lean startup: it's not just technology, lives are at stake
DESCRIPTION
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade. For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/ I would love to hear your thoughts and feedback.TRANSCRIPT
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Lean Startup: It’s Not Just Technology, Lives are at Stake Ken Power
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About me ! My day job
! Co-Founder, Agile Office at Cisco ! Internal Agile & Lean Consultant
! Extra-curricular activities ! Fellow of the Lean Systems Society (http://LeanSystemsSociety.org/) ! Award-winning publications in Agile and Lean product development ! Frequent speaker at major international Agile and Lean conferences ! Involved in organizing international Agile and Lean conferences ! Industry/academic collaborative research on Agile and Lean software development ! Blog: http://SystemAgility.com/ ! Twitter: @ken_power
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Pilot Projects
2008 • First agile pilots • Agile Projects • Organic Growth across the BU through ground-up pilot projects
Formal Agile Transition Program
Launched
2009 • More Teams • Agile Program Management
• System Wide Focus
• Formal Training Plan
• Formal Exec Support
• Broader Stakeholder Engagement
• Lean Thinking • Lean Principals
Agile Office Established
2010 • Commitment to sustainable and sustained agility
• Broad Organization Focus
• Focused Stakeholder Engagement
• Closer Customer Engagement
• Investigate Lean Startup approaches
Culture and Mindset
2011 • Support teams in innovating and developing the processes that are right for them
• Expand adoption across product areas
• Lean Startup principles
• Improve capability of organization
• Develop Portfolio Management Concepts
Portfolio Management
across the Business Unit
2012 • Synchronize all products across the BU
• Problem solving and obstacle removal at an org level
• Organization Learning
• Quantify and reduce Technical Debt
• Agile Architecture
• Eliminate Waste
Ongoing continuous
improvement
2012+ • Create Flow through the Organization
• Continue to Lead through Innovation
• Focus on Teams and Culture
• Refine and Improve
• Build on Organization Learning
• Sustainable Organization
January 2008! December 2009! August 2010! May 2012!
Evolution of a Lean Organization June 2011!
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“there were macroeconomic forces outside of our control”
Don’t let this be an excuse:
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What could possibly go wrong?
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6 Myths of Product Development
The fallacies that cause delays, undermine quality, and raise costs
D.#G.#Reinertsen,#“The$principles$of$product$development$flow$:$second$genera8on$lean$product$development”.#Redondo#Beach,#Calif.:#Celeritas,#2009.###S.#Thomke#and#D.#Reinertsen,#"Six$Myths$of$Product$Development,"#Harvard#Business#Review,#vol.#90,#pp.#84G94,#May#2012#
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Myth 1 High utilization of resources and people will improve performance.
Myth 2 Processing work in large batches improves the economics of the process.
Myth 3 Our plan is great; we just need to stick to it. Myth 4 The sooner the project is started, the sooner it will
be finished. Myth 5 The more features we put into a product, the more
customers will like it. Myth 6 We will be more successful if we get it right the
first time. D.#G.#Reinertsen,#“The$principles$of$product$development$flow$:$second$genera8on$lean$product$development”.#Redondo#Beach,#Calif.:#Celeritas,#2009.###S.#Thomke#and#D.#Reinertsen,#"Six$Myths$of$Product$Development,"#Harvard#Business#Review,#vol.#90,#pp.#84G94,#May#2012#
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What is Lean Startup?
!
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Agile Software Development
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Minimum Viable Product
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The Fastest Learner Wins
Ideas
Build
Products
Measure
Data
Learn
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Customer Development
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Here is some data about you as a group
Understand your customers
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Roles
CEO Other Exec Product Manager Engineer Consultant
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Organization Profile
Startup
Established Company
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Primary Activity
Products Srvices Non Profit
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Company Size
2 to 50 101 to 1000
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Areas of Interest
Innovation
Customer Development Short Releases
Managing Change Strategy
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Entrepreuner or Intrapreuner?
Entrepreneur Intrapreneur Neither Both
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0 1 2 3 4 5
Lean Startup Lean Agile
Experience with Agile, Lean, Lean Startup
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Business Model Canvas
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
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http://glennas.wordpress.com/2010/07/31/business-model-innovation-alexander-osterwalder/
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Lean Canvas
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“This is not the kind of entrepreneurial question you can ask or expect an answer to in a focus group. Customers often don't know what they want.”
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Different Perspectives on Organization Structure
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The Hierarchical Perspective ! Is your organization is a
reflection of what it says in the Organization Chart? ! A collection of titles and
functional areas?
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The Social Network Perspective ! Is your organization the set
of diverse relationships that cross functional boundaries?
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The Information Flow Perspective ! Is your organization
represented by the currents of information that flow through the network?
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Remember: (1) All models
are wrong, but some are useful
(2) More than one thing can be true
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Technical Debt
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Investment Strategy
Technical Debt Quality Debt Features Spike Tests Research Planning
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Pay your debts, or else…
Technical Debt Quality Debt Features Spike Tests Research Planning
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Consequences beyond Release 1
0
2
4
6
8
10
12
Release 1
Release 2
Release 3
Release 4
Features Technical Debt Quality Debt
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Management Debt
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Value Stream Map
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Value Streams ! Whole products or systems ! Product lines ! Portfolios ! Cross-cutting portfolio or product line elements
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Manage WIP
D.#G.#Reinertsen,#“The$principles$of$product$development$flow$:$second$genera8on$lean$product$development”.#Redondo#Beach,#Calif.:#Celeritas,#2009.###S.#Thomke#and#D.#Reinertsen,#"Six$Myths$of$Product$Development,"#Harvard#Business#Review,#vol.#90,#pp.#84G94,#May#2012#
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Planned Ready In Progress (3)
Done
This is our Ready policy. Thanks for reading.
Request Queue (Backlog)
This is our Planned policy. We will plan something when ….
We will start work on something when ….
Work Items are declared ‘Done’ when ….
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Understanding Lead Time and Cycle Time
http://stefanroock.wordpress.com/2010/03/02/kanban-definition-of-lead-time-and-cycle-time/
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Cumulative Flow Diagrams
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The Seven Wastes of Manufacturing
The Seven Wastes of Software Development
Wastes in Software Development
! Inventory ! Extra Processing ! Overproduction ! Transportation ! Waiting ! Motion ! Defects
! Partially Done Work ! Extra Processes ! Extra Features ! Task Switching ! Waiting ! Motion ! Defects
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Waste elimination and continuous improvement applies even more to
high-performing teams and organizations
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PDSA • Follows the steps of the
Scientific Method • Plan: develop a hypothesis or
experiment • Do: conduct the experiment • Study: collect measurements • Act: interpret the results and
take appropriate action
• Also known as • PDCA • The Deming Cycle • The Shewart Cycle
Plan
Do Study
Act
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Lean Thinking with A3 Focus Problem Solving Proposal Writing Project Status Review
Thematic content or focus
Improvements related to quality, cost, delivery, safety, productivity, etc.
Policies, decisions, or projects with significant investment or implementation
Summary of changes and results as an outcome of either problem solving or proposal implementation
Tenure of person conducting the work
Novice, but continuing throughout career
Experienced personnel; managers
Both novice and more experienced managers
Analysis Strong root-cause emphasis; quantitative/analytical
Improvement based on considering current state; mix of quantitative and qualitative
Less analysis and more focus on verification of hypothesis and action items
PDCA cycle Document full PDCA cycle involved in making an improvement and verifying the result
Heavy focus on the Plan step, with Check and Act steps embedded in the implementation plan
Heavy focus on the Check and Act steps, including confirmation of results and follow-up to complete the learning loop
From Table 5.1 from “Understanding A3 Thinking”
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John Clifford, Construx http://forums.construx.com/blogs/johnclif/archive/2009/09/30/if-you-want-to-improve-stop-managing-your-problems.aspx
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Applications of A3 Proposal Writing ! Create a Value Stream Manager role to help with Portfolio
Backlog Management ! Align all products and components on a quarterly commit
cadence ! Ensure architecture consistency across multiple product lines
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Applications of A3 Problem Solving ! Reduce Cycle Time for Portfolio Architecture Analysis ! Reduce Product delivery cadence from 6+ months to 3
months ! Reduce the Lead Time for high priority customer requests
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Use Lean Management Thinking ! Use A3 Problem Solving reports to help people develop as
Value Stream Managers ! Improve their Problem Solving skills ! Help people learn how to navigate the organization
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Creativity needs space to develop
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Creativity needs space to develop
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Where do good ideas come from? “Chance favors the connected mind”
YouTube Video
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5 Ways to Foster Innovation and Learning Now
Do try this at home (and work)
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Give yourself and your team space to think
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Absorb ideas from many influences
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Play time
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Conduct safe-to-fail experiments
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Be prepared to pivot
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Jazz Improvisation ! Provocative competence: Deliberate efforts to interrupt
habit patterns ! Embracing errors as a source of learning ! Shared orientation toward minimal structures that allow
maximum flexibility ! Distributed task: continual negotiation and dialogue
toward dynamic synchronization ! Reliance on retrospective sense-making ! "Hanging out": Membership in a community of practice ! Taking turns soloing and supporting
“Creativity and Improvisation in Jazz and Organizations: Implications for Organizational Learning” - Frank J. Barrett "Organization Science" / Vol 9, No.5. September-October 1998
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The companies that are starting up now have the potential to save the world. Someone has to; why not you?
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“The criminal waste of human creativity and potential”
For all our vaunted efficiency in the making of things, our economy is still incredibly wasteful. This waste comes not from the inefficient organization of work but rather from working on the wrong things – and on an industrial scale. … It is hard to come by a solid estimate of just how wasteful modern work is.
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Create Awesome Products
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Create Awesome Service
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Create Awesome Places to Work
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Life is Short, Time is Precious Our Lives are at Stake
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Thank You!