retrospective on steroids håkan forss - goto conferencefocus process continuous integration process...

Retrospective on steroids

Håkan Forss

Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

Retrospective on steroids


Suggestions points in many direction


Improvement Whack-a-Mole


Håkan ForssAgile Coach

@hakanforss

© King.com Ltd 2015 – Commercially confidential

We make great games

About King

• We have developed more than 200 fun titles and offer games in over 200 countries and regions around the world.

• 340 million average monthly unique users (Q2 2015).• Studios in Stockholm, London,

Barcelona, Bucharest, Malmo,

Berlin, Singapore and Seattle.

• Offices in San Francisco,

Malta, Tokyo, Seoul and

Shanghai.


Some stats and factsAbout King

1500Em

ploy

ees

(app

rox)

Four global franchises:

Founded in 2003, studios in Stockholm, London, Barcelona,

Malmo, Bucharest, Berlin, Singapore and Seattle.

Global leader in cross-platform casual

games.Candy Crush Pet Rescue Farm Heroes Bubble Witch


Some stats and facts

1.000.000.000.000

Millions of players around the world.

Approximately 1.4 billion average daily game plays across our games

in Q2 ‘15

More than 1 trillion levels played!

• Games popular across platforms, and can be played anywhere, anytime on any device.

• 3 games in the top 10 grossing games on the Apple App Store and on Google Play in the US in Q2 ‘15 .

• Our Saga games allow players to switch platform without losing their progress.

About King


The evolution of King

About King

• Founded in 2003

• Originally games were only available through our site and portals including AOL and Yahoo!

Online skill Social Mobile

• Launched first game on Facebook in Q2 2011

• Launched first game on mobile H2 2012


Some of our games

About King

Lean/Agile CoachFlow SenseiThe PlumberToyota Kata Geek


I’m a huge LEGO fan!

DISCLAIMER

LEGO® is a trademark of the LEGO Group, which does not sponsor,

authorize or endorse this presentation.


What is a Kata?


What is a Kata?Synthesizing thought andbehavior in skillful action;

the metacognition of reflection in action

Ikujiro Nonaka - Managing Flow


Wax on, wax off


Create ”muscle memory”for continuous improvements


Planning Phase

Understand Direction

Grasp Current Condition

Executing Phase

Set the Next Target

Condition

Iterate toward Target

Condition

Repeat


Vision

Current Condition

Target Condition

Challenge

Target Condition

Target Condition

Target Condition


Vision: To boldly go where no brickhas been before!


Current Condition


Challenge: …We choose to go to the moon in this decade…


Target Condition


Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space CenterMission:AS11 Roll:44 Frame:6548

Target Condition


Leader coaching the learners


True Lean/Agile Leadership stype


A STORYNames and places has been changed to protect the quilt


Not so fastNot so motivated


FasterMotivated


POSITIVE- GREEN


NEGATIVE - RED


GREEN

GREEN

RED

RED

RealityM

easured


GREEN

GREEN

RED

RED

RealityM

easured

POSITIVE

NEGATIVE


GREEN

GREEN

RED

RED

RealityM

easuredFALSE POSITIVE

FALSE NEGATIVE



GREEN is really GREENRED is really RED The Vision



RED is really RED The Challenge


Focus process

Continuous Integration processChallenge

RED is really RED

Target ConditionAchieve by:

Actual Condition PDCA Cycle Records

Obstacle parking lot

???



We don’t really know!Grasp Current

Condition


Focus process


RED is really RED


Actual Condition70% RED that should

have been GREEN

PDCA Cycle Records


0%

20%

40%

60%

80%

100%


Obstacle 1Obstacle 2Obstacle 3Obstacle 4


Our next targetcondition is… Set the Next

Target Condition


Focus process


RED is really RED



have been GREEN

PDCA Cycle Records


0%

20%

40%

60%

80%

100%

Set the Next Target

Condition


Focus process


RED is really RED

Target ConditionAchieve by: in one month

40% RED that should have been GREEN


have been GREEN

PDCA Cycle Records


0%

20%

40%

60%

80%

100%

Set the Next Target

Condition


Target Condition40% that should have

been

Current Condition70% that should have

been


Condition


Obstacle 1Obstacle 2Obstacle 3Obstacle 4



been


been


Condition


Focus process


RED is really RED




have been GREEN

PDCA Cycle Records


0%

20%

40%

60%

80%

100%


Still not so fastMotivation is still low


Obstacle 1Obstacle 2

Too busy to improve!!

Obstacle 3Obstacle 4


Focus process


RED is really RED




have been GREEN

PDCA Cycle Records


0%

20%

40%

60%

80%

100%

Set the Next Target

Condition

MEET EVERY DAY



been


been


Condition


Focus process


RED is really RED




have been GREEN

PDCA Cycle Records


0%

20%

40%

60%

80%

100%

MEET AS SOON AS DONE

Set the Next Target

Condition



been


been


Condition


Focus process


RED is really RED




have been GREEN

PDCA Cycle Records


0%

20%

40%

60%

80%

100%

MEET AS SOON AS DONE


More improvementsMotivation is high


Smaller batches

Meet very often

Quick wins

Have fun!!


Rocks !!


Planning Phase



Executing Phase

Set the Next Target

Condition


Condition

Repeat


The Vision“A goal is not always meant to be reached, it often serves simply as something to aim at”

Bruce Lee



The Vision

Process focused, not outcome focused

It’s not a business or company vision



Toyota’s Vision for ItsProduction Operations

Zero defects

100 percent value added

One-piece flow, in sequence, on demand

Security for people



Software developmentVision example

Zero defects, in production

100 percent value added

Highest value first, on demand



Planning Phase



Executing Phase

Set the Next Target

Condition


Condition

Repeat


Get out of the corner officeGrasp Current

Condition


What to collect

Data and facts, not gut feel

Process description (Value Stream Map)

Process metrics

Outcome metrics



Process metrics•The period required to complete an item, or task from start to finish in one part of the process Cycle time

•The amount of items, or tasks currently in one process stepWork-In-Process

•The amount of items, or tasks currently in a queue in the processQueue size

•The duration of a process cycle, at what pace/cadence the process should run

Iteration length, Takttime

•The number of defects Defects

•The number of people operating the processTeam size



Outcome metrics• The time to complete an item, or task from start

of the process all the way to the end of the process

Lead-time

• The number of items, or tasks completed in a period of timeThroughput

• The quality of the product you produceQuality



Planning Phase



Executing Phase

Set the Next Target

Condition


Condition

Repeat


This is the nexttarget condition … Set the Next

Target Condition


Beyond the knowledge threshold Set the Next

Target Condition


Put a square peg in a round hole Set the Next

Target Condition


Setting a target condition

Hypothesis on the journeytowards the next Challenge and VisionBased on your business strategy and model for process improvementFollow the Goldilocks rule

Not too hard, Not too easy, Just Right

Set the Next Target

Condition


Current Condition

Target Condition

Challenge

Target Condition

Target Condition

Target Condition


Current Condition

Challenge


Target Condition examples

All work visible

Lead time 40 days (from 80 days)

Work-in-process 15 (from 20)

Deploy to production every 2 weeks

Set the Next Target

Condition


Planning Phase



Executing Phase

Set the Next Target

Condition


Condition

Repeat


Improvements are experimentsIterate toward

Target Condition


Puff


Condition



Condition Oh, I did NOT expect that!


The sound of learningIterate toward

Target Condition


Hypothesis

Prediction

Experiment

Observation

Learning Iterate toward Target

Condition


Expect at least 50% of the experiments will not give

the expected result

This is when we REALLY learn!


Condition


Learning


Condition


Target Condition

Current Condition


Toyota Kata summaryOrganization ”muscle memory” for continuous improvements

True Lean/Agile Leadership style

Improvements are experiments

Familiar routines, as you probe through the unknown


Are the exactKatas important?


Yes, but

• Having routines are more important

– People should know what to expect

– Adds extra security when probing through the unknown


Your treasure map to Toyota Kata!http://hakanforss.wordpress.com/tag/toyota-kata/

http://www-personal.umich.edu/~mrother/Homepage.html

http://www.lean.org/kata/

http://www.slideshare.net/mike734

http://www.slideshare.net/BillCW3/


http://hakanforss.wordpress.com/tag/toyota-kata/

http://www-personal.umich.edu/~mrother/Homepage.html

http://www.lean.org/kata/

http://www.slideshare.net/mike734

http://www.slideshare.net/BillCW3/

retrospective on steroids håkan forss - goto conferencefocus process continuous integration process...

Documents