Fix the process, not the problem

Natalie Yadrentseva

We createvisual management software

VisualisationTransparency across all divisions

Visually manage

complex work Easy view for each role

Management

Processes: Scrum, Kanban, Lean Startup, Custom Flexible organisational structure

The mess from outside point of view

How do you work?

Even if the way you work seems chaotic the reality can be different

What do you have inside?

Michael Sahota, http://agilitrix.com/culture/

We use visual controls everywhere

We use visual controls everywhere

What activities do you perform?

Everybody knows how he/she works

✓ Multiple meetings ✓ Synchronise information ✓ Explore dependencies ✓ Find the truth

What activities do you perform?

What processes do you work on?

“If you can't describe what you are doing as a process, you don't know what you're doing.”

W. Edwards Deming

๏Everybody does everything - there are no responsibilities

๏No understanding about what is required for decision making

๏Information is lost ๏Plans are unclear and they fail ๏Communication wastes ๏Hard to start improvements

no

The Challenges

Organisations challenge with

• problems inside • market changes • company growth

When something goes wrong, our first reaction is to fix it as it fails.

Wave video

People Time Money

Wave video

When something goes wrong, our first reaction is to fix it as it fails.

Problems seem to accumulate faster than they can be solved.

How to develop better processes that help your organisation

to prevent problems from occurring?

Understand the way you currently work

Everybody knows where you’re moving

Run changes to improve

Processes, Structure, Policies

Visualise As It Is

Process Visualisation Workshops

M6 Web: From Agile Portfolio to Execution

Invite representatives from each role that are working towards the same result Establish time frames & rules Stop deep discussions Ask questions to keep focus Stay realistic

Process Visualisation Workshop Tips & Tricks

M6 Web: From Agile Portfolio to Execution

Make the current way visual and easy to access manually

Lean process mapping Strategy mapping

http://www.jiscinfonet.ac.uk David Sibbet. Visual Meeting

Make it visual for everybody

Make the current way visual and easy to access digitally

Process diagrams Flow diagrams

http://www.rc-renovation.com/images/ProcessFlowChart.png https://www.lucidchart.com

Now each team understands how it works

★ A pilot teamThe actions and the analysis of the problems on a team level are quite easy

What is next?

The obvious things become complex and painful with a lot of dependencies and risks

๏ An entire organisation

The talent of sharing

๏ Old-school visualisation or digital tools ๏ Very fresh and accurate information ๏ Personal communication

The talent of sharing, or maximising of visibility of the unwritten

Targetprocess Relations Network

Strategy

Execution

There is no link to show how the execution supports company’s goals

Think in all directions

I still love dead tree books

Perception & Decision Making

Bottom Up

Perception & Decision Making

piecing together the segments to give rise

to a more complex system

Top Down

starts with the big picture and drill down

based on the patterns

Perception & Decision Making

Bottom Uppiecing together

the segments to give rise to a more complex system

Let everyone know the context

Perspective From Portfolio to Execution

Strategy

Execution Bottom Up

Quick feedback about the status

Top DownExpected outcomes and changes of priorities

Strategy ExecutionIdeas Analysis Projects Prioritisation People Allocation Performance Tracking

Needs Assessment Project Proposals Project Deliverables

Direction Teams

KPIs

F1 mission critical software

Plans

Determinate hierarchy

Smart action

Define which metrics will help to answer to these questions Understand the cadence Dashboards, notifications

Ask questions

KPIs

Top Down or Bottom Up?

Different people need different views on the same data in an organisation

Visibility across your company lets one to do his best knowing how his activities fit to the bigger picture

Learn through experiments

The current way Something new

The journey can teach you a lot about your destination

The Challenge

We want to have more predictability about our product roadmap

and deliver the maximum value avoiding long solutions

Fix as It Fails

MVP Scope Constantly update plans

once new information appears

1When something goes wrong, the product or service is fixed before it is sent to a customer

Visualise As It Is: Process Visualisation Workshop

Problem Features Development Acceptance Delivery AcceptanceAnalysis

& Solution• • • • • •

MVP improved time-to-market but there wasn’t stability

Targetprocess Product Roadmap

“Insanity: doing the same thing over and over again and expecting different results.”

Albert Einstein

Prevention

A dedicated Product Specialist to each product team Close communication

2Developing learning loops to feed information rapidly from the point where problems can be discovered to the people who can keep them from recurring

Agile Software Development Process: 90 Months of Evolution

A dedicated Product Specialist to each product team

Find the Root Cause

Customers visit New understanding of the customers’ needs

Replace a feature with a problem

3Investing in increasing the effectiveness of the problem-solving can free up people, who had been correcting problems on a fix-as-fail basis, and give them the time—and motivation— to embark on the third stage of learning, finding root causes

Anticipation

Trainings in new skills Run small product improvements

4The discovery of an unsuspected competitive advantage

The desire to know more about the company & the customers

Fix as It Fails 1Prevention 2Find the Root Cause 3Anticipation 4

The Learning Loop, https://hbr.org/1990/07/fix-the-process-not-the-problem

Learn How to Learn

RUN IMPROVEMENTS

Visualise As It Is

Learn Through Experiments

Analyse As It Is Running

Let Everyone Know the Context

The mess The order

How do you work?

The Breaking Wave, Hypersonic, http://www.hypersonic.cc/#!/projects/breakingwave

Without a particular framework or perspective various data are just facts.

Visualise to understand the reality and to find patterns, learn and experiment constantly

to improve and to leave the problems behind.

Thank you!

@natalieyadrennatalie@targetprocess.com

Natalie Yadrentseva