Poppendieck 423
Transcript of Poppendieck 423
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l e a nsoftware development
www.poppendieck.comMary [email protected]@poppendieck.com
The Role of Leadership
In Software Development
1900 The One Best Way
Frederick Winslow Taylor Ruthless subdivision of labor
Engineers know best
Assumptions:Assumptions:
Workers will do as little as possible
Workers do not care about quality
Taylors View of Efficiency Employers get higher profits
Workers get higher pay
But Scientific Management Affronts human dignity
Discourages worker creativity
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1900 Industrial Training
Charles R. Allen New Bedford, Massachusetts
Four Step method of Industrial Training
Preparation, Presentation, Application, and Testing
On-the job training is best
Supervisors know how to do the job
Supervisors need training in how to train
1917 War Ships were needed
Allen developed programs for shipbuilding
88,000 people were trained in 2 years
Wrote the bookThe Instructor, the Man and the Job
If the learner hasnt learned, the teacher hasnt taught.May 073 Copyright2007 Poppendieck.LLC
1940 Training Within Industry
Wartime Production
Inexperienced Workforce
Used Allens Approach
Training for first line supervisors
Job Instruction how to train workers
Job Methods how to improve the way work is done
Job Relations how to treat workers with respect
Program canceled after the war
Taught in Europe and Japan
Well received, especially in Japan
Modified and still used today in ToyotaMay 074 Copyright2007 Poppendieck.LLC
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1980 Dr. W. Edwards Deming
System of Profound Knowledge
Appreciation for the system A systems view was fundamental; never sub-optimize.
Manage the relationship between suppliers, producers, and customers
Knowledge of Variation Most variation is common cause variation inherent in the system.
Trying to eliminate this variation only makes things worse.
Systemic problems lie beyond the power of the individual worker.
Deadlines and slogans do nothing to address systemic problems.
Provide leadership in changing the way the system works.
Theory of Knowledge Use the Scientific Method to improve systems
Hypothesis, Experiment, Learn, Incorporate Learning (PDCA)
Psychology When it comes to people, the things that make a difference
are skill, pride, expertise, confidence, and cooperation.
May 075 Copyright2007 Poppendieck.LLC
May 076 Copyright2007 Poppendieck.LLC
1980 Present
The Toyota Production System
Only after American carmakers had exhausted
every other explanation for Toyotas success
an undervalued yen, a docile workforce,
Japanese culture, superior automation
were they finally able to admit that Toyotas real
advantage was its ability to harness the intellectof ordinary employees.
Management Innovation by Gary Hamel,
Harvard Business Review, February, 2006
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Three Stonecutters were asked:
What are you doing?
What are You Building?
May 077 Copyright2007 Poppendieck.LLCMay 077
Im cutting stones!
Im earning a living.Im building a cathedral.
Respect People
Move responsibility and
decision-making to the
lowest possible level.
The Litmus Test:When workers are
annoyed by their job
Do they complain,ignore it, or fix it?
May 078 Copyright2007 Poppendieck.LLC
Stone Cutters or Cathedral Builders?
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Leadership
Three Models of Leadership
Old Dictator Style: Do it my way
1980s Empowerment Style: Do it your way...
Lean Style: Follow meand lets figure this out together
The leaders job at Toyota
First, get each person to take initiativeto solve problems and improve his or her job.
Second, ensure that each personsjob is aligned to provide value forthe customer and prosperity for thecompany
May 079 Copyright2007 Poppendieck.LLC
John Shook
What is Value?
Brilliant Products
Embody a Deep Understanding of:
The job that customersneed done
The right technologyto do that job
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UnderstandsThe Business
UnderstandsThe Technology
Mind Meld
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Who Decides?
Behind every great product is a person with:
Great empathy for the customer Insight into what is technically possible
The ability to see what is essentialand what is incidental
Priority by Committee Everyone gets a vote
No one is responsible for the outcome
May 0711 Copyright2007 Poppendieck.LLC
Marketing by Checklist We want whatever the competition has
The best way to get a me-too product
Product Champion
May 0712 Copyright2007 Poppendieck.LLC
Example: Chief Engineer at Toyota
Responsible for Business Success
Develops Deep Customer Understanding
Develops the Product Concept
Creates The High Level System Design
Sets the Schedule
Understands what customers will value
and conveys this to the engineers makingday-to-day tradeoffs
Arbitrates trade-offs when necessary
Defends the Vision
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Marketing Leader
Product Road Map
May 0713 Copyright2007 Poppendieck.LLC
Release Planning
Ballpark estimatesMinimum useful feature sets
Highest priority / greatest risk first
Technical Leader
Architectural Vision
The Role of Systems Design (Architecture):
Provide a foundation for growth
Create a common infrastructure
Enable incremental development
Minimize dependencies
Modularize potential change
Create space for teams to innovate
Design, code and test are different aspects ofthe same job and must be done concurrently
Leave room for the future
The architecture willevolve over time
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Leadership Roles
Functional LeaderFunctional LeaderExpertise
Standards
Staffing
Career Paths
Team LeaderTeam LeaderJob InstructionKnows how to do the job
Methods Improvement
No Problem is a problemJob AlignmentProvide value for customers
& prosperity for the company
Marketing LeaderMarketing LeaderBusiness Responsibility
Customer Understanding
Release Planning
Tradeoffs
Technical LeaderTechnical LeaderSystem Architecture
At a high level
Work daily with those
developing the detailsTechnical Guidance Integration
Tradeoffs
May 0715 Copyright2007 Poppendieck.LLC
Horizontal Versus Vertical
Lean management places the horizontal
flow of value in the foreground.
Lean managers think horizontally.
However
Functions are still strong (or even stronger):
Repositories of deep technical knowledgeHome base for employees
Guardians of career paths
May 0716 Copyright2007 Poppendieck.LLC
James Womack
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The Matrix Problem
How do functions avoid the dreaded
two boss problem?
By negotiations between the value stream leader
and the function head about what is needed
from the function to support the product.
The employee has only one boss:
the function head.
May 0717 Copyright2007 Poppendieck.LLC
James Womack
Think Products, not Projects
ProjectsProjectsUp-front fundingScope fixed at onset
Success = cost/schedule/scope
Team often disbands at completion
ProductsProductsIncremental funding
Scope expected to evolve
Success = profit/market share
Team often stays with product
May 0718 Copyright2007 Poppendieck.LLC
Start of Project
Completion
Maintenance
ConceptFeasibility
Internal Release
Alpha Release
Beta Release
First Production Release
Major Release
Dot upgrade
Batch FundingBatch Funding
Batch ThinkingBatch Thinking
System ThinkingSystem Thinking
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What is a Team?
A team is a group of people who have committed to each
other to work together to achieve a common purpose.
A group of people who sum up their individual efforts to
meet a goal may be a work group, but they arent a team.
May 0719 Copyright2007 Poppendieck.LLC
Directed
Self-Directing
Self-Directing Work
Directed
Self-Directing
May 0720 Copyright2007 Poppendieck.LLC
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TestsPassedChecked Out
To Do
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Reliable Commitment
Is the team committed?Is the team committed?
Small team
Short timeframe
Well-defined goal
Used to working together
Necessary skills
Clear priorities
Basic disciplines
Proper leadershipCommitment of all to work
together to achieve the goal
If commitments are not met:If commitments are not met:
Is it a team or a work group?
Are tasks assigned orself-selected?
Is the team expectedto meetits commitments?
Who gets Partial Credit?Who gets Partial Credit?
May 0721 Copyright2007 Poppendieck.LLC
Software:
The Brains of a System
Consider the Truck-Driving Problem:Program a computer to drive a truck across Americaunattended, on existing roads, in normal traffic.
This is not a one-pass problem.It will be solved one module at a time over many years.
Nor is it a software problem.Dont even think about the problem without the truck.
In software development We try to solve too many truck driving problems
All at onceWithout access to the truck!
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I wonder what
I should donext?
Software DevelopmentSoftware DevelopmentFinding ways to turn over more and more of what we know to computers so
that we have more space left in our minds to discover more interesting things.
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Systems Thinking
Appreciate the SystemAppreciate the System
Build a complete product
Not just Software
Look at the whole picture
Across the Value Stream
For the Entire Lifecycle
Software is rather useless
all by itself
Software is embedded
In hardware
In a process
In an activity
May 0723 Copyright2007 Poppendieck.LLC
Dev Production
Saving money in development at the expenseof productionmakes no sense.
Software is going to be around for a LONG time.
May 0724 Copyright2006 Poppendieck.LLC
Case Study:
Zara (Inditex)
Zara: Womens fashion clothingDesign-to-Store in 2 weeks.
Twice-weekly orders.
Delivers globally 2 days after order
On hangers, priced, ready to sell
Shipping prices are not optimized!
Manufactures in small lots
Mostly at co-ops in Western Spain
At Western European labor rates
Inditex: 5 billion (70% Zara)~50 IT people develop applications
Fundamentals: IT is an aid to judgment,
not a substitute for it. Store managers decide on orders.
Designers talk to store managers.
Alignment is pervasive.
Business & technology people
really understand each other. Technology initiatives begin from
within. Business goals alwaysshape the use of technology.
Computerization is standardized andtargeted. The process is the focus.
This is Systems Thinking.This is Systems Thinking.
RESULTS Zara Industry
New Items introduced / year 11,000 3,000
Items sold at full price 85% 60-70%
Unsold Items
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Alignment
In order for organizations to perform brilliantly,
there are two prerequisites:*
First, everyone has to agree on what they want,
Second everyone has to agree on cause and effect.
May 0725 Copyright2007 Poppendieck.LLC
*The Tools of Cooperation and Change, by ClaytonChristensen and others, Harvard Business Review, Oct 2006
Does everyone onDoes everyone onthe managementthe managementteam speak theteam speak thesame language?same language?
May 0726 Copyright2006 Poppendieck.LLC
Cost Cutting
Drive cost out of each
department
Easy
Can easily interfere with
overall waste reduction
Example
Eliminate waste between
departments
Difficult
May not result in the
lowest department costs
Dev Production
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Financial Perspectives
Balance Sheet Thinking
What is the break-upvalue of the company?
I look at the bottomline. It tells me whatto do. Roger B. Smith
This metric guided GMinto the most catastrophic lossof market share in business history.*
Delay doesnt matter
Just-in-case is wise Work-in-process has value
Queues support better decisions
Cash Flow Thinking
How long does it take toconvert capital into cash?
The value of any stock,bond, or business today
is determined by the cashinflows and outflows
Berkshire Hathaway AnnualReport, 1992 (Warren Buffett)
Delay creates waste
Just-in-time is wiserWork-in-process is waste
Queues gum up the worksand slow things down
May 0727 Copyright2007 Poppendieck.LLC
*Conquering Complexity in your Business,by Michael George & Stephen Wilson, p 53
Conformance to Plan
A Plan is a Commitment
Predictability comes from
conformance to plan.
The plan is always right,
even though it was made
when we had the least
information.
Planning is indispensable,
but plans are useless.
The most predictable
performance comes from
maintaining options until
we have the most
information.
May 0728 Copyright2007 Poppendieck.LLC* Dwight Eisenhower
*
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Utilization
We need full utilization of
expensive resources.
It is impossible to have
intact teams because this
decreases utilization.
Large queues of work help
keep everyone busy.
It is impossible to move
rapidly without slack.
Intact teams increase
overall productivity by
preserving team learning.
Batch and queue mentality
is the biggest detriment to
system-wide performance.
May 0729 Copyright2007 Poppendieck.LLC
Work Standards
The purpose of standards is
to make it possible for any
one to do any job.
Standards are initiated by
process groups.
Written standards are to be
followed, not changed.
The purpose of standards is
to provide a baseline for the
team to change.
If you believe that standards
are writ in stone, you will fail.
You have to believe that
standards are there to be
changed.*
May 0730 Copyright2007 Poppendieck.LLC* Yoshio Shima, Director, Toyoda Machine Works
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Accountability
May 0731 Copyright2007 Poppendieck.LLC
Span of Influence
Hold people accountable for
what they can influence
Measure at the team level
Fosters collaboration
Example
The team includes technical and
business people, and the whole
team assumes responsibility for
business success
Span of Control
Hold people accountable for
what they cancontrol
Measure at the individual level
Fosters competition
Example
The development team should be
responsible fortechnical success
The product manager should be
responsible forbusiness success
There is no such thing
as Technical SuccessKent Beck, XP 2004
Measure UP
Decomposition You get what you measure
You cant measure everything
Stuff falls between the cracks
You add more measurements
You get local sub-optimization
Example Measure Cost, Schedule, & Scope
Quality & Customer Satisfactionfall between the cracks
Measure these too!
Aggregation You get what you measure
You cant measure everything
Stuff falls between the cracks
You measure UP one level
You get global optimization
Example Measure Cost, Schedule, & Scope
Quality & Customer Satisfactionfall between the cracks
Measure Business CaseRealization instead!
May 0732 Copyright2007 Poppendieck.LLC
From to ! From to !
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May 0733 Copyright2006 Poppendieck.LLC
Three System Measurements
Average Cycle TimeAverage Cycle Time From Product Concept
To First Releaseor
From Feature Request
To Feature Deploymentor
From Defect
To Patch
The Business CaseThe Business Case P&L or
ROI or
Goal of theInvestment
Customer SatisfactionCustomer Satisfaction A measure of
sustainability
l e a nsoftware development
www.poppendieck.comMary [email protected]@poppendieck.com
Thank You!
More Information: www.poppendieck.com