Serious LeAP talk at agile 2015 conference

©Masa K Maeda
Masa K Maeda, PhD
CEO, Valueinnova LLC USA
masa@valueinnova @masakmaeda
The Serious LeAP model
Lean-agile for Prosperity
™

Lean Agile Prosperity Management
Masa K Maeda, PhD — CEO & Founder, Valueinnova LLC USA
Masa has 26 years of international experience and as brought prosperity to
companies from Fortune 500 to Startups in eleven countries in America, Europe,
Asia and Africa. He is the creator of the Serious LeAP™ model.
Previously: In the USA Masa did R&D at Apple, was founding team member of 4 startups in
silicon valley and was an associate of David J Anderson, co-developer of the Kanban method.
In Japan did R&D for Justsystems Inc.. Masa has a PhD and MS from the University of
Tokushima in Japan and lives in the San Francisco Bay Area.
His book Serious LeAP will be published soon. He is also a coauthor of the book España Lean Startup
2013 edition.
Masa is also a Senior Consultant with the Cutter Consortium, a member of the
Agile Testing Alliance Steering Committee and is with the University of California at
Berkeley Extension
He is a well-known figure in the lean and agile communities; one of the first Kanban
Coach-Trainers worldwide, one of the people who that started the Lean Kanban
University, and also considered the Leading figure of Lean Agile in Latin American
and Spain. He has created powerful Serious Games. Masa has over 60 publications
and is a frequent speaker at international conferences.

About me:
4
I´m a Japanese-Mexican-American
Got a PhD on Artiﬁcial Intelligence
in Japan
Did R&D at Apple Inc and was
founding team member at four
startups in Silicon Valley
Founded Valueinnova to
help organizations prosper
©Masa K Maeda Serious LeAP™ talk: Agile 2015 Conference

Serious LeAP™
is the result of years
helping companies
of all sizes and
diverse industries
all over the world

There is a signiﬁcant
amount of misalignment
across entire organizations
both vertically and horizontally.
It damages their economy

0"
1"
2"
3"
4"
Sales" Tech"
Innova&on'
Great
Well
Poor
Bad
00

0"
1"
2"
3"
4"
Individual"
contributors"
Execu8ves"
Leadership*
Great
Well
Poor
Bad
00

0"
1"
2"
3"
4"
Customers" Mgmt"
Customer)service)
Great
Well
Poor
Bad
00

Is it okay to do
the wrong thing
very well?
Lean-agile methodologies help us
do things better but more is needed
to do the right thing.
We need to start from the beginning…

Value
Obtaining a tangible
or intangible beneﬁt

Quality
The successful delivery
of the expected value

Value to the
customer
Value to the
business
Human
aspect
It is necessary to shift
from this…

Value to the
customer
Value to the
business
Human
aspect
…to this

Value to the
customer
Value to the
business
Human
aspect
To achieve balance you must prosper

Prosperity
The state of ﬂourishing and
thriving ﬁnancially, in
wealth, health and
happiness

Mindset
High collaboration
dynamics
Methodologies
Systems thinking
1st & 2nd generation Lean thinking
Agile thinking
Serious Games
Canvases
Lean Agile methodologies &
frameworks
Design thinking
Human aspect
Cognitive psychology
Organizational behavior

It means Serious Games, Lean and Agile for Prosperity

Mindset & Human Aspect
Strategic level
Tactical level
Operational levelScrum
Kanban
Serious
Games
(HCDs)

T
o
p
-
d
o
w
n
A c r o s s t h e o r g a n i z a t i o n

Mindset
Systems thinking
Agile thinking
Growth mindset
➠
—Carol Dweck
Fixed mindset

Examples of systems thinking
Most times the issue is the system and not the people
Behavior is improved by improving the system
Improving communication between the parts of an organization
may destroy it
Problems are dissolved, not resolved
Continuous improvement is the longest distance between
where an organization is and where it wants to be
You should´t want what you can measure

Before After
Applying the mindset is extremely important to bring improvement
Response time and solution time
Response time: 99% of tickets
Response time: 92% of tickets
Resolution time: 80% of tickets

Human aspect
Decisions and actions
beneﬁt people

Co-active
coachingLeadership
Bias
Associative
thinking
etc.

Always take the human aspect into account
0"
1"
2"
3"
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5"
6"
7"
8"
9"
10"
1" 2" 3" 4" 5" 6"
WIP$Stress*curve*
Stress"
+

Methodologies
frameworks
Design thinking
Kanban
Scrum
Other
Mindset ➠

Project portfolio with a customer
Each card is one project. This photo shows the initial state. Red dots idicate projects blocked

The same board in less than 3 months of work went from 42 to 9 projects blocked.
That’s 88% of the blocked projects where ﬁxed.

High collaboration
dynamics
Serious Games
Canvases
High%
Collabora,on.
Dynamics.
Engaged.
Real%,me.
perspec,ves.
No.blind.
spots.
Sa,sfying.
Fun.
Par,cipa,ve.
Involved.
Crea,ve.
Balanced.
BeCer.
results.
Shorter.
,me.
Avoids.
inﬂuence.
No.Silos.
Equalitarian.
Viewpoints.
This helps you get
value-added work done
with better quality at
a fraction of the cost
and time
while also having fun!

One way to apply Serious LeAP™
Awareness
Burst
1
Burst
2
Burst
3
Follow
ups
Assessment
Emphasis
on
mindset
The 4 Serious LeAP™ components
Emphasis
on
HDCs
Emphasis
on
methodologies

Awareness
These help you understand
the current state
of your organization

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1"
1.5"
2"
2.5"
3"
3.5"
4"
Apps"
Support"
App"tes2ng"
Delivery"
Produc2on"errors"
Service"In>situ"support"
Test"tools"
Test"
environmemnt"
DB"space"
Fires"
Quality(
0"
0.5"
1"
1.5"
2"
2.5"
3"
3.5"
4"
The"Company"
Service"
PM"
Infrastructure"
Responsibility"
CommunicaBon"Leadership"
Human"resources"
Providers"
Quality"
Human"Aspect"
Awareness
You can also do better quantitative,
qualitative and scientiﬁc management

Burst 1
Systems thinking
Agile thinking
frameworks
Design thinking
Serious Games
Canvases
Strategic-tactical-operational
Strategic-tactical
Kanban:Strategic-tactical-op
Scrum:Tactical-op
➠
➠
Human aspect

Burst 2
Systems thinking
1st
Agile thinking
frameworks
Design thinking
Serious Games
Canvases
Strategic-tactical
Scrum:Tactical-op➠
Human aspect

Burst 3
Systems thinking
Agile thinking
frameworks
Design thinking
Serious Games
Canvases
Strategic-tactical
Scrum:Tactical-op➠
Human aspect

Follow ups
Mindset & Human Aspect
Strategic level
Tactical level
Operational levelScrum
Kanban
Serious
Games
(HCDs)

©Masa K Maeda

Now we are
great at doing
the right thing
right

Some of the improvements
we have achieved
with customers

0
1
2
3
4
5
6
7
8
9
10
Before Month 3
0
1
2
3
4
5
6
7
8
9
10
Before Month 1 Month 2 Month 3
Company 1
Company 2
Users
Automation
(% Continuous Integration)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Before Month 2
Happiness factor
0
1
2
3
4
5
6
7
8
9
10
Before Month 1
Requirements quality
0
2
4
6
8
10
12
14
16
18
20
Before Month 2
Defect generation ratioWeekly work hours
0
8
16
24
32
40
48
56
64
72
80
Before Month 1
0
2
4
6
8
10
12
14
16
Before Month 1
Requirements generation
time (days)
Health
Inspired on the GNH

People involved Departments involved
0
1
2
3
4
5
6
7
8
Start Week 5
0
25
50
75
100
125
150
175
200
Start Week 5
Value Stream Map generation time
(days)
0
10
20
30
40
50
60
70
80
90
Previous years 2015
Annual project portfolio
prioritization (days)
0
4
8
11
15
19
23
26
30
Before Month 1
0
9
18
27
36
45
Before Month 2.5
Blocked projects
in one department
Telecom

Employee
satisfaction
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Start Month 9
IT services
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Start Month 9
Time deviation
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Start Month 9
Positive health
projects
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Start week 1
Employee
efficacy

Serious LeAP™ can coexist and
improve the benefits of using:
SAFe

masa@valueinnova.com
@masakmaeda

Serious LeAP talk at agile 2015 conference

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