fix the process, not the problem
TRANSCRIPT
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Fix the process, not the problem
Natalie Yadrentseva
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We createvisual management software
VisualisationTransparency across all divisions
Visually manage
complex work Easy view for each role
Management
Processes: Scrum, Kanban, Lean Startup, Custom Flexible organisational structure
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The mess from outside point of view
How do you work?
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Even if the way you work seems chaotic the reality can be different
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What do you have inside?
Michael Sahota, http://agilitrix.com/culture/
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We use visual controls everywhere
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We use visual controls everywhere
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What activities do you perform?
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Everybody knows how he/she works
✓ Multiple meetings ✓ Synchronise information ✓ Explore dependencies ✓ Find the truth
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What activities do you perform?
What processes do you work on?
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“If you can't describe what you are doing as a process, you don't know what you're doing.”
W. Edwards Deming
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๏Everybody does everything - there are no responsibilities
๏No understanding about what is required for decision making
๏Information is lost ๏Plans are unclear and they fail ๏Communication wastes ๏Hard to start improvements
no
The Challenges
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Organisations challenge with
• problems inside • market changes • company growth
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When something goes wrong, our first reaction is to fix it as it fails.
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Wave video
People Time Money
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Wave video
When something goes wrong, our first reaction is to fix it as it fails.
Problems seem to accumulate faster than they can be solved.
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How to develop better processes that help your organisation
to prevent problems from occurring?
Understand the way you currently work
Everybody knows where you’re moving
Run changes to improve
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Processes, Structure, Policies
Visualise As It Is
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Process Visualisation Workshops
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M6 Web: From Agile Portfolio to Execution
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Invite representatives from each role that are working towards the same result Establish time frames & rules Stop deep discussions Ask questions to keep focus Stay realistic
Process Visualisation Workshop Tips & Tricks
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M6 Web: From Agile Portfolio to Execution
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Make the current way visual and easy to access manually
Lean process mapping Strategy mapping
http://www.jiscinfonet.ac.uk David Sibbet. Visual Meeting
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Make it visual for everybody
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Make the current way visual and easy to access digitally
Process diagrams Flow diagrams
http://www.rc-renovation.com/images/ProcessFlowChart.png https://www.lucidchart.com
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Now each team understands how it works
★ A pilot teamThe actions and the analysis of the problems on a team level are quite easy
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What is next?
The obvious things become complex and painful with a lot of dependencies and risks
๏ An entire organisation
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The talent of sharing
๏ Old-school visualisation or digital tools ๏ Very fresh and accurate information ๏ Personal communication
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The talent of sharing, or maximising of visibility of the unwritten
Targetprocess Relations Network
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Strategy
Execution
There is no link to show how the execution supports company’s goals
Think in all directions
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I still love dead tree books
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Perception & Decision Making
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Bottom Up
Perception & Decision Making
piecing together the segments to give rise
to a more complex system
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Top Down
starts with the big picture and drill down
based on the patterns
Perception & Decision Making
Bottom Uppiecing together
the segments to give rise to a more complex system
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Let everyone know the context
Perspective From Portfolio to Execution
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Strategy
Execution Bottom Up
Quick feedback about the status
Top DownExpected outcomes and changes of priorities
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Strategy ExecutionIdeas Analysis Projects Prioritisation People Allocation Performance Tracking
Needs Assessment Project Proposals Project Deliverables
Direction Teams
KPIs
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F1 mission critical software
Plans
Determinate hierarchy
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Smart action
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Define which metrics will help to answer to these questions Understand the cadence Dashboards, notifications
Ask questions
KPIs
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Top Down or Bottom Up?
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Different people need different views on the same data in an organisation
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Visibility across your company lets one to do his best knowing how his activities fit to the bigger picture
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Learn through experiments
The current way Something new
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The journey can teach you a lot about your destination
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The Challenge
We want to have more predictability about our product roadmap
and deliver the maximum value avoiding long solutions
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Fix as It Fails
MVP Scope Constantly update plans
once new information appears
1When something goes wrong, the product or service is fixed before it is sent to a customer
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Visualise As It Is: Process Visualisation Workshop
Problem Features Development Acceptance Delivery AcceptanceAnalysis
& Solution• • • • • •
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MVP improved time-to-market but there wasn’t stability
Targetprocess Product Roadmap
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“Insanity: doing the same thing over and over again and expecting different results.”
Albert Einstein
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Prevention
A dedicated Product Specialist to each product team Close communication
2Developing learning loops to feed information rapidly from the point where problems can be discovered to the people who can keep them from recurring
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Agile Software Development Process: 90 Months of Evolution
A dedicated Product Specialist to each product team
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Find the Root Cause
Customers visit New understanding of the customers’ needs
Replace a feature with a problem
3Investing in increasing the effectiveness of the problem-solving can free up people, who had been correcting problems on a fix-as-fail basis, and give them the time—and motivation— to embark on the third stage of learning, finding root causes
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Anticipation
Trainings in new skills Run small product improvements
4The discovery of an unsuspected competitive advantage
The desire to know more about the company & the customers
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Fix as It Fails 1Prevention 2Find the Root Cause 3Anticipation 4
The Learning Loop, https://hbr.org/1990/07/fix-the-process-not-the-problem
Learn How to Learn
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RUN IMPROVEMENTS
Visualise As It Is
Learn Through Experiments
Analyse As It Is Running
Let Everyone Know the Context
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The mess The order
How do you work?
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The Breaking Wave, Hypersonic, http://www.hypersonic.cc/#!/projects/breakingwave
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Without a particular framework or perspective various data are just facts.
Visualise to understand the reality and to find patterns, learn and experiment constantly
to improve and to leave the problems behind.