AT9

Session
6/6/20133:45PM

"The Timeliness of Lean

Management: Lessons from the Field"

Presented by:
Sanjiv Augustine
LitheSpeed, LLC

Broughttoyouby:

340CorporateWay,Suite300,OrangePark,FL32073
88826887709042780524sqeinfo@sqe.comwww.sqe.com

Sanjiv Augustine
LitheSpeed

Sanjiv Augustine is an industry-leading agile and lean expert, author, speaker, management
consultant, and trainer. He is the president of LitheSpeed, an agile consulting, training, and
product development company. For more than twelve years, Sanjiv has managed agile projects
from five to more than 100 people, trained thousands of agile practitioners through workshops
and conference presentations, and coached numerous project teams. He is the author
of Managing Agile Projects, Transitioning to Agile Project Management: A Roadmap for the
Perplexed, and The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery.
Sanjiv was a founder of the Agile Leadership Network and an organizing member of the PMIs
Agile Community of Practice.

The Timelessness of
Lean Management

Presented by Sanjiv Augustine
Sanjiv.Augustine@LitheSpeed.com
@Saugustine, @LitheSpeed

State of Agile Adop.on

Organizations are realizing real benefits

with agile methods

State of Agile Development Survey, http://www.versionone.com

State of Agile Adop.on

And so, agile adoption continues apace

State of Agile Development Survey, http://www.versionone.com

State of Agile Adop.on (Contd)

But, we need to raise our game to

overcome systemic problems

State of Agile Development Survey, http://www.versionone.com

What is Lean?
Lean Thinking Principles :
Just-in-Time Supply what is needed, when
it is needed, in the amount that is needed.
Jidoka Stop-and-respond to halt
production and address product defects or
quality issues as they are encountered in a
process.
Heijunka smooth/level production
volume and variety during given time
periods.
Standardized Work Organize a job or task
in an efGicient activity sequence while
minimizing waste.
Kaizen Change for the better. A
philosophy of continuous improvement.

Image Source: http://www.mtu.edu/

improvement/continuous-improvement/leanoverview/

Three Timeless Lean-Agile Solu8ons

1. Organize around a
Network of Small
Teams
2. Drive Lean
Innovation
3. Practice Wise
Leadership

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1. Network of Small
Teams

A Sample Agile Team

Tradi8onal Silos

The Core Project

Team ideally
consists of 5-9
dedicated
members (7 +/- 2).
Intense collabora8on
via:
1. Face-to-face
communica.on
2. Generalizing
specialists
3. Self-discipline and
decentralized
control

PM

Customer

BA
BA
Analysts

Designer
Designers

Developer
Developer
Developer
Developer
Devs

Release
Manager

Architect

BA

Designer

Risk
Assessor

Capacity
Planner

BA /
Tester

Developer /
BA

Core
Team

Prod.

SM

(EXAMPLE)

Tester

Developer
Tech
Ops

Product
Owner

Tester
Tester
Testers

The Extended
Team can contain
many addi.onal
members, each
playing an
important role, but
they are typically
not dedicated to
the eort.

Security

Business
Sponsor

Network of Small Teams

for a large organiza2on to
work it must behave like a
related group of small
organiza2ons.
- E. F. Schumacher , Small is
Beau2ful

Scaling may require, at

certain levels:
Chief ScrumMasters
Strategic Product Owners
Tac.cal Product Owners
Lightweight Agile PMOs
serving as a guiding
coali8on
9

Accelerate! By John Kotter, HBR, November 2012

Lean-Agile PMO

Encourage face-to-face dialogue across levels

Create overlapping management with linking pins
Run the Council as an Agile project team

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Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter
Consortium 2006)

Network of Teams Ericsson

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Source: Agile and Lean Transformation at Ericcson Finland, Henri Kivioja

2. Lean Innovation

Lean Innova.on via Lean Startup

!"#$%&'()*+,+#-+
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.#%/01#+()*+,+#-+

Source: Lean Startup, Abby Fitchner, http://hackerchick.com

Lean Startup Methodology

14

Thanks to Ash Maurya, author of Running Lean:

hWp://www.runningleanhq.com/

Lean Startup in a Nutshell

Clear, short-term experiments

Direct customer observation and
interaction
Release planning informed by
feedback data
High-quality agile development with
strong UX
15

Incorpora8ng UX into Agile

Outside the Room In the Room
Product Planning

Pre-
Discovery

Participants:
Product Team
IT Architecture
UX Team
Key Business
Stakeholders

Release
Planning

Discovery

Par8cipants:
Whole Team
Key Business
Stakeholders

Sprint
Planning
Sprint
Review

Sprint

Process Execu8on

16

Introducing Sensei

17

http://www.senseitool.com

Sensei Lean Startup

18

3. Wise Leadership

Wise Leadership

Have courage
of conviction
Flatten
hierarchy
Go the Gemba
Trust the team
20

10

Team Empowerment

Empowerment = Freedom * Capability

21

Situational Leadership Paul Hershey and Ken Blanchard

Team Empowerment
Knowledge workers need responsibility
for their own produc8vity:
o

Knowledge drives productivity

Continuous innovation, learning and teaching

need to be part of the job

Knowledge worker productivity is dependent on

quality at least as much as quantity

Optimal quality is the path to high productivity

Knowledge workers must understand:

o

What is our business?

Who is our customer?

What does our customer consider valuable?

22

11

Three Timeless Lean-Agile Solu8ons

1. Organize around a
Network of Small
Teams
2. Drive Lean
Innovation
3. Practice Wise
Leadership

23

Contact Us for Further Informa8on

Sanjiv Augustine
President
Sanjiv.Augustine@LitheSpeed.com
Twitter: @saugustine, @lithespeed



On the Web:
http://www.lithespeed.com
http://www.senseitool.com
http://www.sanjivaugustine.com

"I only wish I had read this book when I started my career in
so_ware product management, or even beWer yet, when I was
given my rst project to manage. In addi.on to providing an
excellent handbook for managing with agile so_ware development
methodologies, Managing Agile Projects oers a guide to more
eec.ve project management in many business sebngs."
John P. Barnes, former Vice President of Product Management at
Emergis, Inc.

24

12

Stable Teams
Multiple, stable teams each
focused on a single project at a
time
Dedicated to platforms or lines
of business
Platform owner prioritizes
next project
Result:

25

Support multiple lines of

business simultaneously

Focused effort results in quick

delivery for individual projects

Clear accountability

Stability and predictability

Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)

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