/continuous-improvement/lean- • Kaizen – “Change for the better.” A overview/ philosophy of continuous improvement. 5 Three Timeless Lean-‐Agile Solu8ons 1. Organize around a Network of Small Teams 2. Drive Lean Innovation 3. Practice Wise Leadership 6 3
- 4. 1. Network of Small Teams A Sample Agile Team Tradi8onal Silos Customer PM BA BA Analysts Designer Designers Developer Developer Developer Developer Devs Tester Tester Testers The Core Project Release Manager The Extended Team ideally Team can contain consists of 5-‐9 Capacity Architect BA / Planner many addi.onal dedicated Tester members, each members (7 +/-‐ 2). Designer BA playing an Developer / Core important role, but Intense collabora8on Risk SM Prod. via: Assessor BA Team they are typically 1. Face-‐to-‐face (EXAMPLE) not dedicated to communica.on Developer Tester the effort. Product 2. Generalizing Tech Owner Security specialists Ops 3. Self-‐discipline and Business decentralized Sponsor control 8 4
- 5. Network of Small Teams “…for a large organiza2on to work it must behave like a related group of small organiza2ons.” -‐ E. F. Schumacher , Small is Beau2ful Scaling may require, at certain levels: • Chief ScrumMasters • Strategic Product Owners • Tac.cal Product Owners • Lightweight Agile PMOs serving as a “guiding coali8on” 9 Accelerate! By John Kotter, HBR, November 2012 Lean-‐Agile PMO • Encourage face-‐to-‐face dialogue across levels • Create overlapping management with “linking pins” • Run the Council as an Agile project team 10 Source: The Lean-‐Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 5
- 6. Network of Teams – Ericsson 11 Source: Agile and Lean Transformation at Ericcson Finland, Henri Kivioja 2. Lean Innovation 6
- 7. Lean Innova.on via Lean Startup !"#$%&'()*+,+#-+ .#%/01#+()*+,+#-+ 13 Source: Lean Startup, Abby Fitchner, http://hackerchick.com Lean Startup Methodology Thanks to Ash Maurya, author of Running Lean: 14 hWp://www.runningleanhq.com/ 7
- 8. Lean Startup in a Nutshell • Clear, short-‐term experiments • Direct customer observation and interaction • Release planning informed by feedback data • High-‐quality agile development with strong UX 15 Incorpora8ng UX into Agile Outside the Room In the Room Product Planning Pre-‐ Release Discovery Discovery Planning Participants: Par8cipants: • Product Team • Whole Team Sprint Planning • Key Business • IT Architecture Stakeholders • UX Team Sprint Sprint Review • Key Business Stakeholders Process Execu8on 16 8
- 9. Introducing Sensei 17 http://www.senseitool.com Sensei Lean Startup 18 9
- 10. 3. Wise Leadership Wise Leadership • Have courage of conviction • Flatten hierarchy • Go the Gemba • Trust the team 20 10
- 11. Team Empowerment Empowerment = Freedom * Capability 21 Situational Leadership® – Paul Hershey and Ken Blanchard Team Empowerment • Knowledge workers need responsibility for their own produc8vity: o Knowledge drives productivity o Continuous innovation, learning and teaching need to be part of the job o Knowledge worker productivity is dependent on quality at least as much as quantity o Optimal quality is the path to high productivity • Knowledge workers must understand: o What is our business? o Who is our customer? o What does our customer consider valuable? 22 11
- 12. Three Timeless Lean-‐Agile Solu8ons 1. Organize around a Network of Small Teams 2. Drive Lean Innovation 3. Practice Wise Leadership 23 Contact Us for Further Informa8on Sanjiv Augustine President [email protected] Twitter: @saugustine, @lithespeed On the Web: http://www.lithespeed.com http://www.senseitool.com "I only wish I had read this book when I started my career in so_ware product management, or even beWer yet, when I was given my first project to manage. In addi.on to providing an http://www.sanjivaugustine.com excellent handbook for managing with agile so_ware development methodologies, Managing Agile Projects offers a guide to more effec.ve project management in many business sebngs." John P. Barnes, former Vice President of Product Management at Emergis, Inc. 24 12
- 13. Stable Teams • Multiple, stable teams each focused on a single project at a time • Dedicated to platforms or lines of business • Platform owner prioritizes next project • Result: o Support multiple lines of business simultaneously o Focused effort results in quick delivery for individual projects o Clear accountability o Stability and predictability 25 Source: The Lean-‐Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 13