Joseph Chee

WHEN THE RUBBER

HITS THE ROAD:

AGILE THE

APPARENT FIRE

FIGHTER

AGENDA

Introductions. Who Am I & What I do

When Agile Works…

When They Press the “Panic” Button

Can Agile/Lean Rescue?

Principles that Govern

What to do?

Results

INTRO

Scrum Master Agile Coach Lean Specialist Release Train

Engineer

MANY MANY ROLES

5

CHOOSE THE RIGHT PROCESS – ALL THE TIME?

Source: Strategic

Management and

Organizational Dynamics by

Ralph Stacey in Agile

Software Development with

Scrum by Ken Schwaber and

Mike Beedle.

Technology

Requirem

ents

WE ARE NOT STATIC. THINGS ARE NOT STATIC

Someone Yelling?

Something Broken?

Not Enough ? More?

…

Sustainable pace?

AGILE/LEAN PRINCIPLES

1. Systematically Eliminate Waste

See and Attack Waste. Don’t Accommodate it

2. Build Quality In and Root Cause Problems Immediately

Work to Prevent Defects, not just Detect Them

“Stop the Line” if you fail - Detect, Contain and Root Cause problems immediately

3. Reduce Cycle Times and Learning Cycles

Establish a Cadence and Limit Work to Capacity

Keep Plans Visible to Pull Work and make Knowledge Flow

Minimize the time from any problem event to the learning being captured

4. Learn, Innovate and Improve

Use the scientific method via PDCA and LAMDA to Learn and Innovate Rapidly

“Go and See” for yourself – never assume

Create Usable Knowledge through Learn – Apply – Reflect

5. Make Data Driven Decisions

Build deep understanding before deciding by exploring multiple solutions, evaluating options thoroughly, and choosing the best for the system

Defer commitment while you Learn First, Then Decide at the Last Responsible Moment

6. Engage Everyone

Respect our people by striving to systematically overcome obstacles

Tie work to business value and drive decision-making to the lowest responsible level

Create cross functional teams of responsible experts

Develop leaders with system expertise that teach what they know

7. Optimize the Entire System

Continuously improve cycle time, quality & customer satisfaction across entire value stream

Correct governance and incentive systems that encourage local optimization.

Focus on %Value Add Time instead of %Utilization of our resources

Lean Principles

From Implementing Lean Software Development

by Mary and Tom Poppendieck

From The Hitchhiker’s Guide to Lean

by Jamie Flinchbaugh

ALWAYS ELIMINATE WASTE

What is not needed?

How often are we interrupted?

How do we manage the wSte?

QUALITY QUALITY QUALITY

Never Compromise on Quality.

Defects are like Virus…

Never Release buggy codes no matter what

REDUCE CYCLE TIME

Understanding your cycle time is

important

Customers also need to understand

For Fire Fighters… Short Cycle Time is

preferred

LEARN INNOVATE IMPROVE

YOUR LEARNING NEEDS TO BE FAST.

STANDARDS, DOCUMENTATIONS is

REQUIRED

MAKE DATA DRIVEN DECISIONS

DECISIONS ARE TO BE MADE FAST

NAD AT THE RIGHT LEVEL

ENGAGE EVERYONE

TEAM WORK REDUCES STRESS

1+1 = 3

OPTIMIZING THE SYSTEMNeed to understand how the

entire system works especially

in a big organization

WHAT TO DO?

Recognize what the needs are. DO DIRECT OBSERVATION.

Understand the CULTURE of the Team.

What were they doing before?

What was the history of the team? Did they just come out of other project with similar characteristics

What are the hot buttons

How to engage people

VISUALS are important.

How can we capitalize on visuals. We’ll be sharing this.

How do we show our progress and the effects that it gives

Rally the MANAGEMENT

The team needs to see the management involve. No Lip Service

We need a CADENCE.

Create a conducive ENVIRONMENT

SEE the Big Picture

Manage the CHANGES

Manage Interrupts

GEMBA & DIRECT OBSERVATION

Coaches spent time weekly

looking at teams.

People working in the labs

Attack all inefficiencies

CULTURE

Consistently work on the

culture.

Sometimes this means going

to war.

VISUAL INDICATORS - IMPORTANTKANBAN is useful

Limit the WIP

Make Daily Iterations

RALLY THE MANAGEMENT TO

SUPPORT YOU YOU NEED MANAGEMENT SUPPORT. TOP

PRIORITY

CADENCE & REFLECTION SHORT AND CONSISTENT RESULTS HELP

MAKE DECISION FASTER.

DON’T BE AFRAID TO MAKE CHANGES

ENVIRONMENT – SUSTAINABILITY VS FLEXIBILITY WE’RE IN FOR THE LONG HAUL. NO ONE

GETS OFF UNTIL ITS DONE.

BIG PICTUREMAKE SACRIFICES AND SEE THE BIG

PICTURE

MANAGE THE CHANGECOMMUNICATE COMMUNICATE

COMMUNICATE

Channel All Interrupts and Have a

Clearing House

Have a Decision Maker

Work in a Castle not Dungeon!MANAGE INTERRUPTS

CELEBRATE

RESULTS…. RESULTS

TO BE FILLED.

SUMMARY

INSPECT AND ADAPT.

DON’T BE AFRAID TO TRY NEW PROCESSES

YOU KNOW BEST

THANK YOU