An ecosystem for innovation and distributed teams Asbjrn Bjaanes - PowerPoint PPT Presentation

An ecosystem for innovation and distributed teams

Asbjørn Bjaanes Development Manager • 4 years Wellbarrier • 8 years using Agile and Lean • 16 years in the software industry • 11 years working with outsourcing • 6 years working with coaching modalities

Wellbarrier

Current reality Challenge Solution • Continuous changes • Self organizing teams • Cross functional teams • Various locations • Trust and humbleness • Time differences • Knowledge exposure • Cultural differences • Transparency • Interdisciplinary • Reduced dependency understanding • Visualization • Linguistics • Innovative and proactive • Unpredictability organization

Wellbarrier’s approach • Agile and Lean • Our approach • Innovation in a system • Use of digital boards • Achievements • Success criteria Unknown source

Agile and Lean • We look for the same outcome using both Agile and Lean. I like to compare them as siblings. Sharing similarities and completing each other. • Both are results of studying organizations and teams who had great success, modeling it to create replicable methods for success. Agile from a software organization and Lean from production companies. • Today it is common to see them together in both knowledge work and production work.

Agile and Lean • Both using pull principles • Limiting work in progress • Transparency to drive improvements • Minimum viable product • Self organizing teams • And more

What’s the difference Lean Agile • Build the right things • Build things right • Emphasizes waste • Emphasizes uncertainty reduction • Derived from less stable • Derived from predictable environments environment

Wellbarrier Production System • Agile to make things right • Lean to make the right things

Wellbarrier’s value flow Business initiatives Features Minimum viable product increment Sprint

Sprint – time box • 2 weeks (at Wellbarrier) • Make space to think / focus • Potential shippable product • Increase predictability

Sprint cycle • Introduction meeting • Sprint planning • Daily stand-up meeting • Daily board meeting • Clarification meeting • Backlog grooming Clarification meetings • Sprint review • Retrospection meeting Boardwalk Stand up

Introduction meeting • Introducing outcome • Introducing initiative • Introducing features • Introducing priority • Knowledge sharing • Common understanding

Sprint planning • Innovation • Improvements • Team knows best “how to” • Knowledge transfer • Breaking down work

Daily stand-up meeting • Remove obstacles • Correct direction • Share knowledge • Ownership • Build the right things

Daily board meeting • Remove obstacles • Clarify • Share knowledge • Ensure progress • Adjust direction

Daily board meeting

Digital boards “a must” Removing obstacles and correct direction early Knowledge about the process and workflow

Clarification meetings / Ohno circle • Create new solutions • Mature solutions • Solve challenges • Innovate • Adjust direction • Mitigate biases

Sprint Review • Motivate • Create ownership • Product confidence • Ensure direction • Innovate • Transparency • Process confidence

Retrospection meeting (Kaizen) • Team coaching • Team meeting • How to become better • Sharing the experience of current sprint • Build trust and humbleness • “Where is the next mountain top?”

Achievements • Self organizing team • Less defect leaks (3000 users, 3 cases a week) • Less rework • More value delivered during every sprint • Less dependencies on individuals • Better communication • Innovation throughout the organization • Building the right things right

Keys to Success • Digital tools • People • Trust and humbleness • Fail early to recover fast • Value in every sprint • Consistence and discipline • Transparency and visualization • Allow necessary waste to build the right things right the first time • Coaching leadership

Follow Us wellbarrier wellbarrier @wellbarrier Wellbarrier www.wellbarrier.com