There are a few Formula1 videos around the web that we use to teach about the economics of batch sizes, particularly in the SAFe, where the teachings of Don Reinertsen are embedded in the body of knowledge. I found this new video on LinkedIn today and thought I would share them with the community.
Remember, we are trying to reduce the transaction cost of a batch. In these videos the older pit stop people, process and tooling resulted in a much higher transaction cost compared to the modern pit stop with automated tools and swarming. This can be done through automation, architecture, tools, kaizen of process, and through new ways of thinking and working, and even new ways of feeling. We must pay particular attention to the relationship between tools, people, and process as optimizing one without tuning the others may not improve anything (systems thinking).Read the rest of this entry »
Artificial Limitations are not controls
Don’t limit your team to using just Scrum or Kanban. Don’t even limit yourself to using watered down versions of a combination of Scrum and Kanban. High-performance teams master both the empirical process framework and controls called Scrum, and the use of Kanban (system; Lean).
Continuous Learning (The Three Ways) & Empiricism
Continuous learning teams know how to scale these frameworks and systems using the SAFe and other scaling frameworks to suit the needs of the business and customer solution context (value). Learning teams know how to drive DEVOPS culture and practices through self-organization and self-management.
Scrumming it, the next step
If you are practicing Scrum, and using a Kanban to support the process framework it is helpful to walk the board during the Daily Stand-up (Scrum). Do this a few times a week rather than asking the three questions every day.
#Scrum #Kanban #Agile #Lean #SAFe #scalingframeworks
April 3, 2018 - by Marshall Guillory
Just read an interesting article. The average Chic-Fil-A unit brings in $4.4M in revenue. The average McDonald’s $2.5M. With many similarities, it begs the question of what is it in Chic-Fil-A’s system that creates almost 2X the amount of value for shareholders for a single unit?
My hypothesis: It is all in the service.
And not just run of the mill fast food drone service like that of McDonald’s. Kind, professional and joyful service with a smile. Above and beyond really, in a consistent manner across all units.
So is Chic-Fil-A in the fast food chicken business or the amazing world-class service business? I’ll let you ponder that.
March 28, 2018 - by Marshall Guillory
Agile is itself a fallacy
“We are ‘Agile’ because we were delivering ‘working software’ every two weeks”
But did we build the right thing? Do the right thing? Was it valuable?
Oops, we forgot to read the details… the values AND the principles are important. Is it a good thing they clarified the value in the #1 principle on the second page?
What about culture? Not so simple as four plus twelve equals Agile? Read the rest of this entry »
Authored by Preetam De, a blogagility.com contributing author.
In the last few days several people have asked me a question about stretched targets on Scrum sprints – not sure if it was a co-incidence or an ongoing vibe. So I will take a moment to explain it.
This article will not revisit the negative consequences in detail of having a stretch target. I will assume the obvious with a quick recap, so I can focus on the solution in detail rather than discussing the problem.
Quick Recap – Why do we think we need it?
- When we feel the need to manage a person rather than the work they do.
- When we focus on Efficiency over Effectiveness.
- When we focus more on tools and practices more than the principles behind them.
- To impress stakeholders they need everything “right now”
- To impress authority by over-estimating our capabilities
- When we assume – “What happened last sprint won’t happen again”
- When we don’t trust a team member and say “We need to keep them busy”
How can we avoid Stretch Targets?
A) By focusing on the flow of work that matches the business need Read the rest of this entry »
My client has been working hard to implement the Lean Portfolio Management functions of the Scaled Agile Framework. Part of that process is to identify value streams flowing through the organization and begin the process of identifying the work that is on the streams. The value streams were identified well over a year ago. The process of researching, analyzing and identifying all of the work has been challenging, but very fruitful. Read the rest of this entry »
I started a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the third of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.
“Outside team interference and noise; unnecessary outside team involvement”
A SAFe Answer
This problem is not unique to the SAFe or Lean-Agile space. It exists in every organization I’ve encountered.
It is, however, a big, common problem. How many times have you or your team been “redirected” to work on the latest fire fighting drill? Was this time accounted for in the waterfall/traditional silo planned WBS that you are working against? I’m certain your manager and project managers always go back to the integrated master schedule (IMS) to reflect lost productivity. IMS’s always account for production down, maintenance, operations? Sure they do. Especially when the team doing costing gets to review the proposal and “tweak” the final numbers. [insert massive sarcasm]