Post on 14-Sep-2014
description
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teams & sticky notes over enterprise agility
Arrie van der Dussen
Director – EOH Kaizania Academies
18 years experience in IT, Project Management and Innovation
Co-founder of Kaizania and Kaizania Academies
why change?
Source:Ian MorrisWhy the West Rules – For Now
Humanities capability in terms of:
• Energy Capture• Organization• Information
Technology• Weaponry
why innovate?
Constant REVOLUTION requires
Constant ADAPTATION
yourproducts & services & processes
will change ever fasterand it willnever stop
ADAPTor
DIE
WHY?
VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008
FEARS?
VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008
Adopting agile is easy!Or is it?
Common issues from the past 8 years
Who drives the bus?
• 95% - IT– Why?
who is driving the bus?
silver bullet over principles and values
Cargo-culting
cargo-cults
do not get sucked into the tools, processes and terminology
Work hard, but limited change
• We are stuck!
fooling around without real organisational change!
Most of this still Waterfall/Gated Processing and Planning
Thus, agile does not realise the expected benefits through empirical process control in order to deliver fast at high quality in a
constantly changing and fast paced environment.
Limited Agile practices only applied at this
level
Project Initiation
Project Planning
Requirements Definition
Archirecture Design
Systems Analysis
Development
ease up on the hierarchical management, enable self-organisation & decentralisation of decision making
Create a safe environment
OrganisationalGravitationalPull will slow you down!
Stop talking and listenYou will hear what needs to change
Business and IT – Stop the silliness and share the risk
agile is not a baseball bat to hit I.T with!
Barriers to wider change?
VersionOne: 3rd Annual Survey: 2008“The State of Agile Development”Conducted: June-July, 2008
enabling sustainable enterprise change
institute an
organisational culture
and practices of
continuous
improvement
Culture & MindsetArchitectureOrganisational StructureTools & Techniques
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
Value
Value Stream
Flow
Pull
Perfection
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
• Take an economic view
• Actively Manage Queues
• Exploit Variability
• Reduce Batch Size
• Apply WIP Constraints
• Control Flow: Cadence and
Synchronization
• Apply Fast Feedback
• Decentralize Control
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
Scrum or Kanban?
Visual management to foster effective collaboration
Self-organising, cross-functional, dedicated teams
Effective physical environment setup
Governance with appropriate toolsets
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
Automation- Builds- Version control- QA builds- Tests
Continuous IntegrationModular design
Teams must be able to technically work together effectively
Lean
Agile
Tools & techniques
Engineering practices
An organisational focus on
Business dominates withoutIT understanding
- Upfront deadlines- Continuous change- Limited collaboration- Big batch approach- Want all this by then!
Strategy and Execution disconnecteddue to lack of Tactical Collaboration
Low quality delivery to meet deadlinesIncrease bug fixes, brittle systems
Continuous improvement not happening
FRAGILE!
40
lean vs. traditional focus
pure waste
manufacturing Industry
service Industry
60% 5%35 %
value addednecessary waste
49% 1%
50%
total lead time through value stream
41
revolutionary
non standard workempirical process controlagileproduct developmentInnovation
evolutionary
standard workdefined process control
leanoperations management
structured problem solvingcontinuous improvement
doing
reviewing
adapting
planning
value value stream flow pull perfection
operating existing products and services more efficiently
shortening concept to cash cycle
how and what?
42
continuous improvement (kaizen)
bake the same million cakes more efficiently every year
Operating existing products and services more efficiently
43
continuous improvement (kaizen)
take newsuccessful productsto market ever faster
Shortening concept to cash cycle time
Remove waste• Principles• Values• Techniques and Tools
See waste• Thinking tools• Glasses
[ for both ]
operational continuous improvement
[ and ]
innovative continuous improvement
45
shortening concept to cash cycle time
waste, principles, techniques and economics
work in progressextra featureshandovers / bureaucracytask switchingwaiting / handlingmovementdefectsrelearning
take an economic viewactively manage queuesexploit variabilityreduce batch Sizeapply WIP constraintscontrol flow: cadence and synchronizationapply fast feedbackdecentralise control
eliminate wastebuild quality indefer commitmentdeliver fastcreate knowledgerespect peopleoptimize the whole
plan
do
check
act
strategic
tactical
execution
• Shared purpose• Honesty• Openness• Non-hierarchical• Fact based• Mutual trust• Performance orientation• Challenge• Meritocracy
• Joint Envisioning• Synchronised Ceremonies with Cadence• Product Councils• Multi-team planning• Information radiators• Shared commitments
Values
Put the ‘A’ in Agile
plan
do
check
Act
Arrie van der Dussen 083 700 2181
www.kaizaniaacademies.co.za
arrie@kaizaniaacademies.co.za