Presented at the PMI Simposium Silicon Valley 2015

1. Masa K Maeda, PhD
CEO, Valueinnova LLC USA
masa@valueinnova.com @masakmaeda
A Lean-Agile Approach to Project Prosperity

2. Masa has 26 years of international experience and brings prosperity to
organizations from mega-corporations to Startups worldwide. He is the
creator of the Serious LeAP™ model.
Masa is also a Senior Consultant with the Cutter Consortium, a member of the Agile
Testing Alliance Steering Committee and is with the University of California at Berkeley
Extension
His book Serious LeAP is about to be published. He is also a coauthor of the book España
Lean Startup Nation 2013 edition.
Previously: In the USA Masa did R&D at Apple, was founding team member of 4
startups in silicon valley and was an associate of David J Anderson, co-developer of
the Kanban method. In Japan did R&D for Justsystems Inc.. Masa has a PhD and MS
from the University of Tokushima in Japan and lives in the San Francisco Bay Area.
Masa K Maeda, PhD
CEO and founder, Valueinnova LLC

3. About me:
4

6. Great
Well
Poor
Bad
0"
1"
2"
3"
4"
Individual"
contributors"
Execu8ves"
Leadership*
00
Great
Well
Poor
Bad
00
Great
Well
Poor
Bad
00

7. Early and continuous
value delivery
Agile
Lean Improve value flow

8. Is it okay to do
the wrong thing
very well?

9. Are we delivering
true value
to our customers?

10. We need more
than just that

11. Value
Obtaining a tangible
or intangible benefit

12. Mindset
High collaboration
dynamics
Methodologies
Human aspect
©Masa K Maeda
Sustainable economic
hyper growth

13. Mindset & Human Aspect
Strategic level
Tactical level
Operational levelScrum
Kanban
Serious
Games
(HCDs)

14. Step 1:
Think at systems level

15. T
o
p
-
d
o
w
n
A c r o s s t h e o r g a n i z a t i o n
Mindset

16. Step 2:
Ask the right questions

17. Examples of systems thinking
(note: deep understanding required)
Most times the issue is the system and not the people
Human behavior is improved by improving the system
Increasing the communication between the parts of an organization may destroy it
Dissolving problems is better than resolving problems
Continuous improvement is the longest distance between
where an organization is and where it wants to be
You should’t want what you can measure

18. Step 3:
Operate at systems level

19. Strategic level
Tactical level
Operational level
How WhyWhat
PMI
PRINCE2
Lean
Agile
Lean
Agile
Lean
Agile
PMI
PRINCE2
PMI
PRINCE2

20. Strategic level
Tactical level
Operational level
Why + How + What

21. Step 4:
Improve your perspective

22. Value to
the business
Value to
the customer
Human
aspect

23. Value to
the customer
Value to
the business
Human
aspect

24. Step 5:
Focus on
the economy of the system

25. Before After
Applying the mindset is extremely important to bring improvement
Response time and solution time
Response time: 99% of tickets
Response time: 92% of tickets
Resolution time: 80% of tickets

26. Human aspect
Decisions and actions
must benefit people

27. The wrong way!

28. Cognitive psychology
Organizational behavior
Coaching
Leadership
Associative
thinking
etc.
Behavioral
economics

29. Behavioral
economics
(rationalization)
Everybody)is)doing)it
Conflicts)of)interest
I'm)not)hurting)anyone
Lying)for)others
Creativity
Lack)of)supervision
Social)norms
Fatigue
Distance)from)the)crime
Self)Deception
—Dan Ariely

30. We can be blind to the obvious
and
we can also be blind to our blindness
—Daniel Kahneman
Behavioral
economics
(bias)

32. + WIP

34. Methodologies Kanban
Scrum
Other
Mindset
Growth mindset
➠
—Carol Dweck
Fixed mindset
👇

37. High collaboration
dynamics
Serious
Games

38. Awareness
©Masa K Maeda

39. ©Awareness
©Masa K Maeda

40. Awareness

41. My contributions: what I’ve thought and communicated:
•Concepts
•Ideas
•Improvements
•etc.
Learning and contributions
based on what you’ve
observed
•What I’ve put into practice
•What I’ve helped others with
•Leadership initiatives
My progress
•What I haven’t put into practice
•Why?
•What I haven’t progressed on
•Why?
Moi Map .
©Masa K Maeda
Learning and contributions basedon what you’ve heard
Learning and contributions based
on conversation

42. Step 6:
Prosper

43. Prosperity
The state of flourishing and
thriving financially, in
wealth, health and
happiness
©Masa K Maeda

44. Mindset
High collaboration
dynamics
Methodologies
Systems thinking
1st & 2nd generation Lean thinking
Agile thinking
Serious Games
Canvases
Lean Agile methodologies &
frameworks
Design thinking
Human aspect
COrganizational economics
Cognitive psychology
Organizational behavior
©Masa K Maeda

45. Now we are great
at doing
the right thing right

46. 0
3
5
8
10
Before Month 3
0
3
5
8
10
Before Month 1 Month 2 Month 3
Company 1
Company 2
Users
Automation
(% Continuous Integration)
0%
25%
50%
75%
100%
Before Month 2
Happiness factor
0
3
5
8
10
Before Month 1
Requirements quality
0
5
10
15
20
Before Month 2
Defect generation ratioWeekly work hours
0
20
40
60
80
Before Month 1
0
4
8
12
16
Before Month 1
Requirements generation
time (days)
Health
Inspired on the GNH

47. People involved Departments involved
0
2
4
6
8
Start Week 5
0
50
100
150
200
Start Week 5
Value Stream Map generation time
(days)
0
23
45
68
90
Previous years 2015
Annual project portfolio
prioritization (days)
0
8
15
23
30
Before Month 1
0
11
23
34
45
Before Month 2.5
Blocked projects
in one department
Telecom

49. Sustainable economic
hyper growth
is a derivate of Prosperity
Conclusion

50. masa@valueinnova.com
@masakmaeda