5 steps to get more cookies with less effort
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The key benefit of Agile and Lean approaches is delivered customer value with less haste, with seamless workload and higher quality, all at the same time. This is what makes our customers and delivery teams happy, right? But how can we achieve this state? How to implement Agile/Lean over the whole value delivery chain? The only sustainable approach is to start with the mindset and cultural change linked to enterprise strategy, openly communicate and collaborate. This step is long term effort and is not easy. We will share our lessons (covering tools and our approach) about coaching delivery teams towards improving and independent teams. Our presentation from Agilia 2013 conference in Brno.
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5 steps to get more cookies with less effort
- 1. 5 steps to get more cookies with less effort …enabling mindset change Jaroslav Procházka Tomáš Tureček Lean/Agile coach Lean/Agile coach, Tieto © 2012 Tieto Corporation jarek@differ.cz tomas.t.turecek@tieto.com www.differ.cz cz.linkedin.com/in/turecek
- 2. About us Jaroslav Procházka, PhD Tomáš Tureček, PhD • Freelancer • Lean/Agile coach at Tieto corp. • 12 years in IT • 15 years in IT • 10 years lectures/research • 8 years lectures/research • Blog: www.differ.cz • Blog: blogs.tieto.com/leanit • Books: • Operate IT differently • Team Agile Testing • Stopping the negative spiral © 2011 Tieto Corporation
- 3. Tieto corporation Activities in more then 20 countries More than 17000 employees Net Sales 1.8 bil EUR in 2012 © 2012 Tieto Corporation Context: • Global organization • Different domains • Distribution • Different technologies • Multicultural environment • From Lean startups to very large • Global customers complex systems
- 4. We all already know how to “work Agile way”, technically… • Large organizations • Distributed teams • Complex architecture systems • Cooperate with 3rd parties • Contract Agile cooperation with customers • Connect IT and business • … © 2011 Tieto Corporation
- 5. Mindset they have Environment they live in © 2012 Tieto Corporation
- 6. Step 1 – Selling the idea Find an owner – tease © 2012 Tieto Corporation
- 7. © 2011 Tieto Corporation
- 8. 1. Selling the idea • Get interest and attention from an owner • Teasing games • Success stories • Blogs, conferences • Communities © 2012 Tieto Corporation • Customer demand
- 9. Step 2 Slow down to speed up Find the time, gather the strengths © 2011 Tieto Corporation
- 10. TIPS case study Symptoms: • Red numbers • Unhappy customers • Stressed and frustrated team X X Customers Service 1 X Y Core Product Development © 2011 Tieto Corporation Z
- 11. TIPS case study customer impact Flow Customer © 2011 Tieto Corporation Kaizen workshop
- 12. Results: TIPS case study • • 200% profit Open error trend dropping slow down to speed up • Engaged team X Core Product Development X Customers Service 1 P X U L L Y © 2011 Tieto Corporation Capacity Available Improvements Z Overflow
- 13. 2. Slow down to speed up • Time, resources and people • Synchronize • Visualize problems • Prioritize X • Root cause analysis J • Agree on solution C ! C • long term and short term ! ! • Leadership umbrella © 2012 Tieto Corporation ! Root cause Cause à Kaizen workshop ! Root cause
- 14. Step 3 Gather critical mass © 2012 Tieto Corporation
- 15. Collect bright spots © 2013 Tieto Corporation
- 16. Shelter – environment, support, place time to meet, Sense of urgency Provide shelter 16 © 2013 Tieto Corporation
- 17. Spread… … the culture, interest, motivation and change © 2012 Tieto Corporation
- 18. 3. Gather critical mass • Slack time • Support • Communities • Appraisal © 2012 Tieto Corporation
- 19. Step 4 Hands-on coaching and mentoring © 2012 Tieto Corporation
- 20. • Pair work • Hands-on coaching and mentoring • Support © 2012 Tieto Corporation • Toolbox
- 21. 4. Hands-on coaching and mentoring • Pair work • Coaching and Mentoring • Toolbox • Independence focus • Continuous improvement • Tieto coaching framework Coaches, mentors Independent © 2012 Tieto Corporation New Team coaches Mentor drive Internal coach drive
- 22. Step 5 – Continuous improvement © 2012 Tieto Corporation
- 23. Step 5 – Continuous improvement …even in bad weather 23 © 2013 Tieto Corporation
- 24. 5. Continuous improvement • Retrospectives • Improvement framework • Sense of urgency • Leadership role model • Support © 2012 Tieto Corporation
- 25. Conclusion Selling the idea Slow down to Gather Hands-on Continuous speed up critical mass coaching improvement © 2010 Tieto Corporation
- 26. Thank You! How can we help you? © 2010 Tieto Corporation Jaroslav Procházka Tomáš Tureček Lean/Agile coach Lean/Agile coach, Tieto jarek@differ.cz tomas.t.turecek@tieto.com www.differ.cz cz.linkedin.com/in/turecek