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Applying lean and agile thinking in large corporations. Optimize team performance. Identify systemic issues. Ways for teams to work around systemic issues and for executives to address them.

Tecnologia

LEAN COFFEE
CREATE AGENDA
VOTE ONTOPICS
DISCUSS 5 MIN
SILENTVOTING

STOCKS AND FLOWS
Number of
Eggs
Number of
Chickens
Hatching
Laying+
+
Fatal Road
Crossings
+
-
Reinforcing Loop
unsustainable
virtuous/vicious cycle
Balancing Loop
stabilises

Crises
Heroics
Improvement
of the
system
+
+
B
B
Expediting
+
+
R
Rewards
Dependence on
heroics for sense
of accomplishment
-
+
+
R
-
-
Delay
Time and attention to
system improvements
-
+
R

WHEN DOINGTHE SAME
THING BETTER WON’T HELP
• Fat-tail lead time distributions
• Long average lead time relative to deadlines
• High volatility in staff liquidity
Because all of these things mean your system is exposed to extreme
random events which invalidate your attempts to forecast.
In these cases, the solution requires an act of leadership.
I learned this from Alexei Zheglov

LEADTIME DISTRIBUTION
75 99
85%
FatTail (Weibull k value<1)
2 24
50%
Long average

THE POWERTO DRIVE
CHANGE
Individuals Teams Executives
Single digits Triple digitsDouble digits

UPSTREAM DELAYS
Set replenishment points
Define acceptance criteria
Visualize failure demand
Demand shaping policies
Conduct Strategy Reviews
Align strategy with capability

IN PROCESS DELAYS
Measure and predict blockers
Raise placeholder tickets
Cross-train
Make friends - a virtual team
Request SLAs
WIP limit on parking lot
Limit upstream work
Customer acceptance criteria
Floating talent pool
Shared services enablement
Co-locate
Embed
More frequent replenishment
Customer-centric metrics

DOWNSTREAM DELAYS
Earn trust
Keep an open window
Deploy often
Devops
Reconsider metrics

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Welcome to the jungle II

1. WELCOMETOTHE JUNGLE

3. “THAT WOULDN’T WORK HERE”

6. LEAN COFFEE CREATE AGENDA VOTE ONTOPICS DISCUSS 5 MIN SILENTVOTING

8. MY THESIS

10. TRANSPARENCY

11.

12.

13.

14.

15.

16.

17. MONTE CARLO SIMULATIONS

18. Cover Art - Kanban by David Anderson

19.

20.

21.

22.

23.

24. STOCKS AND FLOWS Number of Eggs Number of Chickens Hatching Laying+ + Fatal Road Crossings + - Reinforcing Loop unsustainable virtuous/vicious cycle Balancing Loop stabilises

25. Crises Heroics Improvement of the system + + B B Expediting + + R Rewards Dependence on heroics for sense of accomplishment - + + R - - Delay Time and attention to system improvements - + R

26. WHEN DOINGTHE SAME THING BETTER WON’T HELP • Fat-tail lead time distributions • Long average lead time relative to deadlines • High volatility in staff liquidity Because all of these things mean your system is exposed to extreme random events which invalidate your attempts to forecast. In these cases, the solution requires an act of leadership. I learned this from Alexei Zheglov

27. LEADTIME DISTRIBUTION 75 99 85% FatTail (Weibull k value<1) 2 24 50% Long average

28. STAFF LIQUIDITY

29. THE POWERTO DRIVE CHANGE Individuals Teams Executives Single digits Triple digitsDouble digits

30. IFYOU CAN’T FIX IT, GAME IT

31. UPSTREAM DELAYS Set replenishment points Define acceptance criteria Visualize failure demand Demand shaping policies Conduct Strategy Reviews Align strategy with capability

32. IN PROCESS DELAYS Measure and predict blockers Raise placeholder tickets Cross-train Make friends - a virtual team Request SLAs WIP limit on parking lot Limit upstream work Customer acceptance criteria Floating talent pool Shared services enablement Co-locate Embed More frequent replenishment Customer-centric metrics

33. DOWNSTREAM DELAYS Earn trust Keep an open window Deploy often Devops Reconsider metrics

34. SO MANY OPTIONS! 2 24 75 99 50% 85%

35. SO MANY OPTIONS! 2 12 60 80 50% 85%

36. SO MANY OPTIONS! 2 8 45 72 50% 85%

37. THANKYOU

Welcome to the jungle II

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