Economically Sensible Scrum -- Scrum Gathering New Orleans 2014
Quality, Value and Innovation - Scrum gathering india 2013
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Lean Value Innovative Management ® ™ Value, Quality and Innovation Masa K Maeda, PhD [email protected] @masakmaeda www.valueinnova.com
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Scrum and Kanban are great but still, more can be done. This is a presentation at "Ri" level (fro Shu-Ha-Ri) on how systems thinking and innovation can be used to boost what we can achieve with Scrum and Kanban.
Transcript of Quality, Value and Innovation - Scrum gathering india 2013
L e a n V a l u e I n n o v a t i v e M a n a g e m e n t
®
™
Value, Quality and Innovation
Masa K Maeda, [email protected] @masakmaeda
www.va lue innova.com
Masa K Maeda, PhD
Creator of Lean Value Innovation™ Senior consultant, Cutter Consortium in Boston, USATeach Value Innovation at Universidad of California at Berkeley Extension. California, USAContributor to de creation of the Lean Kanban University (Valueinnova was a founding Charter Member) Most influential person bringing Lean Agile to Spain and Latin AmericaHas provided services to enterprises and professionals from Fortune 100 to startups in 12 countries in the American, European, Asian, and African continents
CEO & founder, Valueinnova® LLC, in Silicon Valley, USA
R&D at Apple Inc. in Cupertino, USAAssociate at David Anderson & Associates, USATranslated David Anderson’s book on Kanban into SpanishFounding team member at 4 successful startups in Sil icon Valley, USAR&D at Justsystems Inc., the best Japanese software company, Japan
Previously
Masa l ives in Si l icon Val ley, USA
Failed26%
Succeeded13%
Challenged61%
Agile Projects
Standish Chaos Report 2012
Non-Agile Projects
Failed9%
Succeeded42%
Challenged49%
Some benefits with Kanban
3.7%
26.8%
34.1%
31.7%
1.2%2.4%
Quality
© 2010Cutter Consortium: Masa K Maeda
4.8%
24.1%
42.2%
25.3%
2.4%1.2%
9.6%
28.9%
20.5%
33.7%
4.8%
2.4%
Customersatisfaction Productivity
Very highHigh
Somewhat high
No differenceSomewhat lowLow
We can do
even better
than this!
ConstraintsQuality
Value
Jim Highsmith’s Agile Triangle
Why is this important?
Systems Thinking
©Eric Joisel
Systems Thinking
WHAT does that have to do with:
Jim Highsmith’s Agile Triangle
?Quality Constraints
Value
WHAT is
Value?
Value is the tangible or
intangiblebenefit obtained
Valuecomes
in different ways
and
is mult idimensional
It i s hard to determine
what the
real valueto the customer is
Howdo we determine
the
real value?
Systems Thinking
WHAT is
Quality?
Quality
is the successful deliveryof the expected Value
Quality
is NOT an add-on
Q
Quality
is an intrinsic property of the product/service created
Why is this important?
To make customers
really happy!
To gain
competitive advantage!
If we successfully Design, Generate and Deliver
thecustomizewindows.com
value
Then we increase competitive advantage
How do we increase
competit ive advantage?
Framy
Innovation towards
value to the Customer
increases
competit ive advantage
iVDO Kewl Motion
Innovation towards
value to the Enterprise
increases
competit ive advantage
Lean Agile Prism
Value to customerand to enterprise
ConstraintsInnovation
Quality
© Masa K Maeda
Naturalresources
basedEconomy
Innovationbased
Economy
Investmentbased
Economy
Ref: Michael Porter
PPro
du
ctiv
ity
Competitive Advantage
Ubiquitous Innovation
Improvements
SolutionsMetasolutions
Levels of innovation
Achievecontinuous
improvement
...andstick to it!
Simplicitymeans the achievement
of maximum effect
with minimum means— Koichi Kawana
E=mc2
To Do Doing Done
To Do Doing (6) Done
To Do Design (3) Dev/test (6) UAT (5) Done
Team 1
Team 2
Urgent
To Do Design (3) Dev/test (6) UAT (5) Done
Team 1
Team 2
Urgent
To Do Design (3)Design (3) Dev/test (6)Dev/test (6) UAT (5)UAT (5) DoneDoing Done Doing Done Doing Done
Team 1
Team 2
Urgent
Case: Telecom
Before Improvements within
Modus operandi Ad hoc task assignment Pull system
MotivationPositive attitudeSome employees with low motivation
Positive attitudeProactive
Additional benefits None
An important deficiency in the service from providers was detected and operational improvements were implemented
Initial improvements
0
2
4
6
8
10
4 9
Before
Month 1
Internal comm &comm w/providers
0
2
4
6
8
10
48
Before
Month 2
Comm w/customers
0%
20%
40%
60%
80%
100%
86% 99%
Before
Month 3
On-time delivery
0
10
20
30
40
50
45
35Before
Month 3
Work hours / week
Before Further improvements
None
Customer satisfaction: HighThe largest customer (Telefonica) started transferring contracts from other, larger providers to GetecsaGetecsa’s workload almost doubles yet still delivers 99% on time without extra work hours and no extra staff
NoneMost of Getecsa consultants are also contracted by customers to be service managers
None Telefonica starts transferring project leadership responsibilities to Getecsa
NoneGetecsa’s staff, using their slack hours figure out, design and develop a new cloud service, becoming Getecsa’s new offering
None18 months after starting its transformation Getecsa opens offices in another country
Additional benefits
A better way of
building Cities
to learn Scrum
Alexey Krivitsky’s Lego City
Masa Maeda’sPaper City
