Fix the process,
not the problem
Natalie Yadrentseva
We create
visual management software
Visualisation
Transparency across
all divisions
Visually manage
complex work
Easy vie...
The mess from outside point of view
How do you work?
Even if the way you work seems chaotic
the reality can be different
What do you have inside?
Michael Sahota, http://agilitrix.com/culture/
We use visual controls
everywhere
We use visual controls
everywhere
What activities do you perform?
Everybody knows how he/she works
✓ Multiple meetings
✓ Synchronise information
✓ Explore dependencies
✓ Find the truth
What activities do you perform?
What processes do you work on?
“If you can't describe what you
are doing as a process, you
don't know what you're doing.”
W. Edwards Deming
๏Everybody does everything - there are
no responsibilities
๏No understanding about what is
required for decision making
๏I...
Organisations challenge with
• problems inside
• market changes
• company growth
When something goes wrong,
our first reaction is to fix it as it fails.
Wave video
People
Time
Money
Wave video
When something goes wrong,
our first reaction is to fix it as it fails.
Problems seem to accumulate faster
than t...
How to develop better processes
that help your organisation
to prevent problems from occurring?
Understand the way you cur...
Processes, Structure, Policies
Visualise As It Is
Process Visualisation Workshops
M6 Web: From Agile Portfolio to Execution
Invite representatives from each role
that are working towards the same result
Establish time frames & rules
Stop deep dis...
M6 Web: From Agile Portfolio to Execution
Make the current way visual and easy
to access manually
Lean process mapping Strategy mapping
http://www.jiscinfonet.ac.uk...
Make it visual for everybody
Make the current way visual and easy to
access digitally
Process diagramsFlow diagrams
http://www.rc-renovation.com/images...
Now each team understands how it works
★ A pilot team
The actions and
the analysis of the problems
on a team level
are qui...
What is next?
The obvious things
become complex and painful
with a lot of
dependencies and risks
๏ An entire organisation
The talent of sharing
๏ Old-school visualisation or digital tools
๏ Very fresh and accurate information
๏ Personal communi...
The talent of sharing,
or maximising of visibility of the unwritten
Targetprocess Relations Network
Strategy
Execution
There is no link to show
how the execution
supports company’s goals
Think in all directions
I still love dead tree books
Perception & Decision Making
Bottom Up
Perception & Decision Making
piecing together
the segments to give rise
to a more complex system
Top Down
starts with the big picture
and drill down
based on the patterns
Perception & Decision Making
Bottom Up
piecing t...
Let everyone know
the context
Perspective From Portfolio to Execution
Strategy
Execution Bottom Up
Quick feedback
about the status
Top Down
Expected outcomes
and changes
of priorities
Strategy Execution
Ideas Analysis
Projects Prioritisation
People Allocation
Performance Tracking
Needs Assessment
Project ...
F1 mission critical
software
Plans
Determinate hierarchy
Smart action
Define which metrics will help to answer
to these questions
Understand the cadence
Dashboards, notifications
Ask questions
K...
Top Down or Bottom Up?
Different people need different views
on the same data in an organisation
Visibility across your company
lets one to do his best
knowing how his activities
fit to the bigger picture
Learn through
experiments
The current way Something new
The journey can teach you a lot
about your destination
The Challenge
We want to have more predictability
about our product roadmap
and deliver the maximum value
avoiding long so...
Fix as It Fails
MVP Scope
Constantly update plans
once new information appears
1When something goes wrong,
the product or ...
Visualise As It Is: Process Visualisation Workshop
Problem Features Development Acceptance Delivery Acceptance
Analysis
& ...
MVP improved time-to-market but there wasn’t stability
Targetprocess Product Roadmap
“Insanity: doing the same thing
over and over again and
expecting different results.”
Albert Einstein
Prevention
A dedicated Product Specialist to each product team
Close communication
2Developing learning loops to feed info...
Agile Software Development Process: 90 Months of Evolution
A dedicated Product Specialist to each product team
Find the Root Cause
Customers visit
New understanding of the customers’ needs
Replace a feature with a problem
3Investing ...
Anticipation
Trainings in new skills
Run small product improvements
4
The discovery of an unsuspected competitive advantag...
Fix as It Fails1
Prevention2
Find the Root Cause3
Anticipation4
The Learning Loop, https://hbr.org/1990/07/fix-the-process-...
RUNIMPROVEMENTS
Visualise
As It Is
Learn
Through
Experiments
Analyse
As It Is Running
Let Everyone Know
the Context
The mess The order
How do you work?
The Breaking Wave, Hypersonic, http://www.hypersonic.cc/#!/projects/breakingwave
Without a particular framework or perspective
various data are just facts.
Visualise to understand the reality and to find ...
Thank you!
@natalieyadren
natalie@targetprocess.com
Natalie Yadrentseva
Natalie Yadrentseva - Fix the process not the problem public
Natalie Yadrentseva - Fix the process not the problem public
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Natalie Yadrentseva - Fix the process not the problem public

Agile.by Gathering 23.01.2016
Published on: Mar 3, 2016
Published in: Presentations & Public Speaking      
Source: www.slideshare.net


Transcripts - Natalie Yadrentseva - Fix the process not the problem public

  • 1. Fix the process, not the problem Natalie Yadrentseva
  • 2. We create visual management software Visualisation Transparency across all divisions Visually manage complex work Easy view for each role Management Processes: Scrum, Kanban, Lean Startup, Custom Flexible organisational structure
  • 3. The mess from outside point of view How do you work?
  • 4. Even if the way you work seems chaotic the reality can be different
  • 5. What do you have inside? Michael Sahota, http://agilitrix.com/culture/
  • 6. We use visual controls everywhere
  • 7. We use visual controls everywhere
  • 8. What activities do you perform?
  • 9. Everybody knows how he/she works ✓ Multiple meetings ✓ Synchronise information ✓ Explore dependencies ✓ Find the truth
  • 10. What activities do you perform? What processes do you work on?
  • 11. “If you can't describe what you are doing as a process, you don't know what you're doing.” W. Edwards Deming
  • 12. ๏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
  • 13. Organisations challenge with • problems inside • market changes • company growth
  • 14. When something goes wrong, our first reaction is to fix it as it fails.
  • 15. Wave video People Time Money
  • 16. 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.
  • 17. 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
  • 18. Processes, Structure, Policies Visualise As It Is
  • 19. Process Visualisation Workshops
  • 20. M6 Web: From Agile Portfolio to Execution
  • 21. 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
  • 22. M6 Web: From Agile Portfolio to Execution
  • 23. Make the current way visual and easy to access manually Lean process mapping Strategy mapping http://www.jiscinfonet.ac.uk David Sibbet. Visual Meeting
  • 24. Make it visual for everybody
  • 25. Make the current way visual and easy to access digitally Process diagramsFlow diagrams http://www.rc-renovation.com/images/ProcessFlowChart.png https://www.lucidchart.com
  • 26. Now each team understands how it works ★ A pilot team The actions and the analysis of the problems on a team level are quite easy
  • 27. What is next? The obvious things become complex and painful with a lot of dependencies and risks ๏ An entire organisation
  • 28. The talent of sharing ๏ Old-school visualisation or digital tools ๏ Very fresh and accurate information ๏ Personal communication
  • 29. The talent of sharing, or maximising of visibility of the unwritten Targetprocess Relations Network
  • 30. Strategy Execution There is no link to show how the execution supports company’s goals Think in all directions
  • 31. I still love dead tree books
  • 32. Perception & Decision Making
  • 33. Bottom Up Perception & Decision Making piecing together the segments to give rise to a more complex system
  • 34. Top Down starts with the big picture and drill down based on the patterns Perception & Decision Making Bottom Up piecing together the segments to give rise to a more complex system
  • 35. Let everyone know the context Perspective From Portfolio to Execution
  • 36. Strategy Execution Bottom Up Quick feedback about the status Top Down Expected outcomes and changes of priorities
  • 37. Strategy Execution Ideas Analysis Projects Prioritisation People Allocation Performance Tracking Needs Assessment Project Proposals Project Deliverables Direction Teams KPIs
  • 38. F1 mission critical software Plans Determinate hierarchy
  • 39. Smart action
  • 40. Define which metrics will help to answer to these questions Understand the cadence Dashboards, notifications Ask questions KPIs
  • 41. Top Down or Bottom Up?
  • 42. Different people need different views on the same data in an organisation
  • 43. Visibility across your company lets one to do his best knowing how his activities fit to the bigger picture
  • 44. Learn through experiments The current way Something new
  • 45. The journey can teach you a lot about your destination
  • 46. The Challenge We want to have more predictability about our product roadmap and deliver the maximum value avoiding long solutions
  • 47. 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
  • 48. Visualise As It Is: Process Visualisation Workshop Problem Features Development Acceptance Delivery Acceptance Analysis & Solution • • • •• •
  • 49. MVP improved time-to-market but there wasn’t stability Targetprocess Product Roadmap
  • 50. “Insanity: doing the same thing over and over again and expecting different results.” Albert Einstein
  • 51. 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
  • 52. Agile Software Development Process: 90 Months of Evolution A dedicated Product Specialist to each product team
  • 53. 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
  • 54. Anticipation Trainings in new skills Run small product improvements 4 The discovery of an unsuspected competitive advantage The desire to know more about the company & the customers
  • 55. Fix as It Fails1 Prevention2 Find the Root Cause3 Anticipation4 The Learning Loop, https://hbr.org/1990/07/fix-the-process-not-the-problem Learn How to Learn
  • 56. RUNIMPROVEMENTS Visualise As It Is Learn Through Experiments Analyse As It Is Running Let Everyone Know the Context
  • 57. The mess The order How do you work?
  • 58. The Breaking Wave, Hypersonic, http://www.hypersonic.cc/#!/projects/breakingwave
  • 59. 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.
  • 60. Thank you! @natalieyadren natalie@targetprocess.com Natalie Yadrentseva

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