Amp up your agile tac 2017
- 1. Amp up your Agile implementation in complex environments with Systems Thinking @martinaziz@fer_cuenca Fernando A. Cuenca Martin Aziz fernando.a.cuenca@gmail.com martinaziz@gmail.com Toronto Agile Conference 2017
- 2. A company responding to the environment The Company Customers
- 3. Complexity of Problem Considering the problem domain Causal Loop Part 1
- 4. Dedicated ScrumMasters Dedicated Product Owners Cross- functional, small teams Agile Pattern Part 3 Introducing Decentralized Control & Capacity Management The Company
- 5. Complexity brings scale Number of Teams+ Complexity of Problem Causal Loop Part 2 +
- 6. Customer Recognizable Features, Fitness for Purpose and Lead Time The Company Customers Product Owners
- 7. Tribal Identifies, Inwards-looking local optimization The Company
- 8. Teams and the local agenda Number of Teams Tribal Behaviour + Local Improvement Effort Complexity of Problem + + Causal Loop Part 3
- 9. Where is my stuff? What am I going to get at the end? Why does it take this long? Seems to work for me…. 6 End to End Measurement for Fitness The Company
- 10. How does this impact Lead Time and Fitness for Customer Purpose? Lead Time Fit for Purpose - Number of Teams Tribal Behaviour + Local Improvement Effort Complexity of Problem + + ? Causal Loop Part 4 t
- 11. Comes from different sources Comes in different types, requiring different processing It has different frequencies of arrival It has different levels of urgency, Importance, and cost of delay It has different perceived value Cost of Delay and Heterogeneous demand The Company
- 12. Senior Stakeholder Customer Commitment Push Queue Commitment, Push and overburdening The Company
- 13. Potential for overburdening Number of Teams Tribal Behavio ur + Local Improvement Effort Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point Overburdening Complexity of Problem + + + + Causal Loop Part 5
- 14. Delivery “chains” Shared team members Internal “shared services” Person with very specialized skills “floating” around teams “External” team members White Spaces The Company
- 15. The impact of Teams & Overburdening on Flow Efficiency Number of Teams Tribal Behavio ur + + Flow Efficiency - Local Improvement Effort Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point Overburdening + Complexity of Problem Coordination effort + White Space + + + - - Causal Loop Part 6 Wait Wait Wait WaitWork Work Work Work Flow Efficiency = work time work time + wait time x 100%
- 16. Decomposition and Batch Sizes The Company
- 17. Some stay the same Some are re- aggregated and batchedSome describe business functionality Some are purely technical tasks Some have internal dependencies Some are sent to other team’s backlogs 11 Recognizability and Transaction Costs The Company
- 18. The impact of batch size on lead time Number of Teams Tribal Behaviour + + Flow Efficiency - Local Improvement Effort Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point Overburdening + Complexity of Problem Coordination effort + White Space + + + - - Batch Size + + Transaction Cost + Causal Loop Part 7
- 20. Decomposition and Customer Recognizability, the final links Number of Teams Tribal Behaviour + + Decomposition + Customer Recognizability Flow Efficiency - Batch Size Local Improvement Effort + + Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point + Overburdening - + Complexity of Problem Coordination effort + White Space + - - + + + + + + - + Transaction Cost - Causal Loop Part 8
- 21. Sense & Promise Push Stories Scrum Team Scrum Team XP Team Story Accumulation FeaturesIdeas Kanban Team Customers Delivery Customers Doing White spaces between teams sources of greatest delays. Stories hard to recognize by customers or actors on the left end of the flow. Unconstrained demand Early Commitment without connection to capability Key challenges of the systemThe System
- 22. Constraining the work Number of Teams Tribal Behaviour + + Decomposition + Customer Recognizability Flow Efficiency - Batch Size Local Improvement Effort + + Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point + Overburdening - + Complexity of Problem Coordination effort + White Space + - - + + + + + + - + Transaction Cost - Constraints - - Breaking the loop
- 23. Making commitments explicit Number of Teams Tribal Behaviour + + Decomposition + Customer Recognizability Flow Efficiency - Batch Size Local Improvement Effort + + Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point + Overburdening - + Complexity of Problem Coordination effort + White Space + - - + + + + + - + Transaction Cost - Constraints - - Explicit Commitment - Breaking the loop
- 24. Know your delivery capability and implement Pull Number of Teams Tribal Behaviour + + Decomposition + Customer Recognizability Flow Efficiency - Batch Size Local Improvement Effort + + Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point + Overburdening - + Complexity of Problem Coordination effort + White Space + - - + + + + + - + Transaction Cost - Constraints - - Explicit Commitment - Pull Policies Measurement - - Breaking the loop
- 25. See your world as a service to a customer. Maintain customer recognizability at all times. Number of Teams Tribal Behaviour + + Decomposition + Customer Recognizability Flow Efficiency - Batch Size Local Improvement Effort + + Lead Time Fit for Purpose - Implicitness of Commitment Point Distance between Teams & Commitment Point + Overburdening - + Complexity of Problem Coordination effort + White Space + - - + + + + + - + Transaction Cost - Constraints - - Explicit Commitment - Pull Policies Measurement - - Service Orientation + Breaking the loop
- 26. Flow – getting to a system that is in control Sense Pull Features Features Do Next Ideas CustomersDelivery Customers Features Do Features Good Constrained delivery pipeline Upstream Downstream Progress Customer Recognizable Delivery Improvements aligned to optimize for value delivery Work is pulled into delivery pipe automatically as capacity becomes available. Push is avoided to prevent overburdening. A new system
- 27. 0. Understand the purpose of the System and identify Services 1. Understand Sources of Dissatisfaction 2. Analyze Demand and Capability 3. Model the Knowledge Discovery Knowledge 4. Discover Classes of Service 5 . Design Kanban Systems 6. Roll-out One way to get there: STATIK the Systems Thinking Approach to Introducing Kanban A new system 1. Who are my customers? 2. What do they expect? 3. How do I meet those expectations?
- 28. Kanban at the System Level A new system Service 1 Service 2 Service 3 Discovery (N) Construction (N) Deployment (N) Commitment Points Upstream Flow Downstream Flows Constraints to enable PULL Validation (N) Different visualization fidelity
- 29. Learning More Some resources that have influenced us Antifragile: Things That Gain from Disorder Nassim Nicholas Taleb Kanban from the Inside Mike Burrows The Principles of Product Development Flow Donald G. Reinersten Lessons in Agile Management: On the Road to Kanban David J. Anderson Goal: A Process of Continuous Improvement Eli Goldratt Management 3.0 Jurgen Appelo Toyota KATA Mike Rother Actionable Agile Metrics for Predictability Daniel S. Vacanti
- 30. Learning More Some people that have influenced us David J. Anderson (LKU, Kanban) leankanban.com/blog Alexei Zheglov (Kanban) connected-knowledge.com Patrick Steyaert (Flow) www.okaloa.com Chris Chapman (#SystemsThinkingTO) @DerailleurAgile Esther Derby (Agile Management) www.estherderby.com/category /insights Dave Snowden (Cynefin) cognitive-edge.com/blog
- 31. About us How to reach us to keep the conversation going