Agile Kaizen - Improvement Beyond Retrospectives

© 2013 Proyectalis Gestión de Proyectos S.L. More at http://Slideshare.net/proyectalis
Agile Kaizen May 2013,
Scrum Gathering LasVegas

Angel Medinilla
You Killed my father,
prepare to die!!
angel.medinilla@proyectalis.com
www.proyectalis.com/AngelMedinilla
SlideShare.net/proyectalis
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@angel_m
linkedin.com/in/angelm

My
Pleasure!

Free Shoulder Pain Test...

Who do we have here today?

Why are we
here today?

Kaizen in Agile = Retrospectives!

(as opposed to Project Post Mortems)

But most retros are like...

Lots of retros are like...

Many retros are just...

Plenty of retros are just...

Seth Godin’s Principle
on Broken Stuff:

Anyway...Seth Godin’s
Principle on Broken
Stuff:

Retrospectives Are BROKEN!
(Throw Ya Hands In the Air Like You Just Don’t Care...!)

Duuuude, what’s wrong with our
retros?? (10+5 min)

Short Answer: Cargo Cult

Longer answer: looking up to just ‘fix
retrospectives’ is WRONG

We were warned!

Principles & Values
Process
Roles Practices Tools Artifacts

Lean & AgilePrinciples & Values
Process

Lean & Agile
Scrum, Kanban
Principles & Values
Process

Lean & Agile
Scrum, Kanban
ScrumMaster
Produc Owner
XFunc. Team
Principles & Values
Process

Lean & Agile
Scrum, Kanban
ScrumMaster
Produc Owner
XFunc. Team
BurnDown
Product Backlog
Impediment Backlog
Principles & Values
Process

Lean & Agile
Scrum, Kanban
ScrumMaster
Produc Owner
XFunc. Team
BurnDown
Product Backlog
Impediment Backlog
kanban board
Jira, V. One
Hangout
Principles & Values
Process

Lean & Agile
Scrum, Kanban
ScrumMaster
Produc Owner
XFunc. Team
BurnDown
Product Backlog
Impediment Backlog
Daily Scrum
Planning Game
Retrospect
kanban board
Jira, V. One
Hangout
Principles & Values
Process

My goal:
- Understand Kaizen Culture
- Understand Kaizen Dimensions
- Understand Kaizen Process
- Understand Kaizen Roles

Kaizen Culture

Spanish Kaizen

Let’s go to The Source...

“They are an intriguing people. From the moment they wake they
devote themselves to the perfection of whatever they pursue. I
have never seen such discipline. I am surprised to learn that the
word Samurai means, 'to serve' [...]”

“The perfect blossom is a rare thing. You could
spend your life looking for one, and it would not
be a wasted life.”

“Life is growth.
If we stop
growing,
technically and
spiritually, we
are as good as
dead”

“This old man
must still train
and train”

So no surprise...

(American
Foundations too!)

A Kaizen Story at The Source

Some Kaizen Elements:
- Andon; Visual Management
- Jidoka; Autonomation
- Root Cause Analysis
- Standardization
- Gemba Kaizen / Genchi Gembutsu

Above All: Kaizen Culture

Bad Cultures Are Also Cultures!

Culture = Purpose + Values

What values can you spot in the
Kaizen Story at Toyota? (5 min)

Some Kaizen Values:
- Everybody’s Job; Teamwork
- Empowerment; Ownership
- See the Whole; Transparency
- Question Everything; Be Brave
- Continuous means Continuous
- Long Term Thinking
- Discipline; Learning
- Individuals and Interactions ;)

Culture is transferred through
Artifacts, Assumptions and Stories

Changing culture is easy... :)
“To start a culture change all we need to
do is two simple things:
1) Do dramatic story-worthy things that
represent the culture we want to create.
Then let other people tell stories about
it.
2) Find other people who do story-
worthy things that represent the culture
we want to create. Then tell stories
about them.”
- Peter Bregman, Harvard Business Review

Changing culture is easy... :)
“People don’t believe what you tell
them. They rarely believe what you
show them. They often believe what
their friends tell them. They always
believe what they tell themselves. What
leaders do: they give people stories
they can tell themselves. Stories about
the future and about change.”

Which of YOUR stories enforce Kaizen?
(10 min)

Purpose;
Noble Cause
Spoused Values
Assumptions Behaviours
Artifacts Stories
Kaizen Culture
Wrap Up Number 1:

Dimensions

Agile Kaizen Dimensions:
- Process
- Product
- People

Process Kaizen:
- Systematically bring up issues;
identify waste
- Optimize the Value Stream
- Root Cause Analysis; Remove
Impediments
- Help the system flow

What About Kaizen Events?

Product Kaizen...

Improving your Product
(what and how):
- Client & Stakeholders Feedback;
Test Assumptions (Lean Startup)
- Improve UX
- Communication; Marketing
- Improve Funnel (AARRR!)
- Built-in Quality
- Reduce Tech Debt; Refactor

Improving your people:
- Upgrading / Acquiring Skills
- Better Collaboration / Self
Organization
- Kaizen Culture
- Knowledge Sharing

Some Strategies:
- Mentoring
- Training
- Coaching
- Facilitating
- Peer Review
- Teamwork
- Certification
- Self Improvement

Some MORE strategies:
- Lab time
- Communities of Practice (Guilds)
- ScrumMasters
- Free Electrons
- FedEx and Kaizen Events
- Pairing
- Events; Community
- Desksurfing; Job Switching

Wrap Up number two:
Process
- Bring up issues
- Optimize theValue Stream
Impediments
- Help the system flow
Product
-Feedback
- Test Assumptions
- Improve UX
- Built-in Quality
- Reduce Tech Debt
People -Lab time
. Guilds
- ScrumMasters
- Free Electrons
- Kaizen Events
- Pairing
- Events; Community
- Desksurfing
- Job Switching
-Mentoring
- Training
- Coaching
- Facilitating
- Peer Review
- Teamwork
- Certification
- Self Improvement

Process

Process Kaizen vs. Kaizen Process

The Retrospective Process:
- Review Sprint
- See what went well (pluses)
- See what need improvement
(deltas)
- See what we can do differently
(ideas)
- Thank and acknowledge
contributing stakeholders (flowers)

- Jamón
- Paella
- Playa
- Flamenco
- Fiesta
- Siesta
- Sangría
- Politicians
- Corruption
- 27% Unemployment
- Public Debt
- Education
- Black economy
- Big Brother 14th ed.
- Reduce
government
- Help Entrepreneurs
- Sell Mallorca to
Germans
- Mmmm...Elect
Obama?
- Antonio
Banderas
- Ferrán Adriá
- Amancio Ortega
- Rafa Nadal
- Martin Sheen
- Rita Hayworth

Bonus: the Retrospective process
PLUS

1) PREPARE
- Do your homework
(don’t show up naked)
- Set goals for retrospective
- Have personal list of issues to
discuss
- Have personal Sprint review
- Bring last retro’s minutes & Follow-
up info

2) TEST THE WATERS

3) REMEMBER, REMEMBER...

4) TELL THE SPRINT STORY

5) HIGHLIGHT PLUSES AND DELTAS

6) SELECT ISSUES
- Impact & Ability
- Divide & Conquer

7) ROOT CAUSE ANALYSIS
- WTF’ishbone Diagram
- Cause and effect (be careful with
fallacies!)
- 5 Why’s / Powerful Questions
- Affinity Diagram / Brainstorm

8) DEVISE PLAN
- Workaround & Plan B
- Long term solution
- WHAT is to be done
- WHAT is needed
- HOW are we going to do it
- WHO is going to do it
- WHEN is he/she going to do it

9) THANK, CELEBRATE AND
ACKNOWLEDGE

10) FOLLOW UP!

Wrap Up Number Three:
Prepare
Test the Waters
Remember
Tell the Sprint Story
Pluses & Deltas
Select & Divide
Root Cause Analysis
Devise Plan
Thank and Acknowledge
Follow Up

Roles

ScrumMaster!

Short Term vs. Long Term thinking

ScrumMaster Kaizen:
- Agile Process (Process Kaizen &
Kaizen Process)
- Tools (tech, process)
- Roles (pairing, training)
- Facilitate
- Teach How to See
- ‘Jimmy Cricket’, long term thinking
- Motivation; personal growth

Product Owner Kaizen:
- Client Feedback & Collaboration
- Test Assumptions
- Product-Market fit
- Revenue per Point
- Communication, Marketing
- Clarify problem (not requirements)

Team Kaizen:
- Collaboration; Teamwork
- Self Organization, W.O.W.
- Knowledge Management
- Technical Side
- Spot Problems: Andon / Jidoka
- Develop & Improve standards

Manager Kaizen:
- Improve System (environment)
-See the whole
- Support Teams
- Remove impediments
- Improve Culture
- Improve Communication

Wrap Up Number Four:
ScrumMaster Product Owner
Manager Team
- Process Kaizen & Kaizen Process
Tools (tech, process)
- Roles (pairing, training)
- Facilitate
- Teach How to See
-See the whole
- Support Teams
- Improve Culture
Collaboration; Teamwork
- Technical Side
- Test Assumptions

Final Wrap Up:
Purpose;
Noble Cause
Spoused Values
Assumptions Behaviours
Artifacts Stories
Kaizen Culture
Process
- Bring up issues
- Optimize theValue Stream
Impediments
- Help the system flow
Product
-Feedback
- Test Assumptions
- Improve UX
- Built-in Quality
- Reduce Tech Debt
People-Lab time
. Guilds
- ScrumMasters
- Free Electrons
- Kaizen Events
- Pairing
- Events; Community
- Desksurfing
- Job Switching
-Mentoring
- Training
- Coaching
- Facilitating
- Peer Review
- Teamwork
- Certification
- Self Improvement
Prepare
Test the Waters
Remember
Tell the Sprint Story
Pluses & Deltas
Select & Divide
Root Cause Analysis
Devise Plan
Thank and Acknowledge
Follow Up
ScrumMaster Product
Owner
Manager Team
- Process Kaizen & Kaizen Process
Tools (tech, process)
- Roles (pairing, training), Facilitate
- Teach How to See
-See the whole
- Support Teams
- Improve Culture
Collaboration; Teamwork
- Technical Side
- Test Assumptions

Final Exercise:
What Have you learned?
What will you do differently now?
(10+5 min)

Remember...Above All: Kaizen Culture

Thank you and... BLOG IT!!
(Oh, yes, and buy the book!)
http://www.proyectalis.com/en/AngelMedinilla

http://creativecommons.org/licenses/by-nc-nd/3.0/
This presentation is based upon the ideas and
work of many people. And while I’ve tried to
recognize copyrights and give credit and
attribution where possible, I cannot possibly
list them all, so if you feel like there’s
something that should be added, changed or
removed from this presentation, please drop
me an e-mail at
angel.medinilla@proyectalis.com

Agile Kaizen - Improvement Beyond Retrospectives

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