Principles of Lean/Agile Leadership - Dean Leffingwell - Agile Israel 2014

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By Dean Leffingwell

Principles of Lean-Agile Leadership

April 18, 2014


The Management Challenge

If you can’t change the system who can?

It is not enough that

management commit

themselves to quality and

productivity, they must know

what it is they must do.

—W. Edwards Deming


Lean Foundation: Leadership

1. Take a systems view

2. Embrace the Agile Manifesto

3. Implement product development flow

4. Unlock the Intrinsic motivation of knowledge Workers

Foundation: Leadership

The Goal: Value

Respect for People

Product Development

FlowKaizen

Lean-Agile Leaders

Management is trained in lean thinking

Bases decisions on this long term philosophy


Understand the economics, the full value chain, and cost of delay

Optimize the whole, not the parts, of the organization

Optimize the whole, not the parts, of the software system

Own the system; take responsibility for systemic change

Align to common mission

Take a systems view#1


Understand the Full Value Stream

The goal is to optimize the time from concept to cash*

E-mail Supervisor

E-mailTech Lead

Assign Developer

To Verification

To Operations

A long-lived series of system definition, development and deployment steps that provides continuous flow of value

The majority of the time spent going from concept to cash is the result of delays, not value-added activities!

Reduce the delays, improve cycle time

*Adapted from: Implementing Lean Software Development: From Concept to Cash

Value

Waste

5 min _____ 2 min _____ 15 min _____ 2 hours _____ 15 min _____ 3 min 160 min

15 min ½ week 2 weeks 2 weeks 1 week 3 hr 45min ½ week 6 weeks + 4 hrs

Touch time: 2 hrs. 40min. Cycle time: 6 weeks


Cost of Delay Economics

User/Business Value

+ Time Value

+ Risk Reduction | Opportunity Value

Cost of Delay

Cost of Delay

DurationWSJF =

C

A

B

• Use Job Size (relative or absolute)

as a proxy

• Adjust when capacity warrants

DurationBlue is total CoD

Job sequencing is the key to flow based economics. Do the Weighted Shortest Job First

Time

CoD

Use relative numbers for fast prioritization

Hint


Own the System

Everybody is already doing his best

It’s the system, not the workers, that ultimately determine quality and productivity

Only management can change the system

Source: Nilsson. The Essential Deming: Leadership Principles from the Father of Quality, McGraw Hill, 2012

—W. Edwards Deming


Support manifesto values and principles

Deliver more frequently

Know how to implement XP, Scrum, Kanban, SAFe and evolving practices

Foster excellence in software engineering, craftsmanship, collaborative system design

Empower high-performing, cross-functional teams

Exhibit kaizen mind and a bias for action

Embrace the Agile Manifesto#2


Timebox:5 minutes

Exercise – Scaling Agile Principles

Sit down with your team and discuss a few principles behind the manifesto

Categorize each as: - Scales as is - Requires more thought in the large enterprise


Visualize work; expose WIP and bottlenecks

Reduce queues and backlogs

Reduce batch size. Accelerate feedback.

Manage and exploit variability with cadence

and synchronization

Limit WIP. Limit demand to capacity.

Implement product development flow#3


Reduce Queues and Backlogs

Long queues are just bad

Little’s Law

Avg wait time = avg queue length/avg processing rate

Faster processing time decreases wait

But the fastest way to reduce wait time is by reducing queue lengths

Reinertsen, Don. Principles of Product Development Flow


Reduce Batch Size

Small batches go through the system faster with lower variability

Large batch sizes increase variability High utilization increases variability Severe project slippage is the most

likely result

Reducing batch size – Reduces cycle time; faster

feedback– Decreases variability and risk

Most important batch is the transport (handoff) batch

Proximity (co-location) enables small batch sizes

Project slippage rises exponentially with duration

Fig. Source: Poppendieck. Implementing Lean Software DevelopmentReinertsen, Don. Principles of Product Development Flow


Apply Visibility and WIP Constraints

Wednesday Thursday Friday Monday Tuesday Wednesday Thursday Friday Monday Tuesday

Sto

ry

10S

tory

11

Sto

ry8

Sto

ry

9

Sto

ry

7

Sto

ry

6S

tory

5

Sto

ry

3

Sto

ry

4

Sto

ry

2

Sto

ry

1

Question How is this team doing? How do you know that?

What would be the affect of a three story WIP constraint on Dev and Test?

Today


Principles of Product Development Flow

o Read Principles of Product Development Flow

o Don’t worry too much about understanding it.

o Read it again

o Understand it this time.

o Apply it.

Homework


Build a learning organization and emphasize life-long learning

Create an environment of mutual influence

Foster decentralized decision-making

Provide vision, with minimum specific work requirements

Eliminate demotivating policies, procedures, MBOs. Revamp personnel evaluation.

Unlock the Intrinsic motivation of knowledge workers#4


On “Managing” Knowledge Workers

Knowledge workers know more about the work they perform than their bosses.

Workers themselves are best

placed to make decisions about

how to perform their work

To effectively lead, the workers

must be heard and respected

Knowledge workers have to

manage themselves. They have

to have autonomy.

Continuing innovation has to be

part of the work, the task, and

the responsibility of knowledge

workers.

—Peter Drucker


Eight rhesus monkeys for a two week experiment on motivation and learning

Puzzles were placed in their cages

Motivation : The Puzzling Puzzles of Harry Harlow

Unprompted by any external motivation, the monkeys solved the puzzles on their own

This was an interesting, and not understood phenomenon

As a motivator, raisins were added as rewards

Result: the monkeys made more errors and solved the problems less frequently

“It appears that the performance of the task provides its own intrinsic reward…. this drive ..may be as basic as the others…. “

Book: Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink. 2011


Play this at Home

Drive Surprising Truth

About What Motivates Us

BOOKDrive: The Surprising Truth About What Motivates Us

by Daniel H. Pink. 2011 http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=youtu.be Homework

http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=youtu.be


Conclusion

The foundation of Lean is Leadership

The foundation of SAFe is You

Principles of Lean/Agile Leadership - Dean Leffingwell - Agile Israel 2014

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Transcript of Principles of Lean/Agile Leadership - Dean Leffingwell - Agile Israel 2014