Move 1 Introduction & Bio Keith Deibert SD Manufacturing & Technology Solutions Business Advisor Blake Sandnes Chief Engineer RMS Roller-Grinder
Move 2 Lean Product Development (LPD) SCRUM SCRUM The Art of Doing Twice the Work in Half the Time By Jeff Sutherland Origins in Rugby; team works together to move the ball down field. 2
SCRUM • For Lean Product Development • MTS has searched for a Lean Product Development Tool for 5 years • SCRUM fills the void (LPD SCRUM) 3
SCRUM • Mimics how people actually work, not detailed planning. • Start a project and check in regularly. • Determine what work is of value to the project; 80% of what you need is found in 20% of the work. 4
SCRUM • Hard to predict when a project ends when you haven’t started. • Based on Lean principles of FLOW. • Get something to work and show how it advances the project -- Sprints 5
Move 3 Story of the FBI • 9/11 brought focus to they had the information to stop it but couldn’t connect the dots. • Sentinal: 4 years $500 million = ½ done • 200 plus staffers to 50 • 3-4 years more to 9 months • $350 million additional to $20 million 6
SCRUM • If SCRUM could work with software why not hardware or products? • Enter Lean Product Development using principles of SCRUM (LPD SCRUM) 7
Miscrosoft Project Plan – Waterfall Chart Business Cycles are shorter today. • Project Management Institute (PMI) uses Agile 8
Innovation -----------Product Development. CREATE COMMUNICATE TOOLS TOOLS COMMERCIALIZE TOOLS 100 3-5 10-15 1/3 (30 – 90 Days) 2/3 $ 5% $ 95% 5-10 2 - 3 sales $ Fail Fast Fail Cheap • Concept • LPD • Faster services • Math Model (6x) • Customer • Stagegate • Problem ($+ Costs) •Design 6 σ • Less Risk • Promise • FFFC (30-80%) • Threats • Proof • SCRUM • CREATE New (unknowns) • Difference • Capture Existing Deliver Discover Develop Ideas Define
SCRUM • OODA • Observe, Orient, Decide, Act • Hesitation can create a death spiral in projects • Don’t guess use PDCA to test the results 10
Move 4 Teams • Teams increase speed • Teams job is to get the project done, Managements to set the goals and get out of the way • Team has every skill needed to get the project done • Small teams better than larger: Brookes’ Law -more resources slows the team down, increased need to communicate 5---7----10 member Cross Functional 11
Roles • Project Owner – identifies and guides the team to the right solution (Inspiration and Energy for the team) – In charge of what the product should be. Represents the Customer. • SCRUM Master facilitates team, leads continuous improvement and corrective actions (Discipline) – In charge of how SCRUM works • Team members do the work – Cross Functional 12
Time • Visual management of the project – Backlog, Doing, Done • Sprints – 1, 2 or 3 week work cycles • Time is finite, treat it that way – Consistently set work amount to keep Sprints consistent • Regular, set, short period – Sets up a rhythm, once assigned nothing gets in the way – At end of Sprint you must have a deliverable, a working piece of the project. 13
Time • Daily stand up meeting; 15 minutes or less – What did you do yesterday? What will you do today? What are the obstacles (SCRUM Master helps overcome)? – It’s not a report out but tells your story – One meeting a day, this one – Everyone quickly knows everything about the project and this Sprint 14
Multitasking Move 5 • It doesn’t work. It’s ineffective and inefficient. – Don’t believe your own lies. • People don’t multitask because it works they do it because they are easily distracted. • Do one project at a time, change over time is significant 15
Research Proves Number of Simultaneous Projects Percent of Time Available per Loss to Context Switching Project 1 100% 0% 2 40% 20% 3 20% 40% 4 10% 60% 5 5% 75% Traditional strategy: Everything is important! Do it all at once! Agile strategy (SCRUM): Prioritize and Focus 16
How much is enough? • Working less will make you more productive. • More done in 45-50 hours than 70 hours, twice as much. • Overworked employees get distracted and make more mistakes which leads to rework. • You can only make a limited amount of decisions a day until your ability to think erodes. 17
Plan Reality, Not Fantasy • The act of planning is seductive, the planning becomes more important than the doing. Longer is takes the more the fantasy. • Short Stories allow for better planning • Estimate amount of work using Fibonacci Sequence to estimate: 0,1,1,2,3,5,8,13 • Average team members input • The more you do it the more accurate you get at estimating • Calculate and Measure “Velocity” 18
“No A.. holes” • Don’t be one and don’t allow the behavior • Anyone who causes emotional chaos, inspires fear or dread, or demeans or diminishes people needs to be stopped cold. It’s real…it happens…it isn’t always the boss…… Cancer spreads And they do it Faster Happy People do more work 19
Project/Team: SCRUM Team 1 Move 6 Backlog To Do In Progress In Review Done Story 1 Story 2 Story 3 Story 4 Represent Sprints 20
1. Pick a Product Owner The SCRUM Recipe 2. Pick a Team 3. Pick a SCRUM Master 4. Create and Prioritize a Product Backlog 5. Refine and Estimate a Product Backlog 6. Sprint Planning 7. Make Work Visible 8. Daily Stand Up (Daily SCRUM) 9. Sprint Review/Demo: show how that piece works 10.Sprint Retrospect 11.Immediately start next Sprint 21
Team War Room: Collaborative Workspace 22
Lean Product Development (LPD) SCRUM SCRUM The Art of Doing Twice the Work in Half the Time By Jeff Sutherland Origins in Rugby; team works together to move the ball down field. 23
Move 7 Personal KanBan 24
Move 8 Questions? Interest level/need? Here’s how MTS can help. 25
MTS Delivery Model Move 9 • LPD SCRUM – Train, coach and mentor initial Project – Build companies internal capability with a project • Innovation + LPD SCRUM – Innovation • Train, coach and mentor initial Project – LPD SCRUM • Train, coach and mentor initial Project 26
LPD SCRUM Plan Session 1: Training on LPD SCRUM methodology and tools (8 hours) Session 2: Form The Team and Identify the Project (4 hours) Session 3: Project Owner and SCRUM Master Roles (4 hours) Sessions 4,5 : Stand Up Meeting, Sprints, Visual Management (4 hours) Sessions 6,7,8: Stand Up Meetings, coaching, mentoring (2 hours) Sessions 9: Management Review Sessions spread-out over 8-10 weeks.
Innovation Plan Session 1: Training on Innovation methodology and tools (8 hours) Session 2: Set the Strategic Focus – Blue Cards (4 hours) Session 3: Identify the projects – Yellow Cards (4 hours) Sessions 4,5,6,7,8: Cycles of Learning (30 minutes per project team), every week or bi-weekly. Sessions 9: Management Review Sessions 10,11,12: Cycles of Learning (30 minutes per project team), every week or bi-weekly. Sessions 13: Management Review Sessions spread-out over 12-16 weeks.
Contact Information Keith Deibert SD Manufacturing & Technology Solutions Business Advisor 605-202-0641 keith.deibert@usd.edu Blanke Sandnes RMS Roller-Grinder BlakeS@rmsroller-grinder.com
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