Date post: | 19-Jul-2015 |
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Leadership & Management |
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written, illustrated and performed by
Claudio Perrone
agilesensei.com
@agilesensei
Evolve & Disrupt
Popcorn flow & JTBD in action
His company keeps going through many reorganizations, only to stay the same
Organization chart Blame flow
Rule makers
Controllers
Enforcers
Victims Organization chart God
Losers
Agile Enabled unprecedented collaboration among people…
…and leveraged intrinsic motivators such as - Autonomy - Mastery - Purpose
But ORGANIZATIONs CAN’t BE AGILE IF ONLY THE DEVELOPMENT TEAMS ARE DOING AGILE
SMs
Typical “Agile” Enterprise
And we are reducing that timeline by removing the non-value-added wastes.
-‐-‐-‐ Taiichi Ohno, Founder of TPS
“ All we are doing is looking at the timeline from the moment the customer gives us an order to the point we can collect the cash.
WITH GUIDANCE AND METHOD, MANAGERS grow to become problem solverS, critical thinkers and mentorS
www.a3thinker.com
“ -- Claudio Perrone
It’s not what you do but rather what you learn by doing it that matters.
As a consequence…
My (validated) Hypothesis: By bringing learning streams to the surface, companies Evolve and reward the real heroes
Value Stream (from concept to cash)
Learning Stream(s) (from question to knowledge base)
… But what if We could evolve the way we work as fast as some of the most adaptive microorganisms on earth?
With the motto “Hard on systems, soft on people”, We worked together and evolved using the kanban method
The Kanban board triggered insights and captured our flow of work -- our value stream…
… But that’s only the outcome of our thinking
Problems & observations
Options Possible experiments
Committed
Next Review Ongoing
... A powerful learning stream that I call “popcorn Flow”...
Popcorn Flow
“ Everybody is entitled to their own opinion, but… A shared opinion is a fact.
…and I’m happy to Make progress even with imperfect information. As a consequence…
-- Popcorn Flow Principle
…but we only really “fail” when we limit our opportunities to learn
Gap = Frustration
Reality
Expectation
Learning
... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day
Experiment: "Fix as you go": If found small bugs (less than 20mins), just branch and fix them. Do a pull request and mark the id on the card. Reason: too much bureaucracy for small bugs. Expectation: - developer happy to fix things as needed without lengthy triages. - steadily improving quality. - low bureaucracy, but still able to track it if things go wrong. - at least 3 bugs fixed like this by due date.
Experiment: Pair on JIT analysis Reason: We are moving towards JIT analysis to reduce sprint planning and moving to continuous flow. Expectation: - DoD created - Team agrees that analysis goes smoothly - No significant bottlenecks created
Experiment: Do an Analytics meet-up to show how analytics work in <new
kanban tool> Reason: <product owner> needs some form of predictability.
Expectation: - Po/Team are aware of what’s possible now with the current level of
analytics - We have better understanding of if, how, when we can improve
forecasting with minimum amount of estimation.
Imagine a continuous flow of experiments to dramatically accelerate the rate of change in every corner of your organization...
... How far would you go?
Projects under active development include a lightweight “Action Deck” to facilitate face-to-face conversations...
“How do you create customer value?”
Through the development of people
Attend to folks’ needs
Listen to the “Voice of the Customer”
Get out of the building
Just do it
Growth hack it
Operational excellence is not enough
Customer
12 min
16.5 min
73%
5.5 min 0.5 min 1.0 min 5.0 min
2.0 min 0.5 min 2.0 min
Value Adding Time (VAT)
Non VAT Proc. Lead Time::
Total Cycle Time:
Proc. Efficiency:
No matter how hard we try, We are still wide open to disruption
faster
cheaper
better quality
(incrementally) innovative
Customer
“Different” Competition
They “hire” a product or service to get the job done.
Prof Clayton Christensen
People encounter situations that drive the need to accomplish a job.
The job – not the customer – is the fundamental unit of analysis.
Pull of the new solution
4 forces affect purchasing decisions
Push of the situation
Drive FORWARD New way
Habit of the present
Anxiety of the new choice
Hold back Business as usual
Based on the work Of the re-wired group
(jobstobedone.org)
#JTBD
Forces evolve over time Based on the work
Of the re-wired group (jobstobedone.org)
#JTBD
First Thought
Passive Looking
Active Looking
Deciding
Consuming Satisfaction
“Finished” or Experienced
Event #1
Event #2
Buying
Or
Bob Moesta The Re-‐Wired Group
We only talk to people who have bought because embedded in their choice set is the value code of what they are willing to switch from and to.
How do we capture it?
First Thought
Active Looking Deciding
Buying
Consuming
Event #1 Event #2 “Finished” or Experienced
Satisfaction Passive Looking
Climax (and Hook)
Moment of struggle
Time bomb Inciting
incident
Resolution Documentary: “The Switch”
Anthony Ulwick Strategyn
Before you can determine what solutions they’ll want, figure out: • What jobs customers want to get
done • What metrics they use to define
the successful execution of a job
Can we go even further?
Anatomy of a story
As a mobile user, I want a longer antenna so that I can have a better reception
I want to minimise the likelihood that the conversation drops
Context, situation, job, or job step
Outcome, need, or measure of improvement
Warning: early assumptions
V.S.
When I’m calling a friend
User story
Job story/outcome
Job Stories Selected Options Product Backlog (User stories) 2
Once you have job stories (problem space), you can easily get to user stories (solution space)
Claudio Perrone
[email protected] www.agilesensei.com @agilesensei
These slides! h:p://agilesensei.com/shared/agileee15.pdf
h:p://discuss.popcornflow.com
Next is now