Articles I mentioned
- Unfreezing an organization (Link)
- How to form teams at scale (Link)
- The taxonomy of A-Holes (Link)
- Running an impact mapping session (Link)
More Resources on:
- Kanban (Video)
- Lean (Site)
- Systems Thinking (Site)
- Theory of constraints (Video)
- ATDD & Spec By Example (Video)
- Continuous Delivery (Video)
- Scrum (Guide)
- Agile Modeling (Site)
Books I mentioned
- The Five Dysfunctions of a Team
- The Phoenix Project
- The Fifth Discipline
- Specification by Example
- The Art of Learning
- Extreme Programming
- Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management
- Leading Teams
- Scaling Lean & Agile Development
- Lean Startup
- Become a faster reader using RSVP (e.g. Spreader)
- Prepare your speaking voice via repeating: " I slit the sheet, the sheet is slit, on the slitted sheet I sit" (Video)
- Mindmapping as a tool to retain and correlate information. (Video by Creator)
- Pomodoro technique (Video)
- Glucose Transporter type 4 (Link)
Videos you watched
Value Versus Waste
Want shorten your lead time for what you deliver to your customers? You should give Lean a test drive. The Lean process will enable you to inspect your 'concept to cash' process for what your customer truly values. It may seem your current organization and process is built to deliver as much as you can, as fast as you can, but it likely is not. Lean will introduce techniques that will allow you to discover bottlenecks in your end to end process, identify them as queues that represent work in progress. These bottlenecks typically represent wasted time that you are not working on what your customer needs. So how do you find these things?
You have to visualize your processes and break them down into individuals queues. This list of queues would make up your value stream. The queues that have the most work in progress are likely stalling the entire delivery time of your product to your customer. You'll learn how to limit work in progress queues if you cannot eradicate them. If eradication is not possible, then consolidation may be an option. Combine skills and tasks to make one shorter queue out of several. A technique to practice where individual requests move through the value chain is called Kanban. This takes each queue and breaks it down further into not-started, started, and done. Some other areas to aid in optimization are people aspects.
Established organizations may find it challenging to adjust to these new concepts and resist the change. They may immediately feel that these new approaches will focus on job elimination, when it really should be interpreted as respecting the role. In order to ensure the customer deliverables are met, increased trust has to established between all teams involved.
Lessons on becoming Lean
Today we sat with @Ahmad to learn about becoming a lean organization. Though we talked about many concepts a handful stood out as being most applicable to BNY Mellon. We will cover those in the sections below.
The concept of Systems Thinking is looking at the system as a whole from the perspective of the client. Instead of optimizing local components of the system; Systems
Thinking says you should optimize the entire system.
The primary focus in Kanban is to reduce the lead time of deliverables to a paying client and improve process throughput. The first step in this process is to visualize the process flow through Value Stream Mapping. Using this technique you get everyone together and map the process from customer requirement to delivery. Optimization is achieved by evaluating each step in the process and eliminating waste and identifying value to the client.
Lean is a management methodology originating from Toyota. Lean's pillars are respect for people and continuous improvement. Lean emphasizes managers as teachers instead of command and control operators.
A key focus area when discussing Agile Product Development is Systems Thinking. Systems Thinking consists of four key areas. The first area deals with looking at a system as a whole
rather than focusing on the individual parts. The second area concerns the fact that the system is resilient in its steady state. This means that the harder we push to make a change,
the harder it is to implement that change. In order to create a shared model, which is the third major area, we encourage the creation of the model in a group where everyone contributes
to the model visualization. The next and related area is to encourage collaboration and dialogue among the stakeholders as opposed to individuals working in isolation.
We then discussed and covered Lean Thinking, which has at its core the concept to shorten the lead time. We discussed about managers being teachers. The two pillars that support lean
enterprise are respect for people and continous improvement. The other area that we covered is to identify where the values created and thus eliminate waste. The team also covered talking
necessary versus unnecessary waste.
We then moved on to queuing theory with how to eradicate queues. This can be accomplished by reducing WIP, visualizing the value stream and flow, identifying and educing waste, cand continuing process improvement.
This should all be done as a group for transparency and participation.
Day 1 Blog
What did we learn today? Ahmad has run a iron-man and Tim does not play well with others. But that is OK. We learned that Lean is not necessarily Scrum and that Kanban may be a better fit for our company to start implementing lean practices. Agile has been shown to be more successful for larger projects. There are 5 big ideas for lean thinking which are: shorten your lead time, be teachers over managers, focus on continuous improvement, look for value over waste, and possibly most important show respect for people. It was interesting to compare knowledge vs. non-knowledge work and that making french fries or digging ditches is more condusive to improving results with additional headcount. This is not the case in knowledge work. We all enjoyed the video of a conference call in real life. Next we learned the 5 big ideas of the Q'ing Theory. My favorite idea of the Q'ing Theory is eradicate queues, which means to eliminate queues. Kelly looked it up. In the event that you can not eradicate, you should consider limitation. Kelly is creating quite a queue of people waiting to get to Jeff's keyboard. I plan on looking into the books that were recommended by Ahmad. His recommendations included Evidence based management, The Phoenix project, the Fifth Discipline and The Lean Manager. Ahmad also recommended to get them on audio book and listen to them on the commute to work. Another thing we learned today is Mind map.We have drawn the today's learning as Mindmap about Lean and Agile. Some of our branches are people, cultures and process.