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1 Agile-Lean Organizational Model Agile-Lean Productivity Improvement Framework Xavier Albaladejo CAS2013 - Agile Spain Conference - October 2013

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- Factors with greater impact on productivity - Agile - Lean Organizational Model - Agile - Lean Productivity Improvement Framework. Ver la versión en Español aquí: http://www.slideshare.net/xalbaladejo/cas2013-agilelean-organization-and-productivity-improvement-frameworkv30

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Page 1: [en] Agile - Lean organization and Productivity Improvement Framework - CAS2013 - v3.0

1

Agile-Lean Organizational Model

Agile-Lean Productivity Improvement Framework

Xavier Albaladejo

CAS2013 - Agile Spain Conference - October 2013

Page 2: [en] Agile - Lean organization and Productivity Improvement Framework - CAS2013 - v3.0

CAS 2013 2 AGILE EXCELLENCE CENTER

Government IT - A Technology

Speaker Bio & Company Information

Xavier Albaladejo is Agile-Lean Coach, IT Governance

expert and member of the everis Agile Excellence

Center. He helps large organizations in being faster

and effective under the principles of Agile and Lean, as

well as to train teams in Scrum and Kanban.

Xavier Albaladejo is coordinator of La Salle Postgraduate

on Agile methods, Certified Scrum Practitioner, founder

of proyectosagiles.org, Agile Barcelona and member of

Agile Spain Board.

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CAS 2013 3

Concepts

What is "productivity"?

Types of activities vs outputs.

Factors with greater impact on productivity

Principles and techniques to improve the productivity factors

P.I.F. - Agile-Lean Productivity Improvement Framework

Principles - Agile-Lean Organizational Model

Key Factors

Soft & Hard Axis

Balanced indicators

Index

Page 4: [en] Agile - Lean organization and Productivity Improvement Framework - CAS2013 - v3.0

CAS 2013 4

Concepts

What is "productivity"?

Types of activities vs outputs.

Factors with greater impact on productivity

Principles and techniques to improve the productivity factors

P.I.F. - Agile-Lean Productivity Improvement Framework

Principles - Agile-Lean Organizational Model

Key Factors

Soft & Hard Axis

Balanced indicators

Index

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CAS 2013 5

What is "productivity"?

Productivity =

Outputs, generated value

Inputs, resources

product

Time

Useful =

Lean optic

“There is nothing so useless as doing efficiently

that which should not be done at all"

Peter Drucker

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Types of activities vs outputs

Activities that are

Necessary

Activities that are not necessary

Waste

Activities that generate

Value (*) (*) Value: product which

the end user pays for.

Outp

ut 1

Product SW

Str

eam

line

R

em

ove

Sub-products E.g.. Documentation

Outp

ut 2

Learning

Capabilities,

knowledge

Outp

ut 3

25%

We have to generate useful learning within

projects so as to be more productive.

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Factors with greater impact on productivity

"Soft "factors and software

productivity - which ones matter?

Understanding and Improving

Software Productivity

Measuring productivity of

Software development teams

A Systematic Review of

Productivity Factors in

Software Development

Understanding productivity software

Software productivity

metrics: who needs them?

Studies on hundreds of projects

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CAS 2013 8

What factors do you think that have

been identified as more relevant

Factors with greater impact on productivity

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CAS 2013 9

Factors with greater impact on success and productivity

1 Person capability

2 Team cohesion

3 Technical / product simplicity

4 Experience and knowledge in

similar projects

5 Middle management style

6 Motivation of people

7 Product size

8 Stability of requirements

9 Methodology and tools

People

Team / Organization

Product / project

Process / tools

Legend

Main factors Next factors

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CAS 2013 10

Factors with greater impact on productivity

1 Person capability

2 Team cohesion

3 Technical / product simplicity

4 Experience and knowledge in

similar projects

5 Middle management style

6 Motivation of people

7 Product size

8 Requirements stability

9 Methodology and tools

Main factors Next factors

Very Agile and Lean! Focus in learning, improvement, growth.

Motivated people and good interactions.

Stable teams by product line or client type

Small batches of work, iterations.

Technical excellence and internal design.

Servant managers-teachers, facilitating teams to flow.

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Principles and techniques to improve the productivity factors

Main factors

1 Person capability

Increase the competence of the person.

Hiring and keeping good, talented and collaborative

people. Continuous improvement and learning mindset.

Coaching, Mentoring, Training, Labs.

Agile: Open Spaces, Communities of Practice (CoP).

3 Technical / product simplicity

Continuously ensuring the simplicity of the

solution, not over-engineering.

KISS, YAGNI, Peer reviews of product internal

complexity.

Agile: Refactoring (simplification), Pair

Programming.

2 Team cohesion

Teams design (skills and relationships), hiring and

firing, Team Knowledge matrix. Company values,

teamwork principles.

Agile: Cross-functional team including the client

(agile values). Team identity, team working

agreements.

Create teams that maximize: collaboration,

value flow, information sharing and mutual

help. A team is an asset in the organization!

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CAS 2013 12

Principles and techniques to improve the productivity factors

Next factors

4 Experience and knowledge in

similar projects

Teams are specialized in products

Agile: Projects are assigned to stable teams.

5 Middle management style Middle management that serves teams

and promotes collaboration and

eagerness for improving what is not

working and that teaches how to have a

systemic vision.

Encourage transparency, knowledge

sharing, asking for help, etc..

Lean: Holistic view, Go see to the

Gemba, Respect for people, Manager

teacher.

6 Motivation of people

Take care of the intrinsic motivation of

individuals and recognize a well done work.

O2O focused on knowing personal

motivations (autonomy, mastery, purpose),

challenges, gamification, career plans.

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CAS 2013 13

Principles and techniques to improve the productivity factors

Nextfactors2

8 Requirements stability

Continuous Product Management in order

to stabilize short-term objectives.

Continuous rolling wave planning.

Agile: Iteration 0, Product Backlog Grooming, User

Story Mapping, Epics.

Lean:Just In Time (JIT), Lean Startup.

7 Product size

Smaller projects so as to gain more

control on them, that regularly deliver

end product.

Agile: Short iterations where

the primary measure of

progress is working SW.

Lean: Small batches of end

product, reducing the Work In

Progress (WIP).

9 Methodology and tools

Adapt methodology and tools (using

bottom-up feedback) so that the team

flows and only has to worry about

producing value, with a holistic view.

Best practices, Assets reuse.

Agile: Retrospectives, Impediment Backlog (IBL),

Continuous Integration with automated testing.

Lean: Lean Principles, Waste identification & analysis, Kaizen events,

five whys, A3, Value Stream Mapping, Stop the line, etc..

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CAS 2013 14

Concepts

What is "productivity"?

Types of activities vs outputs.

Factors with greater impact on productivity

Principles and techniques to improve the productivity factors

P.I.F. - Agile Lean Productivity Improvement Framework

Principles - Agile-Lean Organizational Model

Key Factors

Soft & Hard Axis

Balanced indicators

Index

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CAS 2013 15

P.I.F. - Principles

Design of organizational structure

Oriented to get flow in the entire value chain, assuring that it is not broken,

in this way integrating the maximum of disciplines from end to end.

Stable teams, specialized in product areas.

Continuous planning and follow-up

In product as well as in impediments.

Learning and continuous improvement in short intervals

Competencies and motivation growth.

Improvement and simplification of internal product design, processes

and organization.

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CAS 2013 16

Agile team

P.I.F. - Principles: Agile-Lean Organizational Model

Agile Team: Cross-functional team (including the client), stable, co-

localized, specialized in product areas, self-organized, able to

develop end product by itself.

Product Agile Programming Testing Analysis

Product

Owner

Development team

Scrum

Master

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P.I.F. - Principles: Agile-Lean Organizational Model

Squad: Extended Agile Team to minimize external dependencies.

Product Agile Programming Testing UX Analysis DevOps

Product

Owner

Extended team

Creating flow in the entire value chain, from the idea to the use of the product

Focus on deliver value Similar to a micro-company.

...

People of specialized groups are assigned part

time to specific Squads, to help them flow

Scrum

Master

Agile team

Product

line

squad

Autonomous team

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P.I.F. - Principles: Agile-Lean Organizational Model

Squads. A more

appropriate view: Generalizing specialists

• They know other technical

specialties, in order to better

engage and help them if

necessary, so as to get flow.

• They specialize / learn in the

product they are working on.

Product

Backlog

(PBL)

Product Owner (PO)

• Single point of work entry to

the team.

• Prioritizes the Product

Backlog and regularly

accepts the product,.

Product

Owner Analyst

Dev

Dev Dev

Dev

Tester

Tester UX

DevOps

Scrum

Master

Scrum Master (SM)

• Remove impediments in the

value flow that the team can not

resolve by itself.

• Makes the team collaborate,

think together to create

synergies and continually

improve.

Impediment

Backlog

(IBL)

Direct

collaboration

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P.I.F. - Principles: Agile-Lean Organizational Model

Competence Managers / Speciality Coaches: Improve the

capabilities and motivation, lead the Communities of Practice

(CoP) for the transversal diffusion of knowledge, the global

improvement and the homogenization of the working methods.

Agile Programming Testing UX Analysis DevOps

Squad N

Squad 1

Competence Mgrs

Speciality Coaches

Squad 2

CoP BL CoP BL CoP BL CoP BL CoP BL CoP BL

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Analysis

Product Management Team: Regular Demand Management in order

to split product projects and improvements into smaller, more

manageable and stable chunks of work, as their development is getting

closer and to ensure a balanced workload to the teams (reduce mura).

P.I.F. - Principles: Continuous product planning and follow-up

Agile Programming Testing UX DevOps

Squad N

Squad 1

Squad 2

Area Product

Owner

PBL Area

(Roadmap)

Sub-Area

PBLs

Product

Owners

+ Lean Startup approaches to quickly validate product hypotheses in the market!

[Standish Group: ≈ 50% of the feautures are never used]

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CAS 2013 21

P.I.F. - Principles: Continuous improvement planning and follow-up

Enterprise Improvement Backlog: Corporate improvement strategy, based

on a Lean approach (end to end) and bottom-up feedback of improvements to

make (organizational redesign, processes).

Programming Testing UX Analysis DevOps

Squad N

Squad 1

Competence Mgrs

Speciality Coaches

Squad 2

Enterprise

Improvement Backlog

(EIBL)

CoP BL

Improv.

Champion

CoP BL CoP BL CoP BL CoP BL CoP BL

Agile

The Improvement Champion is the continuous improvement Product Owner in the company.

His product is an organization that must be focused in value creation and be efficient.

He is the responsible of enterprise end to end value flow.

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P.I.F. - Principles: Servant leadership

A more appropriate view: management that serves the teams, a team

that collaborates to help the teams flow.

Programming

Testing

UX

Analysis

DevOps

Squad N

Squad 1

Competence Mgrs

Speciality Coaches

Squad 2

Improv.

Champion

Agile

The management is the team that creates

the context for teams to flow

Lean Foundation: Lean thinking manager-teachers

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P.I.F. - Principles. Two types of flows: product and improvements

Programming

Testing

UX

Analysis

DevOps

Squad N

Squad 1

Squad 2

SM

“Force fields" appear that complement one to another without losing the

objective of achieving greater flow, above efficiency in each speciality.

Product

Owners

Competence Mgrs

Speciality Coaches

Improv.

Champion

The Improvement Champion manages system

improvements and repositions focus again towards

achieving global product flow, end to end in the company

In this way we get a product oriented organization: from its flow creation to its operation (good products, with fast innovation and a good service, are what make a company earn money)

Product flow

Sys

tem

imp

rove

me

nts

flo

w

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P.I.F. - Key factors

Having a powerful reason to change!

Middle management culture: collaborative.

Responsibilities leadership.

Systematize, cadence, short cycles of learning and improvement.

Wish to change:

Explicit support from the Top Management.

Middle Management willingness to learn and make the change real.

Clear and shared improvement objectives.

Soft aspects are the "oil" of the Hard ones

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P.I.F. - Hard Axis

Organization, processes and techniques

Company Teams

1

2

4

5

6

7

8

9

Person capability

Team cohesion

Complexity

Similar experiences

Management style

Motivation

Product size

Requirements stability

Methods, tools 3

Competence

Manager

• Tribal hiring and firing (with the team), Teams design.

• Gamification. 6

4 2

Team

KISS

YAGNI • Refactoring.

• Visual Management.

• Continuous Integration with Auto. test

• Iteration 0, Epics, JIT, Lean Startup.

• Retrospectives, waste identification,

best practices, Stop the line.

6

3

8 7 2 3

5 3 1 2

2

9

Scrum

Master

• Impediment Backlog (IBL).

• Team skill matrix, team design. 1

3

Improvement

Champion

• Enterprise Improvement Backlog

(EIBL) -Strategy.

• Organizational redesign.

• Open Spaces.

• Waste identification & analysis.

• Kaizen events, A3.

• 5 whys, Ishikawa.

• Value Stream Mapping.

3

3

3

4

3

2

3 4

3

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P.I.F. - Soft Axis

Culture, competence and motivation

Company Teams

People

1

2

4

5

6

7

8

9

Person capability

Team cohesion

Complexity

Similar experiences

Managers Style

Motivation

Product size

Requirements stability

Methods, tools 3

CEO

A,

B, C

• Noble purpose.

• Company values, storytelling.

• Agile values, Lean principles.

• Teamwork principles.

• Continuous improvement and

learning mindset, "test & learn".

2

2

2

1 3 5 6

6 2

Improvement

Champion

• Open Spaces. 1

Scrum

Master

• Team cohesion, 360.

• Motivation, O2O, Niko-Niko.

• Team skill matrix.

2

6

1

Competence

Manager

/

Speciality

Coaches

• Dissemination of values, give example.

• CoP Backlog, Training, Labs, Demos,

Manager teacher.

• Best Practices,Assets reuse.

• Lean: Holistic view, Go see to the

Gemba.

• O2O, motivations, challenges, coaching.

• Career plans.

1 3 4

5 6

6

5

2

2

3 5

1

5

A, B,

C

• Team identity.

• Working agreements, Lessons Learned.

• Peer reviews, Pair Programming. Team

2

1 3

2

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P.I.F. - Balanced Scorecard - Indicators

By team /

product lines.

Trend analysis

in order to know

the effect of the

improvements.

External Quality

Corrective Hours vs Total

Experienced Quality

User satisfaction

Business results

Internal Quality

Product Complexity

Teamwork Teamwork

Motivation

Learnt Knowledge

Cost

Unit cost

Production

Lead Time

Velocity

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P.I.F. - Conclusions

Attract, hire "good" people, talented and collaborative; develop and motivate them.

Book time and have

discipline to do so.

Create a context where teams can flow:

Self-contained teams, value-chain oriented, specialized in product. A team is as asset in the

organization!

Hard Axis: Practices for learning and regular improvement.

Soft Axis: Values to help to get alignment. Give example.

Establish responsibilities and bottom-up scaling : In order to make improvements in the organization, processes and tools.

In order to improve people skills and their motivation.

Focus on simplicity, flexibility and quick feedback in product, technology

and working methods. KISS, YAGNI, refactoring, peer reviews, iterations, Lean Startup, ...

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One last important remark

We are very much focused on productivity ...

... but without good products / services we will not go very far

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Questions

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Acknowledgements

I would like to thank Claudia

Melo for her help on some

studies on productivity during

her PhD in Sao Paulo University

Thanks to Angel

Medinilla for its

inspiration ;)

Thanks to CDmon for their enthusiasm, determination, effort

and open-mindedness in order to make the model real.

Page 32: [en] Agile - Lean organization and Productivity Improvement Framework - CAS2013 - v3.0

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