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1 All Rights Reserved- AgileSparks From an Agile organization to a continuously improving organization Dr. Ronen Bar-Nahor
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From an Agile organization to a continuously improving organization

Sep 06, 2014

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AgileSparks

From an Agile organization to a continuously improving organization
By Ronen Bar-Nahor @ AgileIL12

http://agilesparks.com/ContinuouslyImproving-RonenBarNahor
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Page 1: From an Agile organization to a continuously improving organization

1 All Rights Reserved- AgileSparks

From an Agile organization to a

continuously improving

organization

Dr. Ronen Bar-Nahor

Page 2: From an Agile organization to a continuously improving organization

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Inspiration

• http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/

http://www-personal.umich.edu/~mrother/Homepage.html

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Open System Theory

• Entropy • Homeostasis• Equifinality• ...

• …

Page 4: From an Agile organization to a continuously improving organization

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Agile Change – Consider The J-Curve

Perform

ance

Time

Continuous Improvement

4

coaching Management attention

What is the level of stickiness of our current practices ? Did we reach the “no return point” ? Do we allocate internal energy for the survival

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outcomeeffectiveness “the way we

operate”

the way we

operateOutcome

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Manager Role –> Becomes Process Engineer

• Receive special training in process improvement and problem solving techniques

• First line of defense when abnormal conditions arise• Serves to orchestrate problem solving.

– Support, teach, coach the working team in its ongoing efforts to improve the process through experiments and double loop thinking

http://effective.leadershipdevelopment.edu.au/double-loop-learning-leadership-development/leadership-development/

http://www.examiner.com/article/top-10-toyota-misconceptions

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Agility Stickiness

The managers becomes the coaches that lead the organization to continuous improvement

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Typical way of Process improvement

• We hunt for wastes or react to problems

• We define solutions that we believe will work (and we think we know how we will get there)

• We try to make the best plan, and then implement it across organization

• It takes times until we see results

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The old way

• We have many process improvement opportunities– Retrospectives– Escaping defects analysis– Problems etc.

Current Condition

How we decide where to shoot ?

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The new way – Inspect and Adapt

• Reality is complicated. We donʼt know whatʼs going to happen.

• We move in small cycles of learning, changing direction and solution as we learn more

• Learning and experimenting become an organizational habit

http://www-personal.umich.edu/~mrother/Homepage.html

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The new way

• Focus on your target condition• Than Inspect and Adapt your way through

experimenting Minimal Viable Changes (MVC)

Current Condition

Target Condition

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How do we “Inspect and Adapt” our way ?

• MVC consist from small cycles of scientific experiments/learning (PDCA)

Plan

Do

Check

Act

• Hypostasis you want to validate

• How are you going to validate it

• Experiment

• Results vs. hypothesis

• Continue ?• Change

experiment ?• Change the target

condition ?• Scale MVC ?

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Example

• Target Condition –> Improve code quality

• MVC -> Implement pair programming in one team

• Experiment -> through PDCA cycle

Plan

Do

Check

Act

• Hypostasis - Pair Programming will improve :code readability , simplicity, and quality while not affecting overall estimate

• A/B testing, measure – actual, # defects and code review

• Train• Experiment –

• Sprint or two user stories

• Results vs. hypothesis

• Retrospect • Do one more cycle

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To summarize

Vision for the customers -

Vague

Vision

Concrete goal (1-3 years)

Challenge

Beyond knowledge threshold(1w-3m)

Target ConditionCurrent

Condition

Problems, Wastes,

Retrospective issues,Ideas

MVC s through rapid experiments;

Track daily.

TC

TC

TC

adjust your next step accordingly toward the goal.

1. Understand Direction

2. Grasp Current Condition

3. Define next Target Condition

4. Experiment

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Improvement Kata – a pattern that becomes a habit

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Moving from theory to practiceImprovement Backlog vs. Release Backlog

Challenge(Release Goals)

Target Condition(Feature)

MVC(Epic-MMF)

Experiment/ PDCA

(User Story)

Tasks

Experiment

MVC

TC

As a < > I want to <the experiment> so that <what I expect to learn/achieve<

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Kanban – managing the change flow

Backlog Plan Deploy

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Experiment

Validate

5 3 2 3

FLOW Avg lead time: days 12

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• Visualize the CI workflow• Limit WIP (do not do too many changes at once. ”stop

starting start finishing”)

• Measure & optimize flow (e.g. No. experiments, cycle time of a change)

• Explicit policies (Definition of Done, WIP limits, etc)

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Improvement Board

Backlog Prep.

Plan Experiment Validate Deploy/Scale

Define next Target Condition &First set of MVCs

Define The experiments

Do the experiment, Track daily -5Q

Discuss results

Decide next act

Expand implementation/Change MVC /…

Limit the WIP of change

To do WIP Done

MVC or Experiment

Tasks

Or a Task Board (Scrum type) Ceremonies:• Stand-up meeting• Improvement Demo• Retrospective

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Benefits

• A way of actualizing PDCA and continuous improvement in an organization.

• Makes people more capable of improving processes and meeting challenges.

• Generates better teamwork and ownership.

• A way of dealing with uncertainty.

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Thanks