Agile: Not Just for Sofware

Editor's Notes

• #2: Who in audience??? Managers or On Teams Companies? Agile Experience? Jeanne and I – 2 for 1 BOB CAPORALE – CREATIVE INNOVATION ARC INTRODUCE SITUATION, SET UP PROBLEM DEV PLAN, SOLVE THE PROBLEM & SHOW RESULTS CPG, industrial materials, heavy equipment Consumer electronics business equipment, Utilities Can apply to services too
• #3: Disruption is Agile Implement without revolt Typical failure is to try to apply too much of Agile What really matters Supply tangible case studies Leave 10-15 minutes for Q’s About 20 slides ASK QUESTIONS for CLARIFICATION
• #4: We do a wide range of work – Apple’s NPP –AND AGILE TRANSFORMATIONS Focus, focus, focus Measure adoption, measure quality Almost 50% of time spent actually doing it – My PLAN A JEANNE’S BACKGROUND Innovation, Bose noise cancelling headphones, Got my first Project Management ROLE – Bose Wave Radio DARK SIDE, Canadian, Danish & US organizations Cirrus Logic – Important link, Swiss Army Knife – engineer blade HOLD UP BOOK!
• #5: NOT DEFINE MANIFESTO Burnout, shippable code, and fixed schedule, not fixed scope Challenge with Product Owners, need one per 3 scrum teams (MAX) Challenge of Agile as applied to tangible products
• #6: MYTHSDefine non software Software is intrinsically different from HW Important to implement what you can and what you should! Protos and Demos Functional Manager = Levels between VP and team member (Sr. Dir. Mech, Dir. of Packaging, Manager of Plastics & Components) Strongly recommend you pilot first on a product by product basis 9 MIN
• #7: Describe the manifesto process – where, when, and who and for what reason There are 12 recommendations, 9 of the 12 are best practices that you or I would follow Describe the 3 recommendations that are SW only Software dev is by accretion versus HW which is late and chunky
• #9: Of course many differences… but what is fundamental to Scrum? SW is like a snowball, growing diameter while rolling down the hill Linearly over time HW functionality occurs later, and in big chunks (prototype builds, for example) Non-linear, production tooling – 0ff tool
• #10: Use Applied process tool example Quantify, 4 Sprints, 3 weeks = 12 Weeks, 3 Months Accelerates / forces decisions Quickly ferrets out delays Request ordering of $5M worth of custom display parts that require 3 months of lead time Order $7M worth of test equipment, that requires 14 weeks to make, configure and install FDA requires verification and validation of claims
• #11: Here is how to implement – practical advice for you in the audience 5 powerful concepts Biggest 2 are FRAMEWORK and FOUNDATION 3 process elements are what happens during the product program Frankly 80% of the benefit if do FRAMEWORK and FOUNDATION I’m not going to talk about sprint planning – there are tons of references on line – Roman Pichler 30 MIN
• #12: Standups adaptive – often too much energy defending or trashing Remember, this is not religion If you hear about something 3 days in a row, right to tack action Case study – increasing protos by x2 actually cuts the prototype phase from 6 months, to 3 months, shortening 15 month development to 12
• #14: Retrospectives are about learning – period. “What went well, what didn’t, what we should do differently” – nice, but not effective. But you’re leaving a lot of valuable information on the table Graphical agenda, 2 hours for each of three discussion points Amazing how the events change under scrutiny Really systematic process Used by Apple to this day as their Retrospective Process What happened? What is important? Why did it happen? What is important? What is the big picture? What do we do about it? – Action Plan
• #15: Single biggest point of impedance We have a lot of data that shows the systemic issues that prevent teams from reaching their product development goals – all systemic; all have to do with leadership issues Functional Manager/Middle Management = Levels between VP and team member (Sr. Dir. Mech, Dir. of Packaging, Manager of Plastics & Components) Technology industry – many not trained in leadership – promoted based on technical/domain expertise. They may know how to design, but they don’t know how to remove cross-functional roadblocks. Questions why be a manager, what do I do? How do I add value? Why am I needed, if team can make decisions? Remove roadblocks – improve the roadmap – let your team members get closer to the customer.
• #16: Servant Leadership should not devolve into a buzz word! It really matters, so don’t make it trivial. When managers are not trained in leadership – Servant leadership is even harder The ability to collaborate is crucial: dissolve “functional allegiance vs product allegiance
• #17: High volume, low cost consumer electronics Connected to apps, and the cloud Clearly cycles of learning and improvement Both short term benefits – tangible – shorter time to market, More fundamentally showed gaps in functional management (single biggest point of failure) And team skills needing upgrading (communication, collaboration, leadership)
• #18: This is the real deal, with out consulting spin, or unjustified passion Medical devices company, doing this for several product cycles Volume in the 100K range, consumer price levels Benefits are team engagement and speed Too frequently programs were cancelled or late, both degraded engagement Indirect productivity improvement
• #19: Case study derived from the company that just acquired Whole Foods Very hand rule of thumb Setup – Marketing and Engineering can’t agree on the need for an important feature (displaying exercise in bar chart per day) Situation where Agile could have prevented loss of two weeks of arguing Assumes a holiday launch, so sharp loss of sales Does not depict loss in share or reputation
• #20: Time to market – shorter! Development cost ~ lower Accuracy – higher! Case studies Helps takes our head out of clouds You can be very successful with even a subset Sprints & Teams!!!