mary poppendieck: the aware organization - lean it summit 2014
DESCRIPTION
We now have a pretty good idea of what Just-in-Time means in software development. With Continuous Delivery moving to the mainstream, rapid flow of value through the development process is becoming routine. However, as software systems get larger and more complex, we may lose sight of what Jidoka has to offer. At the Lean IT Summit 2014, Mary Poppendieck explained what Jidoka, or situational awareness, means for groups developing large software systems.TRANSCRIPT
l e a n software development
www.poppendieck.com Mary Poppendieck [email protected] [email protected]
The Aware Organization
Jidoka
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Toyota Production System
October 14 Copyright©2014 Poppendieck.LLC 2
Thoroughly
Remove Waste
Just in Time
• Make only what,
when and the
amount needed
• Downstream
process takes
from upstream
Jidoka • Processes
detect errors
and stop on
their own
• Built in human
intelligence
Flow ???
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What Makes a Winning Team?
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When it’s a Matter of
Life and Death
High Reliability Organizations Have more than their fair share
of unexpected events
Have less than their fair share of accidents
Firefighters
Nuclear Power Plants
Power Grid Dispatching Centers
Hospital Emergency Rooms
Air Traffic Control
Aircraft Carriers
Common Characteristic
Mindfulness
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Managing the Unexpected: Assuring High Performance in an Age of Complexity by Karl E. Weick and Kathleen M. Sutcliffe, 2001
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Mindfulness
Preoccupation with Failure
Reluctance to Simplify
Sensitivity to Operations
Commitment to Resilience
Deference to Expertise
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Mindfulness
Exceptionally
Safe, Reliable,
World Class
Organizations
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Mindfulness Situational Awareness
Understand Command Intent
Two Levels Up
Command Intent:
A concise expression of the purpose of
the campaign, the desired results, and the
expected team progress toward achieving
the desired end state.
Maintain Situational Awareness
One Level Up
1. Collaborative Planning
2. Situational awareness of
progress of other platoons
3. Adapt to make sure the
company reaches the end state
October 14 6 Copyright©2014 Poppendieck.LLC
l e a n
Toyota Production System
October 14 Copyright©2014 Poppendieck.LLC 7
Thoroughly
Remove Waste
Just in Time
• Make only what,
when and the
amount needed
• Downstream
process takes
from upstream
Jidoka • Processes
detect errors
and stop on
their own
• Built in human
intelligence
Flow
Mindfulness
/ Situational
Awareness
l e a n
Mindfulness
Preoccupation with Failure
Reluctance to Simplify
Sensitivity to Operations
Commitment to Resilience
Deference to Expertise
October 14 Copyright©2014 Poppendieck.LLC 8
Mindfulness
Exceptionally
Safe, Reliable,
World Class
Organizations
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Theory of Constraints
Every system has a bottleneck.
Value cannot flow through the
system any faster than it flows
through that bottleneck.
So the best way to improve the
system flow is to improve the
rate at which value flows
through the bottleneck.
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When the Constraint is
Technical
The Integration Problem
% of Release Cycle Spent “Hardening”
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Typical: 30%
Sometimes: 50%
Top Companies: <10%
Release Cycle
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When the Constraint is
Knowing What to Build
Cost of Complexity
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The Biggest Waste in Software Development
Co
st
Time
Features / Functions Used in a Typical System
Standish Group Study Reported at XP2002 by Jim Johnson, Chairman
Always 7%
Often 13%
Sometimes
16% Rarely 19%
Never 45%
Rarely / Never
Used: 64%
Often / Always
Used: 20%
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Mindfulness
Preoccupation with Failure
Reluctance to Simplify
Sensitivity to Operations
Commitment to Resilience
Deference to Expertise
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Mindfulness
Exceptionally
Safe, Reliable,
World Class
Organizations
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Who is Responsible for
Delivering Value?
Delivery Organizations
“The Business”
“The Product Owner”
“The Contracting Party”
“The Outsourcing Company”
Product Organizations
“All of Us”
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Shared Responsibility
Copyright©2014 Poppendieck.LLC
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Shared Responsibility
Rich Objectives
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1. Unifying Goal
No team succeeds unless overall goal is met
All teams understand the desired end state
2. Our Team’s Responsibility
We commit to do our part
We understand how our part contributes to overall success
3. What Our Team does to Make Sure Other Teams are Successful
We maintain awareness of the progress of other teams
We help other teams out as appropriate to achieve the overall goal
Copyright©2014 Poppendieck.LLC
l e a n
Mindfulness
Preoccupation with Failure
Reluctance to Simplify
Sensitivity to Operations
Commitment to Resilience
Deference to Expertise
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Mindfulness
Exceptionally
Safe, Reliable,
World Class
Organizations
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Who is Responsible for
Deciding What to Build?
1. Control projects by quantified critical-few results. 1 page in total!
2. Make sure those results are business results, not technical.
3. Give the developers [technical team] the freedom to find out how to deliver those results.
4. Estimate the impacts of your designs on the quantified goals.
5. Select designs with the best value impacts for their costs, do them first.
6. Decompose the workflow into weekly (or 2% of budget) time boxes.
7. Change designs, based on quantified value and cost experience.
8. Change requirements, based on quantified value and cost experience.
9. Involve the stakeholders, every week, in setting quantified value goals.
10. Involve the stakeholders, every week, in actually using value increments.
October 14 Copyright©2014 Poppendieck.LLC 16 From: Value-Driven Development Principles and Values by Tom Gilb, Agile Record, July 2010
Tom Gilb Published 1988 19th Printing
l e a n
Mindfulness
Preoccupation with Failure
Reluctance to Simplify
Sensitivity to Operations
Commitment to Resilience
Deference to Expertise
October 14 Copyright©2014 Poppendieck.LLC 17
Mindfulness
Exceptionally
Safe, Reliable,
World Class
Organizations
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The Next Generation
Software Development Process
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Acceptance test driven development process
Tight collaboration between business and delivery teams
Cross-functional teams include QA and operations
Automated build, testing, db migration, and deployment
Incremental development on mainline with continuous integration
Software always production ready
Releases tied to business needs, not operational constraints
l e a n
Mindfulness
Preoccupation with Failure
Reluctance to Simplify
Sensitivity to Operations
Commitment to Resilience
Deference to Expertise
October 14 Copyright©2014 Poppendieck.LLC 19
Mindfulness
Exceptionally
Safe, Reliable,
World Class
Organizations
l e a n
Preoccupation with Failure
Reluctance to Simplify
Sensitivity to Operations
Commitment to Learning
Deference to Expertise
Mindfulness
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Mindfulness
Exceptionally
Safe, Reliable,
World Class
Organizations
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Case Study:
Government
Case: British National Health Service, Electronic Patient Records, 2002 – 2011, £10bn.
In Response: Gov.UK.
Governance Principles:
Don’t slow down delivery
Decisions when they’re needed, at the right level
Do it with the right people
Go see for yourself
Only do it if it adds value
Trust and verify
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4-8 weeks 6-8 weeks A few months, then iterate
See: https://www.gov.uk/transformation
Delivery team charter:
service vision
quantifiable goals [impacts]
key performance indicators [metrics]
that show how they will meet user needs
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Impact-driven Development
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Tom & Kai Gilb
1. Start with WHY – Purpose, Problem
2. Understand the desired impact:
a. Who cares about the impact of potential solutions?
b. How will these people measure the impact of outcomes?
c. What changes can create outcomes that move the metrics
– in the right direction – enough to matter?
3. Experiment: Prototype the most promising changes.
4. Implement a change only if its impact is validated.
5. Iterate rapidly until the desired impact is achieved.
Working Backward from Impact
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A Company in Durban
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l e a n software development
www.poppendieck.com Mary Poppendieck [email protected] [email protected]
Thank You!
More Information: www.poppendieck.com