Presentation about running lean project with A3 method at Wakaru seminar. Autumn 2014. Teemu Toivonen Tomi Lamminsalo

1. Lean Projects with A3 Method
Tomi Lamminsalo, Aalto University
Teemu Toivonen, Nitor Delta

2. Teemu.Toivonen@nitordelta.com
 Senior Lean Consultant @ Nitor Delta
 Education: Master of Techology
 15 years of experiance in IT field as multiple roles
(expert, team leader, project manager, line
manager, consultant).
 10 years of experience on Lean and Agile
methods.
 4 years of experience on Toyota Kata
Tomi.Lamminsalo@gmail.com
 Development Manager / Service Excellence @
Aalto University
 Education: Bachelor of Science
 10 years of experience in IT field as multiple roles
(expert, project and program management, change
management and leadership)
 6 years of experience on Lean and Agile methods.
 2 years of experience on systems / complexity
thinking.

3. Nitor in Brief
Nitor is a Finnish software company with two businesses
• we design, implement and develop demanding digital business solutions
• we train our customers lean & agile methods and execute agile change initiatives
Nitor customer satisfaction survey results in 2012-14 are the highest in the Finnish IT sector in Onway
history.
TiVi Company of the Year 2014 - chosen by Talentum
European Business Awards – National Champion 2014
Red Herring Europe Top 100 - 2013
More information about Nitor: http://en.nitorcreations.com
• Privately owned, Headquarters in Helsinki, established 2007
• Net revenue 2013 7,88 M€
• Employs over 60 professionals
3
2008-2013

4. Top problems running projects in your current
environment?
• Choose a partner or a small group
• Discuss 1 minute on what are the main problems related to projects
• Crystal Ball:
– Execution
– No shared understanding of vision and objectives
– Sustaining the results
– Communication

5. Understanding the context
Project size
• Not a lot of large projects
• (> 100 ke)
• Small and mid sized projects
Organizational background
• Limited project management
experience
• Ad hoc working culture
• Management desire: Transition to
more systematic way of working
Traditional project management
• The track record for a lot of the
established methods is not
pretty
• Likelihood of success is small
especially considering the
organizational background

6. Searching for inspiration
What are the success stories in small and mid sized projects?
Scrum Toyota Kata
Neither one directly fits the context, but they contain the ideas
needed to succeed!

7. A3-method principles
Go and see
Plan-Do-Check-Act
Visualization
-
Communicate status create a shared mind
regularly and clearly to
stakeholders
Fail fast
Focus on learning
Frequent face to face
communication
Quick feedback loops
Blame free culture
Understand why
-
Clarity about the big picture
Bias for action
Purpose over
deliverables
Always know the
next step
Light weight
PM-model

8. Although there are a lot of important principles and ideas behind the
A3-method, keeping it simple and easy to learn and use is key.
The A3-method has is designed in a way that you do not need to
understand all the underpinnings to get the results. Instead you get an
easy to use systematic working method.

9. A3-method roles
Team member
• Participates in the work
• Understands the context
• Varying participation
Project Manager
• Project execution
• Communication
• Analyses
• Follows the A3-method
Stakeholder
• Has a stake in the project
• Up to date at all times
• Can contribute through
commenting
Project Owner
• Sets the vision
• Initial challenge
• Escalation channel
• Coach the A3-method
In this presentation the focus is on the roles of the project manager and owner

10. A3-process
Long term vision
”North Star”
+
initial challenge
Next target
condition
1. Understand the direction + initial
challenge
2. Understand the current condition
3. Define the Next target condition +
initial plan
4. Experiment your way to the target
5. Reflect, stabilize and start over
A good target
condition is abouth a
month or two away
PDCA-experiment
1. Hypothesis
2. Experiment
3. Result
4. Learning
PDCA experiment
your way to the target
Current condition
Understand deeply

11. A3-template
Shared
understanding
and active
collaboration
A3-
document
Project
owner
Project
manager
The A3 is not a form to fill! It is a living document that is updated
and revised throughout the A3-process.

12. Project manager and owner collaboration
High frequency face to face communication is a critical
component of success. In the initial planning phase everyday is
ideal. During the execution phase once a week is a good goal.

13. Setting the stage
The project owner has the main responsibility for this phase.
Clarify the
direction
Set the initial
challenge
Define
restrictions
Plan the first
steps +
communication
plan

14. Understanding the current condition
The project manager has the main responsibility for this phase. Go and
see is the philosophy.
Understand the
current situation
by thorough
analyses
Give feedback, ask
for clarifications
and additional
research if needed
Document the
current situation
concisely and
based on facts
It’s a lot harder
to really see than
you’d guess

15. Setting the target condition
The project manager has the main responsibility for this phase. A target
condition describes both the outcome and process and can be
achieved in 1-3 months . In the beginning shorter is better for learning.
Define the next target
condition and analyze
obstacles
Give feedback and
ensure alignment
with “north star”
Make initial plan
(outline) on how to
get to the next target
condition. Plan first
steps in detail.
A good target condition is both
challenging and mindful of the
restrictions of the project.
The plan is not detailed except for
initial steps. Think of rolling wave
planning.

16. Execute and adapt
The project manager has the main responsibility for this phase.
Make more detailed
plans in a JIT fashion.
Execute plan with a
experimentation
mindset.
Give feedback and
ensure alignment
with “north star”
and target condition.
Adjust plan according
to learning. Frequent
F2F meetings with
owner about progres
Rolling wave planning.
Executions as experimentation.
Fail fast and find a way by learning.
Frequent meetings between pm and
owner .

17. Executions as PDCA experiments
What is your hypothesis?
Design a quick experiment
What is the expected outcome?
Run the experiment
“quick and light”
Time for update plan!
or
How do I sustain the results?
What was the actual outcome?
Was it what you expected?
What did you learn?
Points of emphasis
Short iteration cycles Go and see Focus on learning

18. Mindset: Navigate towards the target with
experiments
Find the route to the target by
learning from experiments and
focusing on the next step forward
based on that learning

19. Check – did we get there?
The project manager has the main responsibility for this phase.
A fact based review
about the results,
process and learning.
Give feedback to pm
about results and
process.
Give feedback to
owner about his role
and coaching.
An honest reflection about the
results and process based on facts.

20. Adjusting to the results
The project manager has the main responsibility for this phase.
Plan how will we sustain
the results that were
achieved. Schedule
checkup meetings.
Give feedback.
Initiate a follow up
project if needed.
Plan on how, when and
to whom the project
learning will be shared
with.
Although the project phase ends
the follow up action items need to
be planed and scheduled to
sustain the results and share
learning.

21. The project owner as a coach
In addition to the traditional responsibilities of
the project owner he/she acts as a coach to
the project manager in regards to the A3-
method. So we are aiming both to get
successful projects and develop our A3
capability.

22. Adjustments
This presentation was about the basic recipe of the A3-method. Of
course in real life adjustments have to be made according to the
circumstances.

23. Case Aalto: The Challenge
I want you to:
• Drop everything you’re doing
• Improve the services we
currently have to next level
• We can’t spare too many project
managers
• Find out what is wrong with the
services and let’s agree on a
goal and scope
Task at hand:
• 35 – 40 small-to-midsize
projects
• No project portfolio
• Few project managers with
experience on projects, some
project owners with vision.
• No clear definition of:
– Project manager
– Project owner
• Current project management
methods are:
– Suitable for people with
experience
– Are heavy on forward
planning

24. Case Aalto: The Idea
The Idea
• Bare minimun portfolio to get the resources (another story)
• A simple tool that facilitates:
– Project manager like thinking
– Is easy to use for first timers
– Will get us walking towards the right direction
• Used for continuous improvement
• A3 template!

26. 1. Basic information,
describe and scope
A3-
template
9. Plan how you can
stabilize the new
condition or go to
phase #1 (fail fast)
Plan Do Check Act
2. Current Condition
3. Target Condition
(next step towards the
north star)
4. Analyze greatest
obstacles on reaching the
goal and reasons behind
them
4. Choose good
measurements on
”when we are there”
5. Plan the actions (tasks) to reach the
goal (5-10)
6. Plan how you will
stabilize the
outcomes
8. Check if you met your
goal with chosen actions.
Remember the
measurements!
7. Monitor the actions
and outcomes. If
necassery change and
adjust!

27. Tehokas kommunikointi
Oletettu
telepatia
Toimiva
telepatia
Yhteinen
artefakti +
keskustelu
kasvokkain
Kasvokkain
keskustelu
Kirjallinen
tiedon vaihto
Puhelin
keskustelu
Shared mind research

28. Case Aalto: The Idea
I will get all the project owners to:
• Fill the current condition
• Fill the target condition
Go this over with the assigned project manager and agree on:
• Task on a project
• Key stakeholders
Support the projects as program manager.

29. Case Aalto: Reality and Awakening
The Reality:
• Tool only worked where people:
– Will to go beyond the call of
duty.
– Were very competent.
• Problem still lies on:
– Understanding of the current
status?
– Understanding of the target
condition?
– What are the agreed tasks?
Awakening:
• We need to Coach the A3 method
to project managers and project
owners.
• It is a Process not a Tool
– It’s both, but more of a process.
Project
manager
Project owner
A3 plan
Coach
kuva

30. Case Aalto: Results
• The benefits:
– The program completed almost all of the projects on time. The
program is considered to be a success
– New basis on how we do small to midsize projects in the future
– Collaboration and understanding grew:
• For people who didn’t do project manager duties
• For PMO on how methods work in ad hoc environment and
what works with people who don’t have much project
managerial skills
– Developing competences using A3 process

31. Conclusion
Theory (Teemu):
• asdfas
Practice:
• It requires time:
– To Learn
– To practice / commitment
– Will save time in the long
run
• It looks like a tool, but it’s more
of a process
• Changing thinking?
• New approach to
communication

32. Spacer (loput voi poistaa, mutta täällä jos ideoita
kandee siirtää?)

33. Nitor lyhyesti
• Nitor on suomalainen ohjelmistoyritys, jolla on kaksi liiketoimintaa
– Nitor Creations suunnittelee, toteuttaa ja toimittaa vaativia sähköisen
liiketoiminnan ja asioinnin ratkaisuita
– Nitor Delta kouluttaa asiakkaitaan ketterien menetelmien ja Leanin
laajamittaisessa käyttöönotossa ja toteuttaa transformaatioita ketteriin ja
Lean toimintamalleihin
• Vahvuuksiamme ovat järjestelmä- ja ohjelmistoarkkitehtuurit, ketterät
liiketoimintajärjestelmien toteutusprojektit, sekä Leanin ja ketterien
menetelmien hyödyntäminen tiimitasolta koko organisaation laajuuteen
• Yksityisesti omistettu yritys, pääkonttori Helsingissä
• Liikevaihto 2013: 7,88 M€
• Henkilöstö 50 henkeä
LUOTTAMUKSELLINEN

34. Yrityksen huomionosoitukset ja palkinnot
• Suomen vahvimmat -sertifikaatti 2009 - 2013 (Suomen Asiakastieto)
• Uudenmaan vahvin yritys -sertifikaatti 2011 (Suomen Asiakastieto)
• AAA-luottoluokitus 2010 – 2013 (Soliditet)
• Itella Posti valitsi Nitor Creationsin 2011 pääpalvelutoimittajakseen Java-kehitykseen
• Aluevoittaja Ernst & Young Entrepreneur of the Year 2012 -kilpailussa
• Rankattiin 20 nopeimmin kasvavan Suomalaisen teknologiayrityksen ja 500 nopeimmin kasvavan EMEA-alueen
yrityksen joukkoon Deloitte Technology Fast 50/500 -listauksessa 2012 Red Herring Top 100 Europe -listaus
(huhtikuu 2013)
• European Business Awards National Public Champion (tammikuu 2014)
Entrepreneur of the Year 2012
Area Winner
LUOTTAMUKSELLINEN

35. Tomi: Yleisötehtävä – Top 3 menestystekijää
projekteille
• 3 min Yleisötehtävä - kirjoittakaa kolme menestystekijää projektille
paperille ylös

36. Lean
Lean tarjoaa paljon hyviä
käytännössä toimia ajatuksia,
periaatteita ja työkaluja jotka
toimivat myös projekteissa.
Keskeisiä Lean ajatuksia ja periaatteita projektien näkökulmasta:
 Pienet eräkoot
 Prosessi- ja systeeminäkökulma
 Valmentava johtaminen
 Yhteisymmärryksen luominen tavoitteista ja tilanteesta
 Nykytilanteen ymmärtäminen
 Kokeellinen lähestymistapa haasteiden saavuttamiseen (empiirinen)

37. Pienet eräkoot
Pienet eräkoot nopeuttavat systeemin toimintaa, parantavat
tehokkuutta ja mahdollistavat paremman riskienhallinnan ja
innovoinnin.

38. Prosessi- ja systeeminäkökulma
• Ei tuotoksia, vaan muutoksia prosessi ja systeemi näkökulmasta

39. Valmentava johtaminen
 Poikkeaa sekä..
 Perinteisestä ”command and control” johtamisesta
 Delegoivasta ”just get it done” johtamisesta
 dede

40. Tehokas kommunikointi
Oletettu
telepatia
Toimiva
telepatia
Yhteinen
artefakti +
keskustelu
kasvokkain
Kasvokkain
keskustelu
Kirjallinen
tiedon vaihto
Puhelin
keskustelu
Shared mind research

41. Pohjantähti
Asiat jotka
täytyy tehdä
Asioita joita
voi tehdä
Asioita joita
voi tehdä
Tiimi jolla on pohjantähti

42. Ymmärrä nykytilanne syvällisesti
• Nykytilanteen ymmärtäminen

43. Kokeellinen lähestymistapa haastavien tavoitteiden
saavuttamiseen
Aloitus
piste
Haastava
tavoite
Hyvä suunnitelma ja onnistunut toteutus
Aloitus
piste
Haastava
tavoite
Hyvä suunnitelma ja
onnistunut toteutus
Tietämyksen
raja
Kokeilu ja oppiminen
1. Miten uskomme
2. Todellisuus

44. Lean periaatteet käytäntöön A3-mallin avulla
• Kaiva kalvot vanhasta A3 mallin esityksestä

45. A3-projektimalli
A3-suunnitelma
Projektipäällikkö Omistaja
A3-projektipäällikkö ja A3:sen omistaja iteroivat suunnitelmaa pienissä
palasissa. Keskustelut ovat lyhyitä ja nopea syklisiä. Projektipäällikkö
dokumentoi keskustelun sisällön muutoksina A3-suunnitelmaan ja tuo uuden
version seuraavaan tapaamiseen. Toteutusvaiheessa omistaja ja
projektipäällikkö tapaavat säännöllisesti ja keskustelevat etenemisestä ja
ongelmista. A3-suunnitelma pidetään koko ajan tasalla ja keskustelut käydään
suunnitelman äärellä.

46. A3: Tunnista sidosryhmät ja viesti!
Mitä tehdään ja miten asiat
etenevät!
A3-toimii hyvänä
kommunikaatiovälineenä

47. Case Aalto
• Kuvaus ja hyödyt

48. Yhteenveto
• Muuttuiko näkemys
• Mistä lisätietoja
• Toyota Kata kurssin mainostus