Making Improvement Standard: Making Agile Practices Dynamic through Lean Standard Work
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1. The presenter is Arlen Bankston, who has 14 years of Agile experience and is a Lean Six Sigma Master Black Belt with experience in user experience, product development, training, coaching, and management. 2. The presentation covers the concepts of standard work and A3 problem solving from Lean, and how to apply them to Agile processes to continuously improve practices and processes through experimentation and documentation of standards. 3. Examples are provided of how standard work and A3s can be used to document and improve processes for sprint planning, definition of done, estimation practices, onboarding new team members, and using visual management systems.
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Making Improvement Standard: Making Agile Practices Dynamic through Lean Standard Work
- 1. Making Improvement Standard Dynamic Agile Practices through Lean Standard Work
- 2. Meet your Presenter Arlen Bankston • • • • • Co-Founder of LitheSpeed, LLC User experience & product development background 14 years of Agile experience Lean Six Sigma Master Black Belt Lately 40% training, 20% each of coaching, product development & management
- 3. Agenda • The What & Why of “Standard Work” • Examples of Standard Work • Applying Standard Work to Agile • Process Descriptions by Role (Reference) • Learn More about Standard Work
- 4. & Why of The What “Standard Work”
- 5. Agile Team Development Process Process – Assessing current prac8ces, comparing to Standard Work, and team experimenta8on to con8nuously improve prac8ces and processes. • People – Role development and equipping teams with the skills to successfully implement Agile prac8ces. • Product – Product discovery, execu8on, measurement and learning. People Product Determine Standards Learning Discover Adjust Standard Work Assessment Standard Work & Experimenta8on Leading Doing Teaching Visual Management Systems Lean Management Agile Delivery 5 Product Delivery Process Role Development Standard Work Assessment & Evolu8on • Learn Build Measure
- 6. Defining “Standard Work” Standard Work is a Lean prac8ce that drives con8nuous improvement. • Teams brie*ly describe current processes • Find and try ways to work better • Adopt or reverse these changes based upon observed impact • Celebrate and share improvements 6
- 7. Standard Work Template Simply describe how you do a job today: • • • • • Who needs to do what? What information, tools or other inputs are needed? How will the work be performed? What are the expected outputs? How long should it take (if appropriate)? * Standardized work training example from Toyota. 7 Thanks to hOp://artoflean.com/index.php/2011/01/21/standardized-‐work/ *
- 8. Defining “A3 Planning” A3 Planning is a way to suggest and implement improvements to Standard Work. • Teams highlight problems with current processes • Find root causes of issues Plan • Suggest “countermeasures” to improve things Act Do • Test these new ways of working • Adopt them if they’re better Check
- 9. A3 Improvement Process Template Plan Plan • What’s the problem? Act • Who’s involved in fixing it? • What’s the targeted goal? Check • What are the root causes of the problem? Do • How will we try to solve the problem? Check • How will we know the problem is solved? Act • What’s next? • How will we document and share the results? Do
- 10. Benefits of Standardized Work “Without standards, there can be no Kaizen.” – Taiichi Ohno • Process improvement Evolving standards in and across teams • ExpectaJon management reliable delivery Definition of done, working agreements, coding standards • Audit Regulatory support Well-defined documented standards • OrganizaJonal learning training Rapid bootstrapping of new team members • Self-‐organizaJon Personal ownership accountability for processes
- 12. Standard Work in a Hospital 1. Plan 2. Do 4. Act 3. Check 12 Images from hOp://leanhealthcarewest.com/Page/A3-‐Problem-‐Solving
- 13. Gebng “Ready” to Plan a Sprint DefiniJon of “Ready” • Choose the few items that your team finds most useful in Sprint Planning. • Confident and quick Sprint Planning and smooth Sprints that produce polished results are your goals. þ q q þ þ þ q Interac8on Diagrams Prototypes Wireframes Sample Data Testable Examples Acceptance Criteria State Diagrams Small Enough Agreement from other teams RITE / Wizard of Oz / UX Test Approvals (Compliance, Security, Brand Mgmt, etc.) q Dependency List q Stakeholder signoff þ q q q
- 14. A3s for Storage EsJmaJon You can use A3s to improve esJmaJon pracJces or arJfact storage processes.
- 15. When is a Story “Done?” DefiniJon of “Done” • A shared definiJon and compact between Teams and Stakeholders • Denotes what stories require to be accepted • Ideally represents “potenJally releasable” or even released state þ þ þ þ q q q Acceptance Criteria are met Cleared by QA Accepted by Tac8cal PO Accepted by Strategic PO Live for A/B Tes8ng Final Deployment Training Script þ q þ q þ þ þ Pair reviewed Peer Reviewed Integrated Lightweight usability tested Automated tes8ng in place User documenta8on created Ops documenta8on created
- 16. A3 for New Associate Integra8on You can use A3s to improve how new team members are on-‐boarded.
- 17. Standard Work for Card Type Core Values You can use Standard Work to define how your current visual management systems work, and to evolve them when beOer ways are found. Standard work can also be applied to illustrate current working agreements among teams. 17
- 18. A Manager’s Improvement Board Managers can use simple visual management systems to support and track process improvements within their staff.
- 19. Applying Standard Work to Agile
- 20. Where Does Standard Work Live? Standard Work is ideally used as a physical visual management system. • On the Wall Team norms, daily stand-up rules …but can also be captured digitally for crossteam improvement. • In a Wiki Coding standards, audit repository
- 21. Standard Work in OrganizaJonal Metrics Product Process (Led by Product Owners Managers) (Led by ScrumMasters Coaches) External Stakeholder SaJsfacJon • Quarterly survey • Assessment score Quality: • % Code Coverage • % Scenario Coverage • % Delivered features with zero cri8cal post itera8on defect count Delivery Cadence: • Time from concept to cash • Velocity stability People (Led by Func8onal Managers) Standard Work Assessment Process AdopJon • # of Agile teams • # of cer8fica8ons Associate Engagement / Happiness • Assessment Score Learning OrganizaJon • # of Agile Prac88oners at Process Improvement various levels • Change in Assessment scores • Updates to standard work CollaboraJon • RetrospecJve acJons impacts * Standard Work-‐related metrics
- 22. A Simple Standard Work Process Drive con8nuous improvement by establishing standards, then tasking teams to conJnuously improve upon them and share their learnings. Determine Standards • • Iden8fy Agile prac8ces used by teams or recommended Develop assessment to measure adop8on of prac8ces Standard Work ExperimentaJon Assessment • • • Conduct assessments Document adop8on levels of prac8ces Set baseline for con8nuous improvement and experimenta8on • • • Teams work towards adop8ng standard Agile prac8ces Teams experiment with various prac8ces Teams document outcomes of experimenta8on based on feedback Adjust Standard Work • • Teams report outcomes to Agile Working Group Agile Working Group shares Standard Work prac8ces across teams and updates assessments and recommenda8ons
- 23. Team Standard Work Self-‐Assessment
- 24. Accountable AdopJon Teams Big changes require dedicated attention: ExecuJve Agile Steering Group • • • • • Set broad, organizational goals Define measures of success Communicate to middle management and staff frequently Review progress regularly Address organizational barriers to adoption Agile Working Group • • • • A cross-functional problem solving group SW Dev, QA, Production, BA, PMO, Resource Managers Anticipate, uncover, address tactical issues Make recommendations to executive team
- 25. Process Improvement Roles ResponsibiliJes How typical roles might take part in Standard Work: • ScrumMasters Team Leads – Own Assessment and Standard Work prac8ces for their teams, lead adapta8on through retrospec8ves • FuncJonal Managers – Drive Standard Work improvements through direct assistance and provision of coaching, training tools • Agile Working Group – Review Standard Work paOerns across departments and drive common support like training and presenta8ons • Agile Teams – Iden8fy improvement areas in working agreements and coding standards, experiment to advance standard work over 8me • Product Owners – Look for ways to enhance feedback loops and interfaces with agile teams, external stakeholders, customers and users
- 26. Process Descriptions by Role (Reference)
- 27. ScrumMasters Coaches Own Assessment and associated Standard Work prac8ces for their teams, lead introspec8on and adapta8on through retrospec8ves. Determine Standards • Help construct Team Self-‐ Assessments • Observe and help Describe Current State Prac8ces • Assessment Ra8onalize Varia8ons to Standard Work as Described during Assessment • Standard Work ExperimentaJon Lead Team Retrospec8ves • Develop Plan to Implement Retrospec8ve Sugges8ons • Guide Implementa8on of Sugges8ons Adjust Standard Work • Highlight Changes to Standard Work • Describe Results of New Process Experiments
- 28. Agile Working Group Review Standard Work paOerns across departments and drive large group support ac8vi8es such as training and presenta8ons. Determine standards • Work with managers to schedule assessments • Provide assessments to managers and SMs • Assessment Conduct assessments • Take detailed notes on current state prac8ces and ra8onales • Gather improvement ideas and denote if team needs AWG assistance • Standard work experimentaJon Provide assistance to teams as requested • Analyze trends across standard work items • Determine needs for cross-‐team assistance (training, brown bags, etc.) • Update assessment and scorecard as needed Adjust standard work • Determine if assessor is needed • Conduct assessment as required • Adjust standard work for specific teams or the enterprise at large
- 29. Agile Teams Iden8fy improvement areas in working agreements and coding standards, experiment to advance standard work over 8me. Determine standards • Self assess and provide detailed informa8on on current state prac8ces • Assessment Par8cipate in assessment • Find prac8ces, tools and principles that need aOen8on • Standard work experimentaJon Implement improvement ac8ons • Experiment and document devia8ons from standard work Adjust standard work • Update standard work based upon experimental results
- 30. Func8onal Managers Own Standard Work devia8ons and drive improvement through direct assistance and provision of coaching, training tools. Determine standards • Schedule assessments with teams • Provide assessment results to AWG • Assessment Provide feedback from managerial perspec8ve • Standard work experimentaJon Support implementa8on of retrospec8ve sugges8ons • Daily standups with SMs to discuss opera8onal issues and process improvements • Daily standups with peers to discuss opera8onal and process trends Adjust standard work • Provide feedback on process improvements • Share results with peers and execu8ve steering group
- 31. Product Owners Look for ways to enhance feedback loops and interfaces with agile teams, external stakeholders, customers and users. Determine standards • Gather internal and external stakeholder sa8sfac8on ra8ngs from real users and customers • Determine tool usage standards • Assessment Provide insight to team rela8onship and interac8ons with stakeholders • Assess how well product-‐related tools and processes are working • Standard work experimentaJon Assist implementa8on of improvement items as appropriate • Provide updates on stakeholder sa8sfac8on and team interface impacts Adjust standard work • Update interfaces between team and PO, team and stakeholders, PO stakeholders as needed • Update tools
- 32. Learning More about Standard Work
- 33. Tips for Effec8ve Standard Work • • • • • Workers define and improve their own day-to-day work Managers review and support improvements to big-picture processes Make standards visible and obvious Incent celebrate improvements Share learning across teams
- 34. Reading List – Lean Standard Work • • • • Managing to Learn – Shook Lean Thinking – Womack Jones Understanding A3 Thinking – Sobek The Checklist Manifesto – Gawande
- 35. Contact Us for Further Informa8on Arlen Bankston Vice President Arlen.Bankston@lithespeed.com Sanjiv Augustine President Sanjiv.Augustine@lithespeed.com www.lithespeed.com I only wish I had read this book when I started my career in sorware product management, or even beOer yet, when I was given my first project to manage. In addi8on to providing an excellent handbook for managing with agile sorware development methodologies, Managing Agile Projects offers a guide to more effec8ve project management in many business sebngs. John P. Barnes, former Vice President of Product Management at Emergis, Inc.