continuous improvement from the trenches - sydney - tal & cba - 18-11-2015
TRANSCRIPT
ContinuousImprovement from the trenches
rmckergowRyan McKergow
think sharprmckergowRyan McKergow |
Improving is hard
think sharprmckergowRyan McKergow |
Change is emotionalM
oral
e
Shock
Denial
Time
Frustration
Depression
Experiment
Decision
Integration
The Kübler-Ross change curve
think sharprmckergowRyan McKergow |
What change really looks like
Refer to this blog by @pawelbrodzinski: http://bit.ly/why-we-fail-to-change
Perfo
rman
ce
Time
Start AgileTransformation
think sharprmckergowRyan McKergow |
What inevitably happens..Pe
rform
anc
e
Time
Start AgileTransformation
Change agent fired
Refer to this blog by @pawelbrodzinski: http://bit.ly/why-we-fail-to-change
think sharprmckergowRyan McKergow |
Kaizen vs Kaikaku
Kaizen: Japanese word for “incremental change”
or “continuous improvement”
Kaikaku:Japanese word for “radical change”
think sharprmckergowRyan McKergow |
Kaizen vs KaikakuPe
rform
anc
e
Time
Start AgileTransformation
Refer to this blog by @pawelbrodzinski: http://bit.ly/why-we-fail-to-change
think sharprmckergowRyan McKergow |
Kaizen“One of the most notable features of Kaizen is that big results come from many small changes accumulated over time. However, this has been misunderstood to mean that Kaizen equals small changes. In fact, Kaizen means everyone is involved in making improvements. While the majority of changes may be small, the greatest impact may be Kaizens that are led by senior management as transformational projects, or by cross-functional teams as Kaizen events.” Kaizen.com
think sharprmckergowRyan McKergow |
Continuous improvement is everyone’s responsibility
think sharprmckergowRyan McKergow |
Continuous Improvement Techniques
5
from the trenches
think sharp
1. Retrospectives
think sharprmckergowRyan McKergow |
Retrospectives
“Retrospectives are special meetings
where a team regularly steps back,
examines the way they work, and
identifies ways they can improve.” Ester Derby
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Retrospectives
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Retros :: Top 5 Agile Techniques
DAILY STANDUPS
SHORTITERATIONS
PRIORITISEDBACKLOGS
ITERATIONPLANNING
RETROS
Refer to State of Agile Survey 2014: http://bit.ly/state-of-agile-survey
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The most important Agile team practice?
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The reason = Continuous Improvement
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Retrospectives @ UniSuper
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How to setup Retrospectives• Agree with your team you want to improve
now• Nominate a facilitator for each Retro who
will:• Prepare (format, book a large room, sharpies, post it notes)
• Facilitate the Retro (explaining the format, give instructions)
• Write up actions and follow them up• Hold them regularly and consistently
think sharp
2. Lean Coffee
think sharprmckergowRyan McKergow |
How does it work?
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Lean Coffee @ UniSuper
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Lean Coffee @ UniSuper
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How to setup Lean Coffee• Find the following:
– People who are interested– Venue that works for the group– Frequency that works for the group
• Limit the amount of people (~8 works well for us)
• Nominate a facilitator each time• Keep track of actions
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Idea for a Lean Coffee hack
Refer to this blog by @jasonlittle: http://bit.ly/lean-coffee-hack
think sharp
3. Team 1:1s
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Team 1:1s @ REA Group
think sharprmckergowRyan McKergow |
Team 1:1s @ REA GroupLeon Ryan Princy Vinh Miles
Leon 2pm 15/9 2pm 17/9
Ryan 3pm 14/9 10am 9/9 11am 10/9
Princy
Vinh 10am 12/9
Miles
think sharprmckergowRyan McKergow |
Team 1:1s @ REA Group
think sharprmckergowRyan McKergow |
My feedback
“Be careful not to be dismissive of non-Agile
approaches, particularly dismissive to
people. Gain an understanding of what are
the pros & cons of all approaches and where
each is appropriate.”
(Vinh – Business Analyst)
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My feedback
“Learn to stand up for yourself more when
you have a strong opinion, especially when
working with strong personalities.”
(Leon – Developer)
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How to set up teams 1:1s
• Find people who are interested• Be proactive in scheduling them• Put thought into your feedback• Push past the awkwardness• Remember to say thank you
think sharprmckergowRyan McKergow |
Remember this…Leon Ryan Princy Vinh Miles
Leon 2pm 15/9 2pm 17/9
Ryan 3pm 14/9 10am 9/9 11am 10/9
Princy
Vinh 10am 12/9
Miles
think sharprmckergowRyan McKergow |
How to set up teams 1:1s
• Find people who are interested• Be proactive in scheduling them• Put thought into your feedback• Push past the awkwardness• Remember to say thank you
think sharp
4. GuildsAlso known as Communities of Practice
think sharprmckergowRyan McKergow |
Guilds
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Presenters Guild @ Elabor8
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Presenters Guild @ Elabor8
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How to setup a Guild
• Find the people who share a common passion
• Work out what works best for the Guild– Chatting on Slack / Yammer / Skype– Regular catch ups (i.e. Lean Coffee)– Practice your skill set together
• At least 1 person needs to drive the Guild (at least initially)
think sharp
5. Brown BagsAlso known as Lunch & Learns
think sharprmckergowRyan McKergow |
Brown Bags @ UniSuper
think sharprmckergowRyan McKergow |
Brown Bags @ UniSuper
think sharprmckergowRyan McKergow |
Brown Bags @ UniSuper
think sharprmckergowRyan McKergow |
Brown Bags @ Elabor8
think sharprmckergowRyan McKergow |
Brown Bags @ Elabor8
think sharprmckergowRyan McKergow |
How to setup Brown BagsGaining buy in / support:1. Get support from your team /
leadership2. Look for alignment with leadership’s
goals3. Identify support from withinHow to build excitement:4. Start with a topical talk5. Keep promoting the Brown Bags6. Mix the topics to keep everyone
interested
think sharprmckergowRyan McKergow |
How to setup Brown BagsHow to maintain momentum:7. Trade with other organisations to get
speakers8. Select topics that challenge the
organisation – get them thinking about the future
Just remember…9. It’s about helping others, it’s not about
you
think sharp
Continuous Improvement Techniques 5
from the trenches
1. Retrospectives2. Lean Coffee3. Team 1:1s4. Guilds5. Brown Bags
think sharprmckergowRyan McKergow |
Remember: Continuous improvement is everyone’s responsibility
think sharprmckergowRyan McKergow |
Image references1. Chris Chan blog, (2015). The Improvement Paradox - Too Busy To Improve?. [online] Available at:
http://c2reflexions.com/2015/08/05/the-improvement-paradox-too-busy-to-improve/ [Accessed 23 Aug. 2015].
2. Ricardounr.files.wordpress.com, (2015). The Kubler-Ross Change Curve. [online] Available at: https://ricardounr.files.wordpress.com/2014/06/change-curve.png [Accessed 23 Aug. 2015].
3. Brodzinski, P. (2015). Why We Fail to Change. [online] Brodzinski.com. Available at: http://brodzinski.com/2015/02/why-we-fail-to-change.html [Accessed 23 Aug. 2015].
4. Info.versionone.com, (2015). The 9th Annual State of Agile™ Survey. [online] Available at: http://info.versionone.com/state-of-agile-development-survey-ninth.html [Accessed 28 Aug. 2015].
5. Furnell, J. (2010). Facilitating Collaborative Design Workshops - a step by step guide for rapidly creating a shared vision for execution. [online] the architecture of everything. Available at: https://jasonfurnell.wordpress.com/2010/12/01/facilitating-collaborative-design-workshops-a-step-by-step-guide-for-rapidly-creating-a-shared-vision-for-execution/ [Accessed 23 Aug. 2015].
6. Little, J. (2015). Hacking a Conservative Organization with Lean Coffee | Lean Change Management. [online] Leanchange.org. Available at: http://leanchange.org/2012/11/hacking-a-conservative-organization-with-lean-coffee/ [Accessed 28 Aug. 2015].
7. Imagingigloo.com, (2015). One on ones. [online] Available at: http://imagingigloo.com/wp-content/uploads/2014/11/one-on-one-meeting.png [Accessed 11 Aug. 2015].
8. Spotifylabscom.files.wordpress.com, (2015). [online] Available at: https://spotifylabscom.files.wordpress.com/2014/03/spotify-engineering-culture-part1.jpeg [Accessed 11 Aug. 2015].