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1© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
© 2008 - 2013 Scaled Agile, Inc. and Leffingw...
2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Management Challenge
If you can’t change ...
3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Foundation: Leadership
1. Take a systems...
4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
 Understand the economics, the full value ch...
5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Understand the Full Value Stream
The goal is ...
6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Cost of Delay Economics
User/Business Value
+...
7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Own the System
 Everybody is already doing
h...
8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
 Support manifesto values and principles
 D...
9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Timebox:
5 minutes
Exercise – Scaling Agile P...
10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
 Visualize work; expose WIP and bottlenecks...
11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Reduce Queues and Backlogs
Long queues are j...
12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Reduce Batch Size
Small batches go through t...
13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Apply Visibility and WIP Constraints
Questio...
14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Principles of Product Development Flow
o Rea...
15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
 Build a learning organization and emphasiz...
16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
On “Managing” Knowledge Workers
Knowledge wo...
17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
 Eight rhesus monkeys for a two
week experi...
18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Play this at Home
Drive
Surprising Truth
Abo...
19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Conclusion
The foundation of Lean
is Leaders...
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Principles of Lean/Agile Leadership - Dean Leffingwell - Agile Israel 2014

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Principles of Lean/Agile Leadership - Dean Leffingwell - Agile Israel 2014

  1. 1. 1© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. Scaled Agile Framework ® is a trademark of Leffingwell, LLC. By Dean Leffingwell Principles of Lean-Agile Leadership April 18, 2014
  2. 2. 2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Management Challenge If you can’t change the system who can? It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. —W. Edwards Deming
  3. 3. 3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Foundation: Leadership 1. Take a systems view 2. Embrace the Agile Manifesto 3. Implement product development flow 4. Unlock the Intrinsic motivation of knowledge Workers Respect for People Product Development Flow Kaizen Lean-Agile Leaders  Management is trained in lean thinking  Bases decisions on this long term philosophy
  4. 4. 4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.  Understand the economics, the full value chain, and cost of delay  Optimize the whole, not the parts, of the organization  Optimize the whole, not the parts, of the software system  Own the system; take responsibility for systemic change  Align to common mission Take a systems view#1
  5. 5. 5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Understand the Full Value Stream The goal is to optimize the time from concept to cash* E-mail Supervisor E-mail Tech Lead Assign Developer To Verification To Operations  A long-lived series of system definition, development and deployment steps that provides continuous flow of value  The majority of the time spent going from concept to cash is the result of delays, not value-added activities! Reduce the delays, improve cycle time *Adapted from: Implementing Lean Software Development: From Concept to Cash Value Waste 5 min _____ 2 min _____ 15 min _____ 2 hours _____ 15 min _____ 3 min 160 min 15 min ½ week 2 weeks 2 weeks 1 week 3 hr 45min ½ week 6 weeks + 4 hrs Touch time: 2 hrs. 40min. Cycle time: 6 weeks
  6. 6. 6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Cost of Delay Economics User/Business Value + Time Value + Risk Reduction | Opportunity Value Cost of Delay Cost of Delay Duration WSJF = C A B • Use Job Size (relative or absolute) as a proxy • Adjust when capacity warrants Duration Blue is total CoD Job sequencing is the key to flow based economics. Do the Weighted Shortest Job First Time CoD Use relative numbers for fast prioritization Hint
  7. 7. 7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Own the System  Everybody is already doing his best  It’s the system, not the workers, that ultimately determine quality and productivity  Only management can change the system Source: Nilsson. The Essential Deming: Leadership Principles from the Father of Quality, McGraw Hill, 2012 —W. Edwards Deming
  8. 8. 8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.  Support manifesto values and principles  Deliver more frequently  Know how to implement XP, Scrum, Kanban, SAFe and evolving practices  Foster excellence in software engineering, craftsmanship, collaborative system design  Empower high-performing, cross-functional teams  Exhibit kaizen mind and a bias for action Embrace the Agile Manifesto#2
  9. 9. 9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Timebox: 5 minutes Exercise – Scaling Agile Principles  Sit down with your team and discuss a few principles behind the manifesto  Categorize each as: - Scales as is - Requires more thought in the large enterprise
  10. 10. 10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.  Visualize work; expose WIP and bottlenecks  Reduce queues and backlogs  Reduce batch size. Accelerate feedback.  Manage and exploit variability with cadence and synchronization  Limit WIP. Limit demand to capacity. Implement product development flow#3
  11. 11. 11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Reduce Queues and Backlogs Long queues are just bad  Little’s Law Avg wait time = avg queue length/avg processing rate  Faster processing time decreases wait  But the fastest way to reduce wait time is by reducing queue lengths Reinertsen, Don. Principles of Product Development Flow
  12. 12. 12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Reduce Batch Size Small batches go through the system faster with lower variability  Large batch sizes increase variability  High utilization increases variability  Severe project slippage is the most likely result Reducing batch size – Reduces cycle time; faster feedback – Decreases variability and risk Most important batch is the transport (handoff) batch Proximity (co-location) enables small batch sizes Project slippage rises exponentially with duration Fig. Source: Poppendieck. Implementing Lean Software Development Reinertsen, Don. Principles of Product Development Flow
  13. 13. 13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Apply Visibility and WIP Constraints Question How is this team doing? How do you know that? What would be the affect of a three story WIP constraint on Dev and Test? Today
  14. 14. 14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Principles of Product Development Flow o Read Principles of Product Development Flow o Don’t worry too much about understanding it. o Read it again o Understand it this time. o Apply it. Homework
  15. 15. 15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.  Build a learning organization and emphasize life- long learning  Create an environment of mutual influence  Foster decentralized decision-making  Provide vision, with minimum specific work requirements  Eliminate demotivating policies, procedures, MBOs. Revamp personnel evaluation. Unlock the Intrinsic motivation of knowledge workers#4
  16. 16. 16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. On “Managing” Knowledge Workers Knowledge workers know more about the work they perform than their bosses.  Workers themselves are best placed to make decisions about how to perform their work  To effectively lead, the workers must be heard and respected  Knowledge workers have to manage themselves. They have to have autonomy.  Continuing innovation has to be part of the work, the task, and the responsibility of knowledge workers. —Peter Drucker
  17. 17. 17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.  Eight rhesus monkeys for a two week experiment on motivation and learning  Puzzles were placed in their cages Motivation : The Puzzling Puzzles of Harry Harlow  Unprompted by any external motivation, the monkeys solved the puzzles on their own  This was an interesting, and not understood phenomenon  As a motivator, raisins were added as rewards  Result: the monkeys made more errors and solved the problems less frequently “It appears that the performance of the task provides its own intrinsic reward…. this drive ..may be as basic as the others…. “ Book: Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink. 2011
  18. 18. 18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Play this at Home Drive Surprising Truth About What Motivates Us BOOK Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink. 2011 http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=youtu.be Homework
  19. 19. 19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Conclusion The foundation of Lean is Leadership The foundation of SAFe is You

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