Agile Operations Fundamentals

Course Topics
1 Pattern introduction
2 Operate Agile 1 - Team
3 Operate Agile 2 - Leaders
4 Mobilizing the team for process improvement
@ IBM 5 Understand
6 Agile Value Stream Mapping
Agile Operations
7 Explore
8 Test - Validate - Implement
Fundamentals 9
10
Metrics and Measures
Tips, pitfalls and tricks
Introduction Agile Academy Curriculum
Operational Project Leadership

Aware
A Taste of Agile
Agile Practitioner
Operations Fundamentals Program / Project Fundamentals Strategy Fundamentals
Agile Professional
Business Operations Dev. Ops Agile Leadership
Development Deployment
Testing Infrastructure
Architecture and Design

Design Thinking Data
Process Solutions
Product Ownership Business Ownership
Agile
Project / Iteration / Change Management
Agile Expert
Team Coaching Executive Coaching
Introduction What is Operations?
• Any repeatable process that delivers value to the customer.

Unlike a project, it normally has no definite start and end date.
• Business as usual
• Can be in any part of the business!
Examples
• Recruitment
• Budgeting
• Call centers
• Supply chain
• Software operations
Introduction Focus area of the course!
Strategy &
Governance Strategy & Governance Pattern
Pattern Program Execution Pattern
Program Operation
Operation Execution Pattern
Execution Execution
Pattern Pattern
Each Pattern Follows Five Phases
Mobilize Understand Explore / Build / Test / Manage /

Strategize Implement Evolve
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Introduction Purpose and Target Audience
the people in
The target audience is: their managers
the teams
Team members and Managers

from any line of business and at
any level who work on operations.
Introduction Pre-requisites - Post requisites
A Taste of Agile Agile Operation Agile Program

Fundamentals Fundamentals
Introduction
Happy Operations!
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Pattern Introduction The three Agile patterns that cover all work!
Strategy &
Program Operation
Execution Execution
Pattern Pattern

Pattern Introduction The Operations Pattern: Used to effectively run and optimize any business process
What does the team do What do leaders do to

to start working Agile? support going Agile?
OPERATE
Manage / Evolve
Mobilize Understand Explore / Build / Test /

Strategize Implement
Mobilize for an Deep shared Options and Test the hypothesis,

improvement cycle understanding hypothesis for evaluate results and then
of the problem improvement implement if successful
Pattern Introduction Theory of Constraints
You can only deliver as fast as the

slowest part of your process
Every organization has at any given point in time at least one
constraint which limits the system's performance relative to its goal
-Dr. Eliyahu M. Goldratt

Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Operate Agile 1 - Team What does an Operational Team have to do to be Agile…
OPERATE
Manage / Evolve

TEAM
Social Practices Process Practices Improvement Practices
Social contract/ Visualize work (Kanban boards + Metrics and measures
mood marbles VSM + BVC) Point Kaizen
Pull and do the work Showcase / Retro / Celebrate
Operate Agile 1 - Team Identify the process …then the team
Customer Sales Pricing Proposal QA
request discuss
price prepare
prepare
check
polish
quality
VALUE STREAM
recieve send approve

Social Practices
Operate Agile 1 - Team The social contract
Behaviors we want to practice

Meetings Unacceptable Fun
on time bullying
Planning Learning Interpersonal Work

Keep it simple
Keep it low tech
Keep it visible
Mood Marbles
feeling optimistic
feeling tired
feeling under the weather
feeling anxious
Process Practices
Operate Agile 1 - Team Agile Value Stream Mapping
request discuss
240 price prepare
10 prepare
check
polish
30 quality
PE% = x%
VALUE STREAM
activitiy time wait time

Operate Agile 1 - Team Operate – Kanban
TO DO DOING DONE
Learn Get some

Use
About sticky
Kanban
Kanban notes!
Try get a
Kanban white-
tool board
Operate Agile 1 - Team Operate – Kanban – WIP (Work In Progress) limits
review/fix validate merge update docs

backlog selected done
in process done in process done in process done in process done
flow
Improvement Practices
Operate Agile 1 - Team BVCs
Metrics
Cycle time
Throughput
Unit Cost
Customer sat
Team Sat
Risks
Issues
Team info
Operate Agile 1 - Team Operate – Point Kaizen
Each individual doing small things to

reduce waste and remove bottlenecks.
Observe with a vierw to change. Just make the change
e.g. Location of the printer

The way the desks are organized
The way paper files are stored
The sound and distraction levels
Operate Agile 1 - Team Retrospective
worked did not work puzzles
Improvement Actions
1 2 3
Operate Agile 1 - Team Showcases
Show what you are improving!

Operate Agile 1 - Team Celebrate
don’t forget to celebrate

Operate Agile 1 - Team 8 Agile practices to get you going!
OPERATE
Manage / Evolve
TEAM
Social Practices Process Practices Improvement Practices
Social contract/ Visualize work (Kanban boards + Metrics and measures
mood marbles VSM + BVC) Point Kaizen
Pull and do the work Showcase / Retro / Celebrate
Operate Agile 1 - Team Just get started…
Social Practices
Process Practices
Improvement Practices
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Operate Agile 2 - Leaders What the leaders should do in the operate mode…
OPERATE
Manage / Evolve

Leaders
1. Form the ‘Team of Teams’

2. Set a clear vision, objectives and goals
3. Inspire, engage and empower the team to improve
4. Help prioritize the funnel
5. Observe work for bottlenecks and waste
6. Help remove impediments
7. Share, learn and celebrate
Operate Agile 2 - Leaders Team of Teams
request discuss
price prepare
prepare
check
polish
quality
Team of Teams
VALUE STREAM
Operate Agile 2 - Leaders Clarity of Vision, Mission, Objectives and Goals
Vision
Goals
SMART Specific
Objectives
Measurable
Mission Attainable
Relevant
Time Bound
Operate Agile 2 - Leaders Goal Grid
I II
YES
ACHIEVE PRESERVE
DO WE WANT IT?
NO III IV
AVOID ELIMINATE
NO YES
DO WE HAVE IT?
Operate Agile 2 - Leaders Inspire and encourage improvement
HOW DO WE GET BETTER?
SOCIAL PROCESS IMPROVEMENT

PRACTICES PRACTICES PRACTICES
CLARITY OF ITERATE, SELF

PURPOSE & LEARN DIRECTED
OUTCOME AND COURSE TEAMS
CORRECT
TRUST RESPECT OPENNESS COURAGE

Operate Agile 2 - Leaders Prioritizing the funnel
FUNNEL OF FUNNEL OF
OPERATIONAL WORK PROJECTS
Strategic projects
Improvement projects
Audits
Other work that is not normal
operational work
Operate Agile 2 - Leaders Observe the process of work with a view to improve
Continuously: Look for waste

Look for Bottlenecks
Operate Agile 2 - Leaders Help remove impediments
Chop Wood Carry Water Move Boulders

Operate Agile 2 - Leaders Share, learn and celebrate
Tell me and I forget. Teach me and I remember.
Involve me and I learn.

Create and foster a learning environment
Operate Agile 2 - Leaders Create and foster a learning environment
Retrospectives and
action follow-up
Cross team share

Encourage curiosity and learn
and problem solving brown-bag
sessions
Innovation Make time to learn ‘Fed-Ex’ Days

contests
Operate Agile 2 - Leaders What the leaders should do in the operate mode…
OPERATE
Manage / Evolve

Leaders
1. Form the ‘Team of Teams’

2. Set a clear vision, objectives and goals
3. Inspire, engage and empower the team to improve
4. Help prioritize the funnel
5. Observe work for bottlenecks and waste
6. Help remove impediments
7. Share, learn and celebrate
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Mobilizing the team for
process improvement Once the problem has been identified….Mobilize the team
OPERATE
Manage / Evolve

1. Decide on target process & scope

2. Stakeholder mapping
3. Setup value stream mapping (VSM) workshop
• Invite the right stakeholders
process improvement What’s the breadth of scope for your improvement initiative?
Simple Level 1 Recruitment Process
Define job
Advertise Select Offer Onboard
requirement
1 2 3
process improvement Who should be in the improvement team?
HR Team for whom Corporate Suppliers

Advisors the job is coms? (Recruitment companies)
Stakeholder Simple Level 1 Recruitment Process

Mapping
Define job Advertise Select Offer Onboard
Who is there depends
requirement
on the process scope
chosen!
1 2 3
Get a couple of reps
from each group that Finance for Marketing etc
know the process well. salary? HR training
process improvement What are the roles and responsibilities?
Improvement Champion Continuously: Look for waste

One of the leaders should take responsibility to Look for Bottlenecks
drive the improvement initiative
This person is a true servant leader and

facilitates more than directs
process improvement What is the team mobilized for?
Improvement Workshop
Agenda
1. Intro
2. As-is Agile Value Stream Mapping
3. Problem definition
4. Desired Outcome BHAG (Big Hairy Audacious Goals)
5. Solution hypothesis
6. To-Be Value stream design Actions
Time box to 8 hours

at the maximum!
process improvement Shared Understanding
I’m so glad we all agree

process improvement Organizing kick-off
workshop
where? when? who? how? why?
Facilitator +
process improvement Once the problem has been identified….Mobilize the team
OPERATE
Manage / Evolve

1. Decide on target process & scope

2. Stakeholder mapping
3. Setup VSM workshop
• Invite the right stakeholders
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Understand Understand the current situation and the desired outcome
OPERATE
Manage / Evolve

1. Know your numbers - Metrics

2. Retrospective, 5 whys (root cause analysis)
• Challenges & blockers
3. Outcome and value clarity
4. Current objectives, goals and strategy
5. Understand your value drivers
6. Value Stream Mapping (as-is)
Understand Know your numbers!!!
Key Numbers
1. Unit cost per transaction
2. Cycle time
3. Throughput
4. Defect rate
5. Staff morale
6. Attrition rate
7. Customer Satisfaction
• Know the trend over the last 6 months at least!
Understand Current Problems / Challenges / Blockers
Retrospective Root Cause Analysis (The 5 Why’s)
What went well?

CAUSE 4
why?
CAUSE 2 CAUSE 5
why? CAUSE 7
CAUSE 1 CAUSE 6
why?
CAUSE 8
why?
CAUSE 3 CAUSE 9
The Problem
why?
What could have been improved? CAUSE 16
CAUSE 10
CAUSE 12
CAUSE 15 CAUSE 17
CAUSE 11
CAUSE 18
CAUSE 13 CAUSE 14
*The cause-effect diagram of the ARCA method

Understand Current Objectives, Goals and Strategy
Objectives
Vision
Mission The desired outcome
Goals
Strategy
Understand Understand the value drivers
Reduce Improve
Unit Cost Cycle Time
Value
Improve Increase
Quality Throughput
Improve
Customer
Satisfaction
Understand Goals must be SMART!
S M A R T
specific measureable attainable relative time based
Understand Facilitated Workshop
workshop
Understand Shared Understanding

OPERATE
Manage / Evolve


OPERATE
Manage / Evolve


Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Agile Value Stream Mapping What is Agile Value Stream Mapping (VSM)?
A lite simple version of lean
Value Stream Mapping

• Collaborative and in a workshop setting
• Ideal for business processes as opposed
to manufacturing processes
Agile Value Stream Mapping Agile VSM Rules
Get the key stakeholders together

• Based on the process scope you choose to map
Have people who actually do the work present

• Who know the current process
The focus is
Run a facilitated workshop improvement
• Make sure there is sufficient wall space
• Workshop duration a maximum of 1 day
and not blame
Keep it simple and low fidelity

• Do NOT use a business process mapping tool – just sticky notes and string
• The focus is conversation and shared understanding
• Do not try and map all the exceptions – Focus on the 80%
Agile Value Stream Mapping How do you do VSM?
Level 1 Identify the high level process Stakeholder Mapping

define job advertise select offer onboard
Identify the stakeholders involved
mgr ad rc
Represent the involved stakeholders as swim lanes mgr
hr
Level 2 Map the as-is process at Level 2 within DEPT MGR HR ADVISOR AD AGENCY RECRUITMENT
the swim lanes using sticky notes COMPANY
AT 10 Identify
(connect with string if needed) vacancy
WT 480
Write Check /
Estimate average Activity Time per step (AT) AT 15 job description approve
and Wait Time (WT) in between steps in min Receive
(one day =480min) approval
Send to agency Receive

Calculate Process Efficiency percent request
Total Cycle Time (TCT) = AT+WT Approve make
proposal estimate
PE% = (AT/TCT) x100
send for prep prep art
work
Send to Receive
recruiter job
Agile Value Stream Mapping What is Agile Value Stream Mapping (VSM)?
Team 1 Team 2 Team 3
1 DAY (480 MIN) 4 HOURS (240 MIN)

STEP 1 STEP 2 STEP 3
10 MIN 20 MIN 20 MIN
TOTAL CYCLE TIME (TCT) ACTIVITY TIME (AT)
TCT = 10 + 480 + 20 + 240 + 20 =

770 MIN AT = 10 + 20 + 20 =
50 MIN
PE = 6.49 %
PROCESS EFFICIENCY (PE)
PE % = AT / TCT
PE % = ( 50 / 770 ) X 100 = 6.49 %
Agile Value Stream Mapping Identify opportunities for improvements
Activity Time DEPT MGR HR ADVISOR AD AGENCY RECRUITMENT COMPANY
10
Identify vacancy
Wait Time 480 15

Write JD Check / approve
CAN WE
REDUCE Receive Approval
THIS?
Send to Agency Receive request

WHY DO WE NEED
THESE STEPS?
Approve proposal Make estimate
Send to recruiter Receive job

Agile Value Stream Mapping Tips and Pitfalls
Don’t go down to task level! - stay at level 2 or 3
Don’t map exceptions! – Map the 80% flows
Make intelligent guesses on the Activity Time and Wait Time

Don’t split hair here!
Map reality – not what it should be or what the process document says it should be
Don’t be surprised how low your initial PE% is

Single digit numbers are common. See it as a great chance to improve
Focus on reducing Wait Times first…then optimize Activity Time
Keep it simple… don’t bother LEAN icons and rules for now
Be honest about why some things take so long!

Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Explore Explore options for improvement…
OPERATE
Manage / Evolve

• Set a BHAG
• Review your Retrospective and Root Cause Analysis
• VSM (to-be)
- Options for removing bottlenecks
- Options for eliminating waste
• Decide on work to be done to improve
Explore What is Agile Value Stream Mapping (VSM)?
10
Identify vacancy
Wait Time 480 15

CAN WE
THIS?

WHY DO WE NEED
THESE STEPS?

Explore Set a Big Hairy Audacious Goal!!
It’s amazing how it can transform teams and drive them to innovate!
Explore Set a Big Hairy Audacious Goal!!
QUALITY
TEAM CUSTOMER
SATISFACTION SATISFACTION
CYCLE TIME THROUGHPUT
UNIT COST
Explore Retrospective
INSIGHTS
MAD SAD GLAD

Explore Retrospective
WHAT MAKES ME HAPPY? WHAT MAKES ME SAD?
WHAT IDEAS HAVE A I HAD? WHAT SHOULD I THINK?

Explore Sail Boat Retrospective
1 what propels us forward?
3 what are the risks ahead?
2 what’s holding us back?

Explore Don’t make a huge list of things to ….
Continue Doing
Start Doing
Stop Doing
Explore Symptoms and Root Causes
Symptoms
Problem
Cause Cause
Cause Cause
Explore Root Cause Analysis
Why?
because
Why?
because
Why?
because
Why?
because
Why?
because
Explore Root Cause Analysis
People Process Product
REASON REASON REASON
Ca
Ca
Ca
us
us
us
e
SUBJECT

se
se
se
u
u
Ca
Ca
Ca
Tools & Tech Structure Input
ISHIKAWA OR FISH BONE TECHNIQUE

Explore Identify opportunities for improvements
10
Identify vacancy
Wait Time 480 15

CAN WE
THIS?

WHY DO WE NEED
THESE STEPS?

Explore What is waste? Muda!
Anything a customer would

not want to pay for!!
Explore 8 Wastes: Lean Six Sigma
Inventory
Excess products and materials
not being processed.
1/ 8
Talent
Underutilizing people’s talents,
skills & knowledge.
2/ 8
Waiting
Wasted time waiting for the next
step in a process.
3/ 8
Motion
Unnecessary movements by
people (e.g., walking).
4/ 8
Defects
Efforts caused by rework, scrap,
& incorrect information.
5/ 8
Transportation
Unnecessary movements of
products & materials.
6/ 8
Overprocessing
More work or higher quality than
is required by the customer.
7/ 8
Overproduction
Production that is more than
needed or before it is needed.
8/ 8
Inventory Talent Waiting Motion

Excess products and materials Underutilizing people’s talents, Wasted time waiting for the Unnecessary movements by
not being processed. skills & knowledge. next step in a process. people (e.g., walking).
Defects Transportation Overprocessing Overproduction

Efforts caused by rework, scrap, Unnecessary movements of More work or higher quality than is Production that is more than
& incorrect information. products & materials. required by the scustomer. needed or before it is needed.
Explore Muda…Mura… Muri…
Muda
8 wastes
Mura Muri
Unevenness Over Burdening
Explore What are bottlenecks?
Slow Flows
Explore Optimizing the bottleneck first
STEP 1 STEP 2 STEP 3

Explore Key causes of bottlenecks?
COMPLEXITY
PEOPLE RESOURCES
OF WORK
• Process problem • Lack of skills • Insufficient resources

• Input defects • Lack of training • Lack of proper tools
• Complex time consuming steps • Lack of commitment • Over burdened
Explore You only deliver as fast as your bottleneck
Bottlenecks Determine Results

Explore
In God we trust. All others must bring data.

W. Edwards Deming
Explore Techniques for reducing waste and removing bottlenecks?
Increase Decrease
efficiency of input to
bottleneck bottleneck
• Make sure its free of defect input • Manage the onramp
• Improve the process (reduce wasteful steps)
• Automate
• Up-skill and train
• Reschedule work
• Increase work time
• Minimize down time
Notice how adding
• Add more resources more resources is
the last option!
Explore Kaizen
Continuous Improvement
Kai = Change Zen = Good

Explore 5 S Improvement Steps
SORT STRAIGHTEN STANDARDIZE SHINE SUSTAIN

Explore Identify opportunities for improvements
10
Identify vacancy
Wait Time 480 15

CAN WE
THIS?

WHY DO WE NEED
THESE STEPS?

Explore Brainstorm multiple solutions per problem
SOLUTION
SOLUTION SOLUTION
PROS CONS
SOLUTION
PROBLEM
SOLUTION
SOLUTION
Explore Explore options for improvement…
OPERATE
Manage / Evolve

• Set a BHAG
• Review your Retrospective and Root Cause Analysis
• VSM (to-be)
- Options for removing bottlenecks
- Options for eliminating waste
• Decide on work to be done to improve
Course Topics
@ IBM
5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Test - Validate - Implement Explore options for improvement…
OPERATE
Manage / Evolve

• Test you solution hypothesis in an Agile way

- Keep the test low tech – low fidelity - simple
• Validate the outcomes
• If successful… implement changes using the Agile Program Pattern
• Showcase
Test - Validate - Implement Test the hypothesis and implement if successful…
OPERATE
Manage / Evolve

Plan Do Check Act
LEAN PDCA Model

Test - Validate - Implement Test your solution hypothesis
Define solution and set

your desired goal if happy with test Implement
Iterate till happy
Valildate Write acceptance criteria

Success and measures of success
For each process

improvement solution
Measure the outcome and

Write test cases
test against test cases
Simulate the solution Keep it low tech, low fidelity, simple

Test - Validate - Implement Implementation
If the solution needs

considerable effort or could cause considerable disruption
Then implement the solution as an

AGILE Project
At start of Iteration
Releases or Iteration Planning

phases
Deliver
Discovery
R1
Proposed Daily Standups
Process
Improvement
Work
Iteration Iteration Iteration Iteration
0 1 2 n Showcase
At end of Iteration
Iteration zero
is the setup iteration
Retrospective
Test - Validate - Implement Update your standards as you improve…
Test - Validate - Implement Celebrate and trumpet success
Test - Validate - Implement Then start all over again...
How do we get better?
OPERATE
Manage / Evolve

Test - Validate - Implement Then start all over again…
SUCCESS
what people think it looks like What it really looks like
Don’t demand perfection...

but insist on continuous improvment
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Metrics and Measures Key Metrics on a balanced score card
FINANCIAL
CUSTOMER
• Total cost UNIT COST • SLA
SAT. +
PER TRANS.
# OF DEFECTS
PEOPLE CUSTOMER
THROUGHPUT
• Attrition rate TEAM SAT. +

• Skills gap Other useful metrics
CYCLE TIME
• Lead time to start
• Backlog size
PROCESS
Metrics and Measures 6 Golden Metrics
Quality Team Satisfaction Cycle Time
Unit Cost Customer Satisfaction Throughput

Metrics and Measures Balance your metrics
Outcome
Behavior
Process
Metrics and Measures Remember it’s all about trends...
Customer Satisfaction Throughput Team Satisfaction
Cycle Team Unit Cost

Metrics and Measures Vanity Metrics
Avoid
Vanity Metrics
Increasing
Pageviews
Flat Revenue
A story about Buurtzorg

Metrics and Measures Metrics Must Be...
Up to date
Simple
Visible
DISCIPLINE
It’s the difference between good and great.
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Tips And Tricks Pitfalls to watch out for!!
Negative ripple effects

- Improvements in one area can cause significant loss in another
Doing it to the team

- Rather than having them own the change and be involved
Too many initiatives at the same time
No proper testing of the proposed solution
Lack of measurement discipline
Endlessly long Value Stream Mapping
Paralysis by analysis
Not implementing properly

- Under resourcing
Tips And Tricks Tips and Tricks
Tackle an end-to-end process that adds real customer value
Make sure the leaders champion this as well…

- Get champion reps from the teams that do the work
Be honest with the current state of crap!

- See it as a great opportunity to improve
Keep the process improvement loops small and regular

How do I
get better
- One to two months
Have fun ?
- Celebrate success
Share the learning and the success stories
Don’t stop after the first round of success!

Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10
Tips And Tricks The three Agile patterns that cover all work!
Strategy &
Program Operation
Execution Execution
Pattern Pattern

Tips And Tricks The Operations Pattern: Used to effectively run and optimize any business process
What does the team do What do leaders do to

to start working Agile? support going Agile?
OPERATE
Manage / Evolve

Mobilize for an Deep shared Options and Test the hypothesis,

improvement cycle understanding hypothesis for evaluate results and then
of the problem improvement implement if successful
Tips And Tricks Observe the process of work with a view to improve
Continuously: Look for waste

Look for Bottlenecks
Tips And Tricks Shared Understanding

Tips And Tricks Wisdom of The Crowd
Tips And Tricks Organizing kick-off
workshop
where? when? who? how? why?
Facilitator +
Tips And Tricks What is Agile Value Stream Mapping (VSM)?
10
Identify vacancy
Wait Time 480 15

CAN WE
THIS?

WHY DO WE NEED
THESE STEPS?

Tips And Tricks 6 Golden Metrics
Quality Team Satisfaction Cycle Time
Unit Cost Customer Satisfaction Throughput
PROCESS EFFICIENCY (PE)

PE % = (AT / TCT) *100
Tips And Tricks Behavior practices
ok not ok
Mood Marbles The Social Contract Metrics

feeling optimistic Keep it simple
feeling tired
Keep it low tech
feeling under the weather
Keep it visible
feeling anxious
Tips And Tricks
Do or do not, there is no try.

-Yoda, Jedi Master
Course Topics
@ IBM 5 Understand
Agile Operations
7 Explore
Fundamentals 9
10

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Course Topics

Operational Project Leadership

Architecture and Design

Product Ownership Business Ownership

• Any repeatable process that delivers value to the customer.

• Can be in any part of the business!

Each Pattern Follows Five Phases

Mobilize Understand Explore / Build / Test / Manage /

Team members and Managers

A Taste of Agile Agile Operation Agile Program

Each Pattern Follows Five Phases

Mobilize Understand Explore / Build / Test / Manage /

What does the team do What do leaders do to

Mobilize Understand Explore / Build / Test /

Mobilize for an Deep shared Options and Test the hypothesis,

You can only deliver as fast as the

-Dr. Eliyahu M. Goldratt

Mobilize Understand Explore / Build / Test / Manage /

Customer Sales Pricing Proposal QA

recieve send approve

Behaviors we want to practice

Planning Learning Interpersonal Work

feeling under the weather

Customer Sales Pricing Proposal QA

recieve send approve

activitiy time wait time

Learn Get some

review/fix validate merge update docs

Each individual doing small things to

e.g. Location of the printer

worked did not work puzzles

Show what you are improving!

don’t forget to celebrate

Mobilize Understand Explore / Build / Test / Manage /

1. Form the ‘Team of Teams’

Customer Sales Pricing Proposal QA

recieve send approve

HOW DO WE GET BETTER?

SOCIAL PROCESS IMPROVEMENT

CLARITY OF ITERATE, SELF

TRUST RESPECT OPENNESS COURAGE

Continuously: Look for waste

Chop Wood Carry Water Move Boulders

Tell me and I forget. Teach me and I remember.

Involve me and I learn.

Cross team share

Innovation Make time to learn ‘Fed-Ex’ Days

Mobilize Understand Explore / Build / Test / Manage /

1. Form the ‘Team of Teams’

Mobilize Understand Explore / Build / Test / Manage /

1. Decide on target process & scope

Simple Level 1 Recruitment Process

HR Team for whom Corporate Suppliers

Stakeholder Simple Level 1 Recruitment Process

Improvement Champion Continuously: Look for waste

This person is a true servant leader and

Time box to 8 hours

I’m so glad we all agree

Mobilize Understand Explore / Build / Test / Manage /