One Team to Lean Them All

Janne Sinivirta @v3rtti

www.nitorcreations.com

Fixed Scope

Fixed Time Fixed Price

PS. Please Be Agile!!

Awesome Team in a slow, fat and clumsy Organization

Waste• Pointless Meetings • Painfull Handovers • Never Read

Documents • Wiki’s - the graveyards

of information • Project thinking

Building the Wrong Thing

There is nothing so useless as doing efficiently that which should not be done at all.

— Peter Drucker

Lean Enterprise ?What is

Teemu Toivonen’s House of Lean

My Hopes for a Lean Organisation• Good, two-way communication on all levels

• Fast reactions, short cycle time

• Validated learning, real feedback

• Sense of purpose

• Always improving

• Very little waste

Needs approval from senior middle management..

What Can the Team Do?

Validated LearningProfessional opinions don’t matter

Only real user feedback counts

It’s Not a Requirement!

Call it a hypothesis!

Minimum Viable Product• An experiment designed to maximize learning

from potential early adopters with minimum effort

• First phase of design, not the first phase of implementation

• Always an option for long and expensive analysis

• Team capabilities matter

Continuous Deployment• Make it safe and economic to work in

small batches

• Shorter lead times, higher quality and lower costs

• Faster feedback from real customers

• “If it’s painful, do it more often”

Cross-Functional Teams• Experimentation requires all hands on

deck

• Short cycle team is not possible when functions are separated

Avoid HiPPOUse CD3:

Cost of Delay Divided by Duration

Continuous Improvement

Build the Process• Achieve results by actively changing the

process, not by bypassing the process

• Beware of local optimisations

Understanding Value

The way the world tells you whether what you are doing is valuable is whether they send you money.

— Donald Reinertsen

Measuring Improvements• Make problems visible and measurable

• Cycle time

• Failure demand and rework

• Pay attention to handovers

The Quest for Vision• Portfolio level mission statement often

doesn’t reach the team

• Vision is important for experimentation

• Use goals instead of epics, apply impact mapping

Working With the Organization

Don’t Blame “the Organisation“

Principle of Inclusion• Reach beyond the team

• Bring as many to the same room / floor as you can

• Extended Kanban board

• DoDs for everyone

• Extended retros

Extended Kanban board

EnterpriseArghitecture

“from masters to servants”

People Skills

Status Certainty Autonomy Relatedness Fairness

The five domains of human social experience

Summary• Lean is a worker-led activity

• Scaling agile is first about including the whole value chain

• Enable experimentation with small batches and continuous deployment

• Build trust, win the organisation!

Thanks!Questions?

Janne Sinivirta @v3rttiwww.nitorcreations.com