1. LeanIs About PeopleBECOMINGLEAN-agile copyright 2011. Net Objectives, Inc.

2. Lean for ExecutivesProduct PortfolioManagement BusinessASSESSMENTS CONSULTING T RAININGCOACHINGLeanEnterprise Manage TeammentKanban / Scrum Lean ManagementATDD / TDD / Design Patterns Project Management 3. 60s: Software Crisis 70s: Software Eng/Waterfall80s: PCs 80s: 4th Gen Language90s: Internet 90s: Rigorous Process / Y2K00s: Agile methods 4. Different PerspectivesPeople Process 5. Different Perspectives 6. Different Perspectives 7. Structures Help People 8. Outcomes The Nature of People Taiichi Ohno and People The bias of the Machine that Changed the World How Lean Supports People 9. which part of theairplane FLIES? 10. ValuesSocialMotivationNeeds PeoplePsychologyThink-Create-Education Work 11. MINDSET 12. Different PerspectivesStake- holdersyees Emplo- 13. Different Perspectives 14. Nature of People - Values1. Values Honesty Fairness2. Motivation Quality3. Psychology4. Education5. Think-Create-Work6. Needs7. Social thinkingpoints 15. Nature of People - Motivation1. Values Intrinsic Service to others2. Motivation3. Psychology4. Education5. Think-Create-Work6. Needs7. Socialthinking points 16. REALITIES 17. Nature of People - Psychology1. Values We like to feel in control We like to be right2. Motivation Fear of unknown3. Psychology Uncomfortable with too much change Tend to fall back into old habits4. Education5. Think-Create-Work6. Needs7. Socialthinking points 18. T E L L I N G P E O P L E J U S T D O I T JU S T D O E S N T D O I T 19. Too much change brings stressWhy not start where you are? 20. Rate of Change Massive change without understanding Fight or Flight Need a burning platform Not sustainable Go back to old habits Small change - continuous improvement 21. Nature of People - Education1. Values How do people best learn? Incrementally2. Motivation With real experience3. Psychology4. Education5. Think-Create-Work6. Needs7. Social thinkingpoints 22. Commonunderstanding helps create collaborative action 23. Theory by itself is useless.Experience by itself is expensiveEdwards Deming theory learningapplication Theory by itself teaches nothing.Application by itself teaches nothing.Learning is the result of dynamic interplay between the two.Peter Scholtes 24. The World We Live In Simple Chaotic Complicated Complex 25. different kinds of predictability Micro-dontknow the colorMacro-more money is staying than leaving 26. Next time youare in asituationwhere youhave nocontrolsee if you canmake it worse! 27. PDCA is original adaptivesystem But its based on white-box (explicit) models 28. NEW PERSPECTIVES 29. Context of Lean Origins Circa late 40s early 50s Toyota could not compete on basis of Technology Marketplace Volume Had to compete based on people getting better 30. The basis of the Toyota production system isthe absolute elimination of waste. The twopillars needed to support the system are: just-in-time autonomationIt is easy to misunderstandand think Lean is about thisresult. It is actually systemsthinking applied to educatingand supporting the workersto move toward this result. 31. Lean ScienceMuda (waste) is caused by muri(overburdened workers) which is causedby mura (unevenness of flow).Essentially, use pull and WIP limits to haveworkers work at right levels & eliminate waste. 32. at some pointPhysics was no longerNewtonsNew methods are evolving 33. Product Portfolio ManagementKanbanLean-Flow Across Teams 34. Lean science makesLean management possible 35. Lean ManagementThe role of management is to create anenvironment for the workers to thriveand to delight customersManagement as leadershipThis requires attention to:Context within which work takes placePsychology of people 36. Leadership Self-organizing teamsProduct ManagementQuality practicesHolistic view All teams are different Proper Focus Proper Workload 37. Nature of People Think-Create-Work1. Values Diversity improves creation Structure aids creativity2. Motivation3. Psychology4. Education5. Think-Create-Work6. Needs7. Socialthinking points 38. Diversity Is Key A complex problem, like discovering ways to delight clients, is best solved by a cognitively diverse group of people that is given responsibility for solving the problem, self-organizes, and works together to solve it.The Leaders Guide to Radical Management Steve Denning 39. DoesSelf-organizing teammeando what you want? No 40. Must Attend to Laws 41. Feedback Is Good 42. REFLECTIONS 43. Nature of People - Needs1. Values Feeling of self-worth Acknowledgement2. Motivation Sense of service3. Psychology Financial4. Education5. Think-Create-Work6. Needs7. Socialthinking points 44. Self-Organization Works &Also Supports Peoples Needs Feeling of self-worth Acknowledgement Sense of service 45. Needs of People - Financial Demings Point # 1Create constancy of purpose toward improvement ofproduct and service, with the aim to becomecompetitive and to stay in business and to providejobs. The goal is not to become more productive so you can fire people. It is to create more value with the people you have. 46. Nature of People - Social1. Values Tribal Organize in groups2. Motivation How do groups relate3. Psychology How to relate to other individuals Peers4. Education Managers / leaders5. Think-Create-Work Mentees6. Needs7. Socialthinking points 47. Just because Kanban can enable you towork without teams doesnt mean youshould Use Kanban to create teams when theydont exist 48. NeedsSocialPsychologyMotivationPeople Values Think- Education Create-Work 49. Questions to Ask?Are you fighting or flowing withhuman natureAre you using people as tools?or are you helping them to solveproblems? 50. Values of the Lean Software& Systems Consortium Accept the human condition Accept that complexity and uncertainty are natural to knowledge work Achieve better economic outcomes Achieve better sociological outcomes Seek, embrace and question valuable ideas from all disciplines Enhance the speed and depth of positive change through a value-based community 51. Thank You!ASSESSMENTSCONSULTING T RAINING COACHINGRegister at www.netobjectives.com/register to access many webinarsContact me at alshall@netobjectives.com @alshallowayalshall@netobjectives.comLean Agile Project Management Stockholm 3-4/11Ill be at LESS 2011 Stockholm, 30/10-2/11 copyright 2010 Net Objectives Inc.