Scrum and Kanban are great but still, more can be done. This is a presentation at "Ri" level (fro Shu-Ha-Ri) on how systems thinking and innovation can be used to boost what we can achieve with Scrum and Kanban.

1. L e a n
V a l u e
I n n o v a t i v e
M a n a g e m e n t
®
™
Value, Quality and Innovation
Masa K Maeda, PhD
masa@valueinnova.com @masakmaeda
www.valueinnova.com

2. Masa K Maeda, PhD
Creator of Lean Value Innovation™
Senior consultant, Cutter Consortium in Boston, USA
Teach Value Innovation at Universidad of California at Berkeley Extension.
California, USA
Contributor to de creation of the Lean Kanban University (Valueinnova was a
founding Charter Member)
Most influential person bringing Lean Agile to Spain and Latin America
Has provided services to enterprises and professionals from Fortune
100 to startups in 12 countries in the American, European, Asian, and
African continents
CEO & founder, Valueinnova® LLC, in Silicon Valley, USA
R&D at Apple Inc. in Cupertino, USA
Associate at David Anderson & Associates, USA
Translated David Anderson’s book on Kanban into Spanish
Founding team member at 4 successful startups in Silicon Valley, USA
R&D at Justsystems Inc., the best Japanese software company, Japan
Previously
Masa lives in Silicon Valley, USA

3. Failed
26%
Succeeded
13%
Challenged
61%
Agile Projects
Standish Chaos Report 2012
Non-Agile Projects
Failed
9%
Succeeded
42%
Challenged
49%

4. Some benefits
with Kanban
3.7%
26.8%
34.1%
31.7%
1.2%
2.4%
Quality
© 2010Cutter Consortium: Masa K Maeda
4.8%
24.1%
42.2%
25.3%
2.4%
1.2%
9.6%
28.9%
20.5%
33.7%
4.8%
2.4%
Customer
satisfaction Productivity
Very high
High
Somewhat high
No difference
Somewhat low
Low

5. We can do
even better
than this!

6. ConstraintsQuality
Value
Jim Highsmith’s Agile Triangle

7. Why
is this important?

8. Systems Thinking

9. ©Eric Joisel
Systems Thinking

10. WHAT
does that have to do with:
Jim Highsmith’s Agile Triangle
?Quality Constraints
Value

11. WHAT
is
Value?

12. Value is
the tangible or
intangible
benefit obtained

13. Value
comes
in different ways
and
is multidimensional

14. It is hard to determine
what the
real value
to the customer is

15. How
do we determine
the
real value?

16. Systems Thinking

17. WHAT
is
Quality?

18. Quality
is the successful delivery
of the expected Value

19. Quality
is NOT an add-on
Q

20. Quality
is an intrinsic property of
the product/service created

21. Why
is this important?

22. To make customers
really happy!

23. To gain
competitive advantage!

24. If we successfully
Design, Generate and Deliver
thecustomizewindows.com
value
Then we increase
competitive advantage

25. How
do we increase
competitive advantage?

26. Framy

27. Innovation
towards
value to the Customer
increases
competitive advantage

28. iVDO Kewl Motion

29. Innovation
towards
value to the Enterprise
increases
competitive advantage

30. Lean Agile Prism
Value to customer
and to enterprise
ConstraintsInnovation
Quality
© Masa K Maeda

31. Natural
resources
based
Economy
Innovation
based
Economy
Investment
based
Economy
Ref: Michael Porter
P
Productivity
CompetitiveAdvantage

32. Ubiquitous Innovation

33. Improvements
SolutionsMetasolutions
Levels of innovation

34. Achieve
continuous
improvement
...and
stick to it!

35. Simplicity
means the achievement
of maximum effect
with minimum means
— Koichi Kawana

36. E=mc2

38. To Do Doing Done

39. To Do Doing (6) Done

40. To Do Design (3) Dev/test (6) UAT (5) Done
Team 1
Team 2
Urgent

41. To Do Design (3) Dev/test (6) UAT (5) Done
Team 1
Team 2
Urgent

42. To Do Design (3)Design (3) Dev/test (6)Dev/test (6) UAT (5)UAT (5) Done
Doing Done Doing Done Doing Done
Team 1
Team 2
Urgent

43. Case: Telecom

44. Before Improvements within
Modus operandi Ad hoc task assignment Pull system
Motivation
Positive attitude
Some employees with low
motivation
Positive attitude
Proactive
Additional benefits None
An important deficiency in the
service from providers was
detected and operational
improvements were implemented
Initial improvements

45. 0
2
4
6
8
10
4 9
Before
Month 1
Internal comm &
comm w/providers

46. 0
2
4
6
8
10
4
8
Before
Month 2
Comm w/customers

50. 0%
20%
40%
60%
80%
100%
86% 99%
Before
Month 3
On-time delivery

51. 0
10
20
30
40
50
45
35
Before
Month 3
Work hours / week

52. Before Further improvements
None
Customer satisfaction: High
The largest customer (Telefonica) started transferring contracts from
other, larger providers to Getecsa
Getecsa’s workload almost doubles yet still delivers 99% on time without
extra work hours and no extra staff
None
Most of Getecsa consultants are also contracted by customers to be
service managers
None Telefonica starts transferring project leadership responsibilities to Getecsa
None
Getecsa’s staff, using their slack hours figure out, design and develop a new
cloud service, becoming Getecsa’s new offering
None
18 months after starting its transformation Getecsa opens offices in
another country
Additional benefits

53. A better way of
building Cities
to learn Scrum

54. Alexey Krivitsky’s Lego City

55. Masa Maeda’s
Paper City

62. masa@valueinnova.com
@masakmaeda
L e a n
V a l u e
I n n o v a t i v e
M a n a g e m e n t
®
™
Thanks!