Bill, Chris, John, Patty and Wes walk into a bar to fret over the demise of their accomplishments…
If only they had conceived that constraints also exist outside of the IT manufacturing system.
All they accomplished was to build a faster, more reliable and better handling car for Steve to drive like he stole it. Steve’s behavior didn’t change, nor did the culture. The culture changed in the part but not the whole.
Deming was right, leaders must know the way and teach it.
But to make the new culture stick they must also be the new culture. Live and display it by example.
If change is perceived as a shiny new leash disguised as better behavior from leadership then trust will be permanently damaged. Your Taylorism cannot hide from the people.
Meanwhile, Dick was enjoying a spreadsheet showing him new numbers post-layoff of half the IT budget…
#culture #systemsthinking #orgmindset #DEVOPS
During the Lego Serious play for SAFe® Teams Sim this week one of the teams decided they were a component team supporting the rest of the ART.
Do you think the experiment worked?
Continue reading “Agile Moment: Lego Serious play for SAFe® Teams Sim”
I was just having a bit of fun this morning, but perhaps there is some way to enhance our learning?
From my original LinkedIn post.
“Business Value Bowling” everyone is ten pins and one frame away from accurately assessing business value at the end of the PI!
#SAFe #SAFeSummit #havingfunonmonday Continue reading “Agile Moment: New SAFe planned business value tool for business owners…”
The Laws and the rules
“The average number of work items in a stable system is equal to their average completion rate, multiplied by their average time in the system.” ~ John Little, 1961
“A Proof for the Queuing Formula” by Little, J. D. C. (1961)
Continue reading “The amazing CFD, visualizing your workflow; Little’s Law”
Thinking this morning about a conversation I had yesterday at happy hour with several truly impressive human beings.
Some characteristics of a high performance Lean-Agile team:
- no longer needs a scrum master or lean agile leader
- uses the best of Scrum as an empirical framework for an amazingly lean sustainable flow process
- also uses principles of Lean and a Kanban system
- has a natural affinity for pulling the right work at the right time
- possesses high trust within the team and externally known to consistently deliver successful outcomes; builds trust with other teams
- regularly pushes the boundaries of what is possible as innovators
- cares deeply about people and the organization
- committed to continuous learning and relentless improvement
Just in from the blogagility.com laboratory...
One of the many challenges faced by coaches in a Lean-Agile transformation is convincing resource owners/managers to relinquish the “control” part of command & control (see Capt. David Marquet on “Greatness”) to people & teams for the purposes of –self-organization & self-management. Or as I prefer to describe it, getting out of the way of people’s innate creativity and ability to innovate. Capt. Marquet offers pillars of competence and clarity as the recipe, of which I wholeheartedly agree.
As in the value systems of Scrum and the SAFe® – respect for people and culture, openness, and transparency are part of the fresh culture we are driving. Without these basic human elements of successful relationships and communication, trust doesn’t exist. The dual combo “T’s” of trust and truth are the kingpins in any long-lived organizational change / transformation. Continue reading “Agile Moment: Transitioning resources to “Lean-Agile” teams in SAFe / Scrum”