Using A3 as a basis for communication, collaboration and information sharing.

1. Background Current
• Why is this important? • How do things work today?
• Why should the reader care about this situation and be motivated to participate in improving? • What is the problem?
• Baseline Metrics?
Assessment Questions
1. Is there a clear theme for the problem report that reflects the contents? Assessment Questions
2. Is the topic relevant to the organization's objectives Is the current condition clear and logically depicted in a visual manner?
3. Is there any other reason for working on this topic (e.g., learning purposes)? How could the current condition be made clearer for the audience?
Is the current condition depiction framing a problem or situation to be resolved? energy
What is the actual problem in the current condition? up and down
Are the facts of the situation clear, or are there just observations and opinions? planningstart
Is the problem quantified in some manner or is it too qualitative? d
stop an
Client Team in Focus focus
component
goal
done
team when is good
process
team
+ + component * best object
client
enough
relatively recen
relatively newl
y product agile adoption
t best lib
formed best grid
new product
conn. plat. serv.
* team contain all the
skills necessary to
iteration resolve a client
6 weeks problem end-to-end big picture
not quite
detail
low level
planning
s
2+ week
exploratory feedback
A3 report: Iteration One new product infrequent
Target Root Cause Analysis Experiments
• What outcomes are expected for what reasons? • What is the root cause(s) of the problem? • Proposed experiment(s) to address each candidate root cause.
• What changes in metrics can be plausibly expected? • Use a simple problem analysis tool (e.g., 5 why’s, fishbone diagram, cause/effect network) to [This should be a series of quick experiments to validate causal model analysis.]
• show cause-and-effect relationships. • Predicted results for each experiment.
Assessment Questions
1. Is there a clear goal or target? Assessment Questions Assessment Questions 3
2. What, specifically, is to be accomplished? 1. Is the analysis comprehensive at a broad level? 1. Are there clear experiments steps identified? solving user problem
3. How will this goal be measured or evaluated? 2. Is the analysis detailed enough and did it probe deeply enough on the right issues? 2. Do the experiments link to the root cause of the problem?
goal outside-in thinking
4. What will improve, by how much, and when? 3. Is there evidence of proper five-whys thinking about the true cause? 3. Are the experiments focused on the right areas?
4. Has cause and effect been demonstrated or linked in some manner? 4. Who is responsible for doing what, by when (is 5Why-1How clear) team owns
5. Are all the relevant factors considered (human, machine, material, method, 5. Will these action items prevent recurrence of the problem? whole user clear user problem for the team to solve
6. environment, measurement, and so on? 6. Is the implementation order clear and reasonable? problem increased focus on client-side end-to-end needs
7. Do all those who will need to collaborate in implementing the experiments 7. How will the effects of the experiments be verified?
8. agree on the cause/effect model reasoning? whole team talk about user’s problem
team understand what “done” means - when to stop
team empowered to design, plan and solve problems creatively
1
shorter iterations creative problem solving (e.g. thin slices) level tester workload
more frequent feedback
client
product documentation can begin earlier
solving playing to energy minimize cross-team sync over-head and integration risks
feedback
flow
product
development
= problems
together + strengths
growing in
capability
+ planning and
ly
effective y
purposef
ull
+ used to add
value and
remove waste
6 weeks to 2
week
succeed/fail faster and learn quickly
smaller goal
t? team not yet
get wha
we and us sharper focus 4
Just in Time
learning
t
how? bu hy?
+ solving user
problems
6 weeks
improved transparency
increased sense of progress backwar
think ou ds
clear outcome
set expectations
tcome
Just Enough
miss ing w parts instead first and
plan
back
new improve the focus of planning
2 identify risks - manage/mitigate/minimize
B look ahead together identify dependencies
prepare prep next iteration reduce overwork
D T Business
Design
B introduce
Technology backlog prep
whole team aware of upcoming goal
D T meeting
smoother prod. dev. flow - not so stop/start
whole team better prepared for sprint planning one team 1 2 3 4
Business
enables more effective sprint planning meeting
Design just in time and just enough planning
other teams 1
Technology
Results Follow-up
• Actual result of each experiment. • What have we learned that does or does not improve the situation?
• How does the system actually behave with the experiments that are being proposed for implementation in place? • In the light of the learning, what should be done?
• How should the way we work or our standards be adjusted to reflect what we learned?
Assessment Questions • What do we need to learn next?
1. How will you measure the effectiveness of the experiments?
2. Does the check item align with the previous goal statement? Assessment Questions
3. Has actual performance moved line with the goal statement? 1. What is necessary to prevent recurrence of the problem?
4. If performance has not improved, then why? What was missed? 2. What remains to be accomplished?
3. What other parts of the organization need to be informed of this result?
4. How will this be standardized and communicated?
.nu
Tom Kealey
Agile Coach and Visual Thinker
+46 (0)73 8338 073 | tom@zerodegrees.nu | www.zerodegrees.nu | @tomkealey | linkedin.com/in/tomkealey