tag:blogger.com,1999:blog-72708341021795813932024-02-19T07:10:00.044+01:00Lean, Agile, Literature and SportMost of my blogs are about Lean Management, Lean Product and Portfolio Management, Requirements Engineering, Business Analysis, Agile Development, but some talk als wellmabout biking, sport climbing, windsurfing or literature...Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.comBlogger57125tag:blogger.com,1999:blog-7270834102179581393.post-13953868014502941412016-05-11T18:06:00.003+02:002016-05-18T08:16:40.106+02:00Lean PPM - step 15: Prioritization on strategic level at Digitec Galaxus AG - the starting point<div style="color: #333333; font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 16px; line-height: 24px;">
(see this blog as well on my new homepage under <a href="http://tinyurl.com/zkcjw3r">http://tinyurl.com/zkcjw3r</a>) </div>
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There are many blogs about prioritization. Most of them criticize the typical current state in prioritization: The loudest voice in the room or the HIPPO (highest paid person in organization) wins the emotional fight for resources and budget (annotation: in this case I do not write “her”, playing the voice and HIPPO game is more a man’s world). Some blogs give positive advice: prioritization based on business value and cost of delay. Unluckily most of them leave you alone when it comes to the interesting point: What is business value!?</div>
<h3 style="color: #333333; font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif;">
Our starting situation in prioritization</h3>
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When we introduced our Kanban System of initiatives at Digitec Galaxus AG we knew that we have to (should, strive to, …) prioritize on a strategic level. We knew that we had to find some means to structure the discussion about priority of the initiatives in our strategic Kanban board. As in other companies an often heard argument in discussion was: “I have the strong feeling that we urgently shall do A”.</div>
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Although in general the discussion in this round are positive and constructive – I personally had a bad feeling in these discussions because of the following issues:</div>
<ul style="color: #333333; font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 16px; line-height: 24px;">
<li>Prioritization often took place on comparison of two initiatives against each other. That might work for comparable initiatives. It is a lot harder if one initiatives implement an innovative customer feature and the other initiatives addresses cost savings through automation. In this case a one by one comparison fails. In this case a strategic alignment is required for decision.</li>
<li>Arguments in discussion very often addressed what we gain, if we do X. Outcome of this type of discussion is typically that we see a gain in many things – in too many things. This leads into the trap to overload the truck, to neglect WIP limits and to start too many things in parallel.</li>
<li>Very seldom we discussed what we will stop or shall explicitly delay and what we loose if we stop or delay a specific initiative. In my perception this is the most important discussion that has to take place on a strategic level: What to stop, not to start, where to focus consequently.</li>
</ul>
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Additional I discovered that the decisions taken in the Innovation Board Meeting lead to substantial subsequent discussions in the teams involved in the development process – from functional departments to engineering throughout all participating persons representing all types of roles. This is a very important finding. The reason for these discussions I encounter in a communication gap between the Innovation Board members and the teams carrying out the decisions. Teams implementing the strategy require more information and background about priority decisions then just “the executive team decided A is more important than B”. The “Why” is as important as the decision itself.</div>
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To summarize our current state:</div>
<ol style="color: #333333; font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 16px; line-height: 24px;">
<li>The discussion about priority missed concrete arguments. Arguments are more emotional than fact based.</li>
<li>The attendees (our executive team) try to push too much work into the system. Reason is that there is a value in every single initiative. So it is hard to say NO if there are no facts beside emotional arguments. This “push” factor must be eliminated.</li>
<li>Acceptance of the outcome of prioritization need to be improved. The information gap between the decision board and the development teams ended in many subsequent discussions. The communication and transparency of decision down to all involved persons need to be improved.</li>
</ol>
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At this point we decided to improve the prioritization mechanism used for our initiatives representing the most abstract level of items in our strategic portfolio.</div>
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The Digitec Galaxus basics of prioritization</h3>
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As starting point, we consulted different concepts of prioritization beginning with classical approaches like the requirements prioritization matrix by Wiegers (see <a data-mce-href="http://www.processimpact.com/articles/prioritizing.html" href="http://www.processimpact.com/articles/prioritizing.html">http://www.processimpact.com/articles/prioritizing.html</a>) to modern approaches following the cost of delay approach and weighted shortest job first idea from Reinersten (The Principles of Product Development Flow; Donald G. Reinersten; ISBN-13: 978-1935401001, <a data-mce-href="http://www.leanproductflow.com/" href="http://www.leanproductflow.com/">http://www.leanproductflow.com/</a>) as used in the <a data-mce-href="http://www.scaledagileframework.com" href="http://www.scaledagileframework.com/">scaled agile framework</a> SAFe.</div>
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We decided to follow the weighted shortest job first (WSJF) approach adapted to the needs of Digitec Galaxus. We see this approach as the optimal approach for a company competing based on market driven requirements in the fast growing customer focused e-commerce market. What convinced us to base on WSJF was the “what do we loose if we do not implement X” mindset. This mindset leads to a real business value driven perspective in prioritization and to positive and fruitful discussions about what business value really is. To remind you on the theory behind WSJF, here is the principle:</div>
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<dt class="wp-caption-dt" style="-webkit-user-drag: none;"><img alt="Weighted Shortest Job First (WSJF) concept" class="wp-image-261" data-mce-src="http://rainergrau.com/wordpress/wp-content/uploads/2016/05/CostOfDelayTotal.jpg" src="http://rainergrau.com/wordpress/wp-content/uploads/2016/05/CostOfDelayTotal.jpg" height="654" style="-webkit-user-drag: none; display: block; height: auto; max-width: 100%;" title="" width="600" /></dt>
<dd class="wp-caption-dd" style="-webkit-user-drag: none; font-size: 14px; margin: 0px; padding-top: 0.5em;">Image 1: Weighted Shortest Job First (WSJF) concept</dd></dl>
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The image shows a very simple principle: Calculate the delay costs for X over time, if you do NOT change the status of X. Examples for delay costs are missed profit, running maintenance costs, even lost reputation on the market or whatever you treat as costs of delay.</div>
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Then prioritize all items based on the WSJF value as WSJF = cost of delay / time. If you as organization decide to always pull the item X first with the highest WSJF factor, you maximize the benefit for your organization because you minimize the delay costs. Or in other words: You decide NOT to development items that have a lower negative impact on your profit than the ones with the highest WSJF factor.</div>
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SAFe as well gives advice to calculate cost of delay as following:</div>
<ul style="color: #333333; font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 16px; line-height: 24px;">
<li>Cost of Delay = Business Value + Time Criticality Factor + Risk Reduction – Opportunity Enablement</li>
</ul>
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This formula is hard stuff. No matter what organization you look at, at least the two factors “business value” and “opportunity enablement” are as transparent as a massive wall of bricks.</div>
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Nevertheless, we decided to go into this direction. Point is that any other theory about prioritization finally comes to the very same discussion: how to define business value. To be more precise, we decided to define all influencing factors on the right side of the cost of delay formula under the context of Digitec Galaxus.</div>
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See my next blog for the concrete discussion of the Cost of Delay factors Business Value, Time Criticality Factor, Risk Reduction and Opportunity Enablement.</div>
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Summary</h3>
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I want to summarize the findings in this blog</div>
<ul style="color: #333333; font-family: Georgia, 'Times New Roman', 'Bitstream Charter', Times, serif; font-size: 16px; line-height: 24px;">
<li>In many organizations the HIPPO or loudest voice prioritization is applied. Reason is the lack of a transparent, easy to understand and use prioritization system of items in a strategic portfolio.</li>
<li>Even HIPPO or loudest voice prioritization may end in good results. The next problem then is to communicate these decisions to the teams that carry out the impact of prioritization. A HIPPO or loudest voice prioritization is nearly impossible to communicate. Distracting discussions and inefficiency in executing are the result of missing communication.</li>
<li>Instead of comparing items based on the mindest “what item does generate the higher profit”, prioritization must be based on the mindset “What item does generate the highest cost if we delay the implementation”. This approach at is a good start at least for all companies competing in market driven environments.</li>
<li>To quantify Cost of Delay is not easy as the factor Business Value, Time Criticality Factor, Risk Reduction and Opportunity Enablement are subject of hard discussions. To define a (for everybody) transparent, easy to understand and use definition for these factor is crucial for a Cost of Delay prioritization.</li>
</ul>
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Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Pfingstweidstrasse 16, 8005 Zürich, Switzerland47.3882913 8.517543199999977323.388422799999997 -32.791050800000022 71.3881598 49.826137199999977tag:blogger.com,1999:blog-7270834102179581393.post-14649108684230132762016-02-27T19:17:00.001+01:002016-02-27T20:05:39.174+01:00Die Durchsetzungsinitiative DSI – Ein Appell<h3>
Liebe Kollegen und Freunde</h3>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
In der Öffentlichkeit bin ich eher politisch leise. Der Grund
ist, dass ich als Gast in diesem schönen Land lebe. Daher achte und respektiere
ich den Gastgeber, welcher aus guten Gründen seine eigene Meinung vertritt.</div>
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<o:p></o:p></div>
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<br /></div>
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Die Durchsetzungsinitiative DSI jedoch geht über das für
mich persönlich vertretbare Mass deutlich hinaus. Sie bewegt mich dazu, meine
Meinung öffentlich bekannt zu machen. Ich würde mich freuen, wenn meine
Kollegen und Freunde, die ich in den über elf Jahren hier gewinnen durfte,
diese Meinung wahrnehmen und reflektieren.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<h3>
Integration ja ode<span class="berschrift2Zchn"><span style="font-family: "calibri" , sans-serif; font-weight: normal;">r</span></span> nein?</h3>
<h2>
<o:p></o:p></h2>
<div class="MsoNormal">
Liebe Kollegen und Freunde, die Durchsetzungsinitiative (<a href="https://www.admin.ch/ch/d/pore/vi/vis433t.html">https://www.admin.ch/ch/d/pore/vi/vis433t.html</a>)
verstehe ich als eine Deklassierung meiner Person zu einem Mitglied 2. Klasse. Sie
gefährdet meine Existenz, welche ich hier in der Schweiz sehe, welche aus
meiner Wahrnehmung heraus vollkommen integriert ist und mitten im Leben steht. </div>
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<br /></div>
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Gerne
gebe ich Ihnen die Möglichkeit sich selbst ein Bild meiner Integration zu machen
und nenne ein paar Punkte, die für mich wertvoll und wichtig dazu beitragen:</div>
<div class="MsoNormal">
</div>
<ul>
<li>Im Berufsleben wirke ich seit Jahren im Kader von bekannten
Schweizer Unternehmen, eine Zeit als Mitglied der Geschäftsleitung und Partner.
Es ist eine Freude mit meinem Kollegen zusammen das Unternehmen zu entwickeln zu
einem Top Unternehmen in der Schweiz und darüber hinaus.</li>
<li>Nebenberuflich engagiere ich mich an Fachhochschulen in der
Schweiz. Ich unterrichte dort und betreue Masterarbeiten. Ausbildung sehe als
einen Kernpunkt und Verpflichtung einer gesunden und leistungsfähigen Gesellschaft
an – neben der persönlichen Freude meine berufliche Erfahrung an die jüngere
Generation weiter zu geben.</li>
<li>In meiner Freizeit engagiere ich im Miliz System in der <a href="http://www.saq.ch/">SAQ Schweizer Gesellschaft für Qualität</a>. Über
Jahre hinweg leitete ich den Lenkungsausschuss der Fachgruppe Informatik und organisiere
nach wie vor Fachgruppen und Konferenzen mit dem Ziel Wissen zu verbreiten und Kompetenzen
aufzubauen.</li>
<li>Mit der gleichen Leidenschaft für die Sache gründete ich mit
Kollegen den <a href="http://www.swissagileleaders.org/">Swiss Agile Leaders Circle</a>,
ebenfalls eine Community engagierter Personen mit dem Ziel Wissen und Kompetenzen
über Unternehmensgrenzen hinweg zu teilen und zu verbreiten.</li>
<li>Privat sind meine Frau und ich eng mit Schweizer Familien
befreundet. Wir verbringen Wochenenden zusammen im Ferienhaus, helfen uns
gegenseitig, wenn Hilfe notwendig ist, treiben zusammen Sport und lieben es anschliessend
abends ein Glas Rotwein zusammen zu geniessen. Meine Kinder – beide mittlerweile
berufstätig – sind voll integriert hier, einschliesslich der perfekt
gesprochenen Schyzerdütsch meines jüngeren Sohnes.</li>
<li>Meine Frau ist auf freiwilliger Basis engagiert in einem
Kaffee einer altersgerechten Wohnstiftung und betreibt dieses zusammen mit
weiteren Frauen und als sozialer Treffpunkt für die Bewohner.</li>
</ul>
<div>
<br /></div>
<o:p></o:p><br />
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<o:p></o:p></div>
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<o:p></o:p></div>
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<o:p></o:p></div>
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<o:p></o:p></div>
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<o:p></o:p></div>
<h3>
Warum ich mich durch die DSI gefährdet fühle</h3>
<h2>
<o:p></o:p></h2>
<div class="MsoNormal">
Die DSI hebelt eine grundlegende Errungenschaft der Demokratie
aus: Die Gewaltenteilung. Selbstverständlich ist das Volk der Souverän. Jedoch
nicht in der Form, die Herr Blocher herausstreicht. Seine Interpretation ist, dass
die Legislative die Überhand über die Judikative bekommt. Die Ausschaffung findet
nach der Forderung der DSI zwingend und ohne juristische Überprüfung statt. Faktisch
wird damit die Gewaltenteilung aufgehoben. Die Gesetzgebung dominiert die richterliche
Überprüfung. Das mag nun sehr theoretisch klingen. Ich konstruiere im Folgenden
einfach einmal ein mögliches Szenario gemäss der DSI.</div>
<div class="MsoNormal">
</div>
<ol>
<li>Im Jahr eins nach der Annahme der DSI werde ich an einer
S-Bahn Haltestelle abends von zwei Personen tätlich angegriffen. Da ich fit und
sportlich bin, ist es mir möglich einem der beiden Angreifer meine Faust in den
Magen zu rennen, das Überraschungsmoment zu nutzen und davon zu rennen. Leider gereicht
mit dieser Vorgang zum Nachteil. Da ich den Vorgang nicht beweisen kann und die
Zeugen zwei zu eins gegen mich sind, werde ich nach Art. 123 StGB wegen einer
einfachen Körperverletzung verurteilt.</li>
<li>Im Jahr acht nach der Annahme der DSI hat meine Frau oder
einer meiner Söhne einen folgenreichen Unfall. Ich werde angerufen. Emotional bewegt
fahre ich viel zu schnell mit dem Auto in Richtung Krankenhaus und werde von
der Polizei gestoppt. Aufgewühlt, wie ich bin reisse ich mich aus dem Griff eines
Beamten, er stolpert und fällt zu Boden. Die Auslegung dieses Vorganges wird mir
als Gewalt und Drohung gegen Behörden und Beamte (Art. 285 StGB) ausgelegt.</li>
</ol>
<o:p></o:p><br />
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
Diese beiden Vorgänge genügen. Die Folge ist (Zitat aus der
DSI): «Die Landesverweisung ist durch die zuständige kantonale Behörde im
Anschluss an die rechtskräftige Verurteilung beziehungsweise nach Verbüssung
der Strafe unverzüglich zu vollziehen». Ganz offiziell stellt sich die DSI
sogar über das Völkerrecht (Zitat): «Die Bestimmungen über die Landesverweisung
und deren Vollzugsmodalitäten gehen dem nicht zwingenden Völkerrecht vor».</div>
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<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
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<b>Meine gesamte Existenz wäre somit durch diese beiden Vorfälle
vernichtet.</b> Ich wäre gezwungen tatsächlich in die Fremde zu gehen – denn mein
Lebensmittelpunkt ist hier, in diesem Land, in dieser Gesellschaft, hier bei
meinen Kollegen und Freunden. <o:p></o:p></div>
<div class="MsoNormal">
Liebe Kollegen und Freunde ich bitte euch zu reflektieren
wie viele Personen Ihr kennt und sehr gut kennt, die seit Jahren mit euch
zusammen hier wirken und leben und sich engagieren. Alle diese sind bei Annahme
der DSI dieser Gefahr ausgesetzt sehen und als Bürger zweiter Klasse. <o:p></o:p></div>
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<br /></div>
<h3>
Die Verhältnismässigkeit ist nicht gegeben</h3>
<h2>
<o:p></o:p></h2>
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Laut <a href="http://www.bfs.admin.ch/bfs/portal/de/index/themen/01/07/blank/key/01/01.html">Statistik</a>
(Zahlen aus 2014) leben 1.9 Mio Ausländer in der Schweiz. 1.3 Mio aus der
EU/EFTA, vorwiegend aus Deutschland, Frankreich und Italien.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
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Ist es wirklich verhältnismässig eine überwiegend stille,
gut integrierte und ohne Unterschied zu einem Schweizer Bürger im gemeinsamen
Wertesystem lebende Menge an Menschen zu deklassieren, um einem sorgfältig geschürten
Angstszenario nachzugeben? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Ich würde es als einen tragischen Verlust für die gesamte
Gesellschaft sehen, wenn es einem kleinen, wenn auch sehr lauten Teil der
politisierenden Gesellschaft gelingt die Mehrheit dermassen schädlich zu
beeinflussen: Das Völkerrecht als zweitrangig zu manifestieren, die Grundwerte
der Demokratie auszuhebeln und 15% der Bevölkerung zu deklassieren und ihre
Existenz potentiell zu gefährden</b>.<o:p></o:p></div>
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<br /></div>
<h3>
Was sind die nächsten Schritte</h3>
<h2>
<o:p></o:p></h2>
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Nicht nur die DSI sehe ich als einen ernsten Schritt an. Die
sich aufzeigende von einigen wenigen voran getriebene Entwicklung an sich ist
gefährdend. </div>
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<br /></div>
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Wie geht diese Entwicklung weiter? </div>
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Kommt als nächstes eine
Initiative, welche auch Personen, die eingebürgert wurden, die Staatsbürgerschaft
zwingend wieder aberkennt unter bestimmten Bedingungen? </div>
<div class="MsoNormal">
Und als dritter Schritt
die zwingende Aberkennung der Schweizer Staatsbürgerschaft für jedermann, wenn
eine gewisse staatsfeindliche Gesinnung nachgewiesen werden kann?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Solche schleichenden Schritte sind die typischen Anfänge einer
unheilvollen Entwicklung. Morgen ist die erste Chance dieser Entwicklung
Einhalt zu gebieten. Ich persönlich nehme die Schweizer Gesellschaft als eine
Gesellschaft der Mitte wahr. Eine Gesellschaft mit einer mächtigen Kraft diese
Mitte zu wahren und Extremen in jeder Form entschieden entgegen zu treten. Ich würde
mir wünschen genau dies Morgen zu erkennen.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
Rainer Grau, Bonstetten, Samstag der 27.02.2016<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Bonstetten, Switzerland47.31516 8.46805730000005547.2721 8.3873763000000547 47.358219999999996 8.5487383000000552tag:blogger.com,1999:blog-7270834102179581393.post-36417292766095902462016-02-20T10:52:00.000+01:002016-02-20T10:52:03.167+01:00Lean PPM – step 13: Documentation consumer type 3: SW engineers, subject matter experts, technical experts<div class="MsoNormal">
<span lang="EN-US">SW (<b>S</b>oft<b>W</b>are) engineers and experts do not have an interest in
documentation. SW engineers as well as experts have an interest in the final
solution, especially in a solution that fulfils the needs of the business or
users. Unluckily many organizations prevent successfully that SW engineers
communicate with the subject matter experts. That’s exactly what agile and lean
processes try to address – to tear down communication barriers to the minimum.<o:p></o:p></span></div>
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<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">SW engineers
working in software development have an elaborated set of documentation means
built in into Scrum. Epics, user stories, source code, acceptance tests,
prototypes, a technical environment support the design, implementation, build,
test and deploy cycle with versioning and release management (at least hopefully
– if not, well you know now where you have aspects to improve. To be straight –
this is where we at </span><a href="http://www.digitec.ch/"><span lang="EN-US">digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> as well do have room for improvement). <o:p></o:p></span></div>
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<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Subject
matter experts (example: actuaries in reinsurances), technical experts
(example: hearing experts in the development of hearing devices) all have very
special tools and environments. Actuaries often use Excel. I have seen
monstrous solutions built from man dependent Excel workbooks driving business
critical risk management solutions implemented by actuaries in reinsurances.
Nobody else except the creator understood these complicate solutions. I once
had the job to migrate such a solution into a scaling Java solution – what a
nightmare. The most important individuals in this project were Prolbares (see
above) that translated the requirements of the actuaries, hidden in the Excel
beast, into something executive managers (“why is it so expensive to rewrite an
Excel worksheet in Java??!!”) and SW engineers (“as a reinsurance key
accountant I want to …”) understood.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Point is:
Between SW engineers and experts (and managers) there is a distance that Prolbares
try to reduce or even to eliminate - with distance defined as well as physical
distance as mindset distance. In true agile environments elimination is the aspired
state. What is important in respect of documentation: SW engineers and experts
both have their specific way to deal with documentation. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">With this
requirements of SW engineers and experts for documentation are:</span></div>
<div class="MsoNormal">
</div>
<ul>
<li>The very
specific type of work requires the support by very specific processes and tools
(Excel for actuaries; epics, user stories, acceptance tests, source code and a
build/deploy environment for SW engineers).</li>
<li>The least
amount of documentation is the best – no matter of the documentation is
required as information source to start my work or as information sink required
by anybody else in the organization.</li>
<li>SW
engineers and experts are not interested in documentation. They are interested
to get their job done and to create results and to deliver.</li>
</ul>
Maybe I am
a bit hard to list only these three requirements – but I am not unhappy with
these interests of SW engineers and experts. I am always happy if people have
an interest to deliver. It is the responsibility of the (leadership part of
the) management that SW engineers and experts want to deliver something the
organization benefits from.Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-15977772818725580092016-02-14T09:45:00.003+01:002016-02-14T09:45:37.165+01:00Lean PPM – step 12: Documentation consumer type 2: project leads, business analysts, (requirements and software) engineers, or likewise folks<div class="MsoNormal">
<span lang="EN-US">Prolbares
(= <b>pro</b>ject <b>l</b>eads, <b>b</b>usiness <b>a</b>nalyst and <b>r</b>equirements <b>e</b>ngineers) express
a lot more needs in documentation. Prolbares are around on all abstraction
levels of requirements (see the </span><a href="http://gorschek.com/doc/publications_files/A05_RAM.pdf"><span lang="EN-US">requirements abstraction model RAM</span></a><span lang="EN-US"> by Tony Gorschek and Claas Wohlin).
Prolbares work from business goals, high level business processes down to tiny
technical details. Prolbares are involved in the full lifecycle of designing
and implementing desired changes (see “</span><a href="http://rainergrau.blogspot.ch/2015/06/the-life-cycle-of-initiative-step-4.html"><span lang="EN-US">The life cycle of an initiative</span></a><span lang="EN-US">”). In the design process of a
change they are responsible to elicitate, design, communicate, consolidate and
confirm requirements of a change. In this context “change” is anything from a
small continuous improvement in an existing system to a discontinuous
innovation in form of a new product or service.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">In respect
if documentation, Prolbares are like chameleons. Some like to write novels,
some hate writing any documentation, some like modeling, some prefer to paint
pictures; some are more user experience oriented, some rather are technicians; some
feel comfortable on the abstract levels of requirements like business goals,
processes and features, some love tiny details…<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Naturally the
requirements of Prolbares for documentation are magnifold:</span></div>
<div class="MsoNormal">
</div>
<ul>
<li>In the
initial part of the lifecycle of a change they have an interest about the
current situation. Source code and acceptance tests are a good source of the
current state of a piece of software – but unluckily, as mentioned in my last
blog – this is often only part of the truth. Manual and organizational
procedures do not have a source code. Documentation could be treated as the
source code of a manual and organizational procedure.</li>
<li>Prolbares
consume and create many artifacts and share these with her team(s) like meeting
notes, requirements specifications, prototypes, decisions, technical
description, whatever is needed in the refinement of intiatives, epics and user
stories. Most of this is waste when the
change is done. Most of it, but not all. Some pieces out of this huge amount of
information is valuable for the first step – to remind on the current situation
any time in the future when the next change is in the road.</li>
<li>Because of
the chameleon alike nature, finding anything that suits all Prolbares is like
finding the holy grail. So we had to find options that satisfy the majority of
the Prolbares.</li>
</ul>
<br />
<div class="MsoNormal">
Prolbares
are hard to place within an organization. Reason is that Prolbares typically
are not full time members in any team. If integrated into the IT organization
(i.e. Scrum teams) they spent 50% of their time with stakeholders and business.
If integrated into business, they spent 50% of their time with IT, and – if not
– they loose contact to IT, what results in defects in the quality of
requirements (conversation, confirmation, feedback loops). At <a href="http://www.digitec.ch/" target="_blank">digitec</a> <a href="http://www.galaxus.ch/" target="_blank">Galaxus</a> business analysts are our Product Owners in the Scrum teams. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If Prolbares
act positive in an organization, they care for the whole (optimizing the system
and not preferring a specific department). They act as mediator, moderator,
translator between business and IT to balance needs and wishes. They support
ideas to become visible; mature ideas into change projects and finally towards
real implemented (continuous or discontinuous) innovations together with all
involved departments, subject matter experts, external partners, management and
whoever has stakes in the change.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This is the
reason Prolbares typically have an interest on a higher amount of documentation
than all other involved persons and job profiles in an organization. A good
Prolbare want to understand the problem under discussion herself. So the write
a part of the documentation for themselves. Then they use documented
requirements to solve different views and conflicts between stakeholders in the
design phase of a change project. Additional they try to create a documentation
that best suites all stakeholder in documentation (from executive managers to
engineers and technical experts). </div>
<div class="MsoNormal">
<span lang="EN-US">Unluckily
often the documentation policies, structures and tools in an organization are
not defined in a way to support Prolbares to ease their job. The results we
encounter in many organizations. To many documentation; documentation that does
not satisfy the needs of consumers; documentation that does not allow to search
and find the requested piece of information to successfully work on a piece of
work.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In my
personal perception to identify an appropriate structure and tool support for
this relevant part of documentation is the most critical point. In fact this is
the part to support the activities of business analysis, requirements
engineering and design in respect of the creation of required documentation. </div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0tag:blogger.com,1999:blog-7270834102179581393.post-56238457350488214192016-02-07T13:53:00.000+01:002016-02-07T15:14:43.241+01:00Lean PPM – step 11: Documentation consumer type 1: executive managers<div class="MsoNormal">
<span lang="EN-US">Executive
managers do not have a lot of time. They
are keen people…<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
I am sorry to break your flow of reading at this point for a short discussion about executive managers, middle management and systems that doom people to stagnation.<br />
<br /></div>
<div class="MsoNormal">
<h4>
<span lang="EN-US"><b>---Discussion about executive managers and locking systems</b></span></h4>
<span lang="EN-US">In my experience over the last 30 years, in
most cases executive managers are really excellent people. “Indifferent”
managers are mainly locked in the middle management – but not because the
individuals are inaptly. Rather middle management is doomed by the system to
work in an indifferent way. To change the system, I personally see under the
responsibility of executive management. This is where I set my question mark. Maybe executive managers are doomed by the system as well. I
encounter a real difference whether executive managers or owners are in the
driver seat of an organization. Maybe managers better fulfil quarterly
financial reports to satisfy shareholders. I personally encounter that shareholder profit </span>in owner driven organizations is not that high as in manager driven ones, but in the
long-term these organizations are more robust, show a sustainable growth, more
creativity and innovation and you find a higher ratio of intrinsic motivates
employees.<br />
<h4>
<span lang="EN-US"><b>---End of discussion - back to the documentation thread</b></span></h4>
<div>
<br /></div>
<div>
Executive
managers read one page. Executive managers want to see things to progress or
the reason why things get stuck. Executive managers take decisions and have an
interest to receive appropriate information to take a decision. Executive
managers have an interest to reach goals; in the big picture; in the change
roadmap; in the alignment of the change roadmap with strategy; in financial
factors. Executive managers lose interest very fast if they feel wasting their
time. Sometime executive managers have an interest on tiny details – but in
this case no documentation helps. In this case an executive manager best is
informed face by face by a competent person.</div>
</div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">So the
requirements of executive managers regarding documentation are:<o:p></o:p></span></div>
<div class="MsoNormal">
</div>
<ul>
<li>Easy to
find – best presented in a personal and (automatically) daily used dashboard.</li>
<li>One Page
information (scrolling is waste of time and inadequate).</li>
<li>Executive
managers pull information - except something might fail. In this case an
executive manager expects a push about a potential failure so that she can take
preventive actions.</li>
<li>Executive
managers do not like unpredictable negative incidents. </li>
<li>For sure executive manager like unpredictable
success messages.</li>
<li>As a subject matter experts: You can be sure that an executive manager has never read the detailed report about risks or delays until the issues bubbles up because of some accident</li>
<li>Executive
managers want to see the name of the competent person behind a
project/issue/action in case she requires a face2face to receive tiny details (in case of an accident)</li>
</ul>
<div class="MsoNormal">
There is on
important fact to remind: Executive managers typically are no team members. They represent the culture and visionary capital of the organization and own the additional responsibility of a catalyst: if a catalyst
works well, the organization works clean and powerful; if a catalyst fails, the
organizations state of health drops. Because of this face2face information is far more important as documentation. Documentation rather is used as form of reporting to detect devations from the expected path. The real communication for steering should be done personally in 1:1 or other forms of direct communication. It is a matter of interpretation, shared knowledge and trust.<br />
<br />
At least this is my experience aligned with the following <a href="http://agilemanifesto.org/principles.html" target="_blank">principle in the agile manifesto</a>: The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. And the head of the development team of a company is the executive management.<br />
<br />
<br />
<br /></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-38103705699347438282016-01-31T19:31:00.001+01:002016-01-31T19:31:34.077+01:00Lean PPM – step 10: Consumers of documentation and their needs<div class="MsoNormal">
<span lang="EN-US">In my last
blog I pointed out why there is a need for documentation. What we at </span><a href="http://www.digitec.ch/"><span lang="EN-US">digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> figured out during the last year
working with our Lean PPM system was: <o:p></o:p></span></div>
<div class="MsoNormal">
<br />
<ul>
<li>Who concrete
are the target reader of a type of information</li>
<li>What
abstraction level and format does a target reader prefer to use</li>
<li>What tools
and environment does a target reader prefer to use</li>
<li>What tools
and elements do we already use in our Lean PPM that offer options for
documentation</li>
</ul>
</div>
<div class="MsoNormal">
Based in
these findings we now agreed to establish some rules how we want to deal with
the topic documentation. I guess in many organizations the situation is
similar, so hopefully my blogs about documentation are useful.<br />
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">At this
point I have to say this is nothing new about documentation in any way. Already
before agile and lean these findings were well known. The very basic concepts of
documentation are:</span></div>
<div class="MsoNormal">
<br />
<ul>
<li>Create a
documentation only if there is a consumer that gets value out it</li>
<li>The
documentation must meet the needs of a consumer in respect of amount and
abstraction level of information, the format and the tool to use</li>
<li>If a user
searches an information within the documentation, the documentation must
support a structure and search so that the consumer will find the information
easy and fast.</li>
</ul>
</div>
<div class="MsoNormal">
Sources
that address these basic concepts are for example the <a href="https://www.ireb.org/en">International Requirements Engineering Board
IREB e.V.</a> in its <a href="https://www.ireb.org/en/exams/foundation/">foundation
certification</a>, the <a href="http://www.iiba.org/">International Institute
for Business Analysis IIBA</a> with its <a href="http://www.iiba.org/babok-guide.aspx">BaBOK</a>, or the differentiation
between a product repository and a project repository as recommended by the <a href="http://community.ispma.org/">International Software Product Association
ISPMA</a>.<br />
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">Instead of
listening to the needs and requirements of the human sources and sinks of
documentation many organizations instead go primarily for standardization and
the satisfaction of compliance constraints. From my experience organization should
care to develop good documentation practices for the workforce with first
priority and with second priority to be compliant to external constraints. In
my experience it is always possible to transfer a documentation that follows
good documentation practices into a format that as well satisfies external
compliance constraints.<o:p></o:p></span><br />
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Funny that
so many organizations and companies disregard the basic concepts as listed
above. From my experience the overwhelming compulsion to create standards and
satisfy compliance constraints outreaches the objective consideration that an
unbalanced harmonization ends up in more drawbacks than benefits. Especially
the demonic one-fits-all thinking that still creeps through the management
floors – as well in respect of documentation…<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">A year
before today we created documentation at </span><a href="http://www.digitec.ch/"><span lang="EN-US">digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> following good practices only partially. We
used epics and user stories in software development, we tried to avoid
exhausting documentation in the requirements and design phase – but we did not
follow good practices that support all types of consumers of our documentation.
In the last year while establishing our Lean PPM, we discovered basically three
different types of consumers. I use the terminology of </span><a href="http://www.digitec.ch/"><span lang="EN-US">digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> as described my blogs “</span><a href="http://rainergrau.blogspot.ch/2015/05/the-value-stream-of-digitec-lean.html"><span lang="EN-US">The value stream of the digitec lean
portfolio Kanban system</span></a><span lang="EN-US">”, “</span><a href="http://rainergrau.blogspot.ch/2015/06/the-life-cycle-of-initiative-step-4.html"><span lang="EN-US">The life cycle of an initiative</span></a><span lang="EN-US">” and “</span><a href="http://rainergrau.blogspot.ch/2015/09/lean-ppm-step-8-about-project-leads-and.html"><span lang="EN-US">about project leads and business
analysts...</span></a><span lang="EN-US">”. There
is one blog dedicated to every consumer type. <o:p></o:p></span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-81788756810906914502016-01-03T19:53:00.000+01:002016-01-03T19:53:26.236+01:00Lean PPM step 9: Working Software over Comprehensive DocumentationI promised to talk about documentation - quite a while ago, I know - sorry...<br />
<br />
Documentation is a very special topics to talk about. I discovered, I have to write more than one blog to cover this topis at least a bit. so lets start:<br />
<br />
Just to remember – in 2001 a group of agile individuals phrased the agile manifesto and the twelve principles of agile software that are relevant as ever. With respect of this blog discussion about documentation in our agile & lean world I would like to repeat the interesting statements.<br />
<br />
<h3>
Agile Manifesto</h3>
<br />
<ul>
<li>Working software over comprehensive documentation</li>
</ul>
<br />
<h3>
Twelve Principles of Agile Software</h3>
<br />
<ul>
<li>Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.</li>
<li>Business people and developers must work together daily throughout the project.</li>
<li>The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.</li>
<li>Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.</li>
<li>Simplicity--the art of maximizing the amount of work not done--is essential.</li>
</ul>
<br />
Just to point out: The other statements are as relevant. This subset is chosen in respect of the discussion in this blog.<br />
<br />
In an agile & lean organization a core attribute is the continuous flow of development and improvement. An important impact is that many things are “in progress” at different level of maturity. As well many things are “done” and in operative use, like a deployed feature in our online-shop or erp-system.<br />
<br />
This is where documentation comes into place. Core questions are: Who needs a documentation? What is the benefit of a documentation? To answer these questions, I present some typical scenarios out of our company<br />
<br />
<h3>
Scenario 1: The checkout process requires a change because of a new feature</h3>
<br />
Imagine we want to add a new feature like a new delivery option in our online-shop checkout process. The checkout process is a complex business process with many scenarios, dependencies, decisions and business rules behind. The working software unluckily is not a sufficient information source to change this complex process. To remind ourselves on all the decisions, business rules and compliance regulations is important before we change this process. As business people from all departments have stakes in this process (accounting, logistics, product management) source code is for sure the only truth of what is implemented, but for sure not best suited for the business people. So there is a need for some form of documentation beside the source code. Let’s phrase his need as a user story: “As a business reader I want to remind myself based on an easy to search, read and understand documentation what we decided that last time we worked on the checkout process.” Additional, as soon as the new checkout process is implemented the delivery process is changed as well leading to changes in operational process in logistics. This requires that we rollout the operational changes and educate our staff members in logistics how to deal with the new process. Therefore, we need some documentation as well.<br />
<br />
<h3>
Scenario 2: We want to rewrite the ranking algorithm of our products</h3>
<br />
Imagine we discovered that the ranking of products in our online-shop does not meet the expectations of you as a user searching for products. Ranking of products is a complicated (not a complex) algorithm. Many influencing factors determine the rank of a product. You might imagine some of them like: number of visits, numbers of sales in total, number of sales during a certain period, number of recommendations of customers who bought an article of this product…and some more factors. All these factor go into an algorithm. You can imagine that this algorithm is as complicated and secret as the ranking algorithm of Google in their search engine. In fact is kind of a similar problem. To nail this algorithm done more than one session with the right person on board (head marketing, head engineering, product managers, software engineers, …) is necessary. The outcome of these meetings in the end is kind of a decision table that lists the factors and the weight and influence of each factor in the algorithm. An excel table would fit – but unluckily you cannot discuss on base of an Excel table with a product manager for toys or living accessoires. To summarize: The user story to implement might be easy: As a user I want the products in the online-shop ranked in a way so that I find interesting offerings fast and at top on first view. The requiremrent engineering process to elicitate and specify the algorithm needs documentation in some form – as preparation, as discussion base, as outcome for implementation and test (algorithm, acceptance criteria, test data, …). And at the time this new algorithm is implemented maybe we want to change it in six months again. Then scenario 1 comes into play.<br />
<br />
I hope these two scenarios give you an insight why even in agile development documentation beside the source code is required in some form. Still we all are convinced that the best documentation is the one never written and we try to share information as far as possible by direct face to face communication. We encountered that this is unluckily not sufficient. So we strive to create just that minimum amount of documentation for readers and target groups that is sufficient to follow a sustainable path of development and improvement in our documentation.<br />
<br />
Let’s see in some additional blogs what our idea about an agile documentation is – at least what we hope will meet our needs and deliver benefit. We are still on the road to establish a good agile documentation; we already found some good techniques and tools, but we still have lots of room for improvement.<br />
<div>
<br /></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com1Pfingstweidstrasse 16, 8005 Zürich, Switzerland47.3882913 8.517543199999977321.8662568 -32.791050800000022 72.9103258 49.826137199999977tag:blogger.com,1999:blog-7270834102179581393.post-20051171390928898902016-01-01T17:31:00.001+01:002016-01-01T17:31:36.083+01:00The Swiss Agile Leaders RetrospectiveIf you never heard about the <a href="http://www.swissagileleaders.org/">Swiss Agile Leaders Circle</a> (SALC) – don’t worry. <br /><br />SALC that is a bunch of individuals (<a href="https://www.linkedin.com/in/buckalassen">Klaus</a>, <a href="https://www.linkedin.com/in/linechristaamandasorensen">Line</a>, <a href="http://pragmatic-solutions.ch/en/team/mischa-ramseyer/">Mischa</a>, <a href="https://www.xing.com/profile/Peter_Spoerri3">Peter</a> and <a href="http://www.personal.juropera.com/">myself</a>) out of the agile scene in Switzerland. Although everybody of us has a quite different history and job we share the common mindset and conviction. We share the vision that all these ideas around agile, lean, management 3.0 and so on support the development of organizations in a positive way. Thereby we define positive as: competing successfully in their market and offering a work environment where employees are intrinsic motivated and tell you that is fun to work.<br /><h4>
Well, so far so good, and now?</h4>
We founded the SALC to share our experiences; and to share our experiences with others; and – in the best case – to seed a community of people that share their experiences on a voluntary base without our active engagement in any way.<br /><br />To share our experiences is easy. We meet from time to time and have regularly skype session. As well we are present at events. This covers a part of our vision. <br /><br />To share experiences with others is not that easy. What we did was driving community events like the <a href="http://www.saq-informatik.ch/de/veranstaltungen/detail/733/">Agile Unconference</a> that took place Nov 4 2015 or workshops related to a specific topic. We organize these events, invite interested persons and hope there is any interest. Well, the <a href="http://www.saq-informatik.ch/de/veranstaltungen/detail/733/">Agile Unconference</a> is a success and fun for us – although it is a lot of work us in preparation. Unluckily, we are not that happy with the workshop format. It is a tremendous piece of work to organize a workshop. The fun on our side was low and we are not that happy with the results.<br /><h4>
<b>Time to run a Retrospective…</b></h4>
There is our Retrospective: An image, painted on a piece of paper as we run through our retrospective in the West Park Coffee, 2nd floor feed with Latte Macchiato and Espresso (we needed two rounds of coffee…).<div>
<br /></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWFfDYGNOpeF8GxFDoV9F_3ep4_QwFBx5KY83-sK0GJFBVlH1rcfhv3q_K6jJezhyphenhyphenCrI2xMWh5qlpm9pIWZR3FOyqzjgerQ5p8HLR1B8XfUh4h1-qd_pe_l5CQYpma8YzoVVmtRzbYOcFa/s1600/SwissAgileLeadersRetrospective.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img alt="Retrospective Image " border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWFfDYGNOpeF8GxFDoV9F_3ep4_QwFBx5KY83-sK0GJFBVlH1rcfhv3q_K6jJezhyphenhyphenCrI2xMWh5qlpm9pIWZR3FOyqzjgerQ5p8HLR1B8XfUh4h1-qd_pe_l5CQYpma8YzoVVmtRzbYOcFa/s400/SwissAgileLeadersRetrospective.jpg" title="Retrospective Image " width="270" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Image of our SALC Retrospective</td></tr>
</tbody></table>
<div>
<br /><br />What we found out: our vision is still valid. We are still convinced that all these ideas around agile, lean, management 3.0 and more develop organizations and companies in a positive way (see above). <br /><br />We discovered as well that our goals to reach this vision as still to share between us, with everybody who likes to share – and to seed a community that shares our vision. <br /><br />We discovered as well that the success of the <a href="http://www.saq-informatik.ch/de/veranstaltungen/detail/733/">Agile Unconference</a> is that convincing for us that we go for a next run Thu 3 Nov 2016 at the SIX Swiss Exchange, ConventionPoint, Zürich.<br /><br />We discovered that we are unhappy with the workshops as we run it today. Although we get a positive feedback from one or the other attendee, this format of sharing experience is a bit like pulling teeth. So we decided not to run any workshops in this way anymore. <br /><br />So we did some brainstorming and decided to run some experiments. Why not acting kind of an agile / lean think tank? We could work with somebody, some organization – on the other hand while working with these individuals we can learn ourselves just the same. <br /><br />Let’s run a limited experiment. We offer some individuals and organizations half a day or a day for working together on whatever problem or context under discussion there might be – with the prerequisite that is related to our vision and experience. There is no fixed agenda, no fixed topics; it will not be an educational event or training. <br /><br />Ideally during such a think tank event we all together identify alternatives and options that might work to address the challenges in the identified problem space of the individual and organization. In the worst case we spend an intensive time with each other with the insight that even with the joint effort of engaged persons we were not able to find options how to improve. In the latter case it might be a good idea to rethink the whole scenario…<br /><br />As you see on the image, we set ourselves three dates for just an experiment: 29 Jan 2016, 11 Mar 2016 and 27 May 2016. We are happy that we found as well a first chance to run an experiment…we will write a blog to give you feedback of the outcome</div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Zürich, Switzerland47.3768866 8.541694000000006847.204846599999996 8.2189705000000064 47.5489266 8.8644175000000072tag:blogger.com,1999:blog-7270834102179581393.post-9248742996469397212015-09-12T10:00:00.000+02:002015-09-12T10:00:09.553+02:00Lean PPM step 8: about project leads and business analysts...<div class="MsoNormal">
<span lang="EN-US">In some of
blogs I mentioned that our organization knows the job position of project lead
and business analyst. Especially the job position of a project lead may sound
strange in a lean and agile organization without projects. Actually we never
discussed these names, we just reused job position names that were around. The
names existed when I joined </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US">. Nevertheless names for job positions matter.
The reason is that everybody in an organization assigns a set of
responsibilities with these names. Everybody knows what to expect from a person
acting in the job position of X. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Unluckily
job position names can as well lead to misunderstandings. In my experience only
a part of the persons in an organization are able to distinct between a job
position and a role. This sometime puzzles persons if two persons with
different job titles act in the same role, for example in the role of a
business analyst. In our organization for example persons in the job positions
business analyst, project lead, erp specialist and software engineer are
regularly acting in this role. And it does not help that the name of the job
position is identical to the role name. A typical question is “What, now a
project leads does some part of the business analysis, I thought this is done
by our business analysts?!” The more interesting point is: where is the
difference, what are the responsibilities that are unique to a job position. You
have to communicate rather these “unique owned” responsibilities within your
organization. This fosters persons to discover the responsibilities of a job
position and to receive support fast in case they have a request for this
special responsibility. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Now, to discuss
the job positions of project lead and business analyst it is interesting to
look at the roles and responsibilities of the job positions. What is the common
set and what are the “unique owned” responsibilities. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Just to
remind to our </span><a href="http://www.scaledagileframework.com/"><span lang="EN-US">SAFe</span></a><span lang="EN-US"> like system working with initiatives and
fastlane. Initiatives implement desired changes derived from our strategy or based
on a demand coming from a department. Larger changes, like building up a new
logistic center, introducing a standard software for X are decomposed into a
set of initiatives and called a theme. Small software system related changes go
through the fastlane channel from departments to engineering. Every department
owns its own Kanban board managing its own changes and demand and there is one
single organization wide Kanban board holding the initiatives (in </span><a href="file:///C:/Users/Rainer/Dropbox/Privat/www,scaledagileframework.com"><span lang="EN-US">SAFe</span></a><span lang="EN-US"> called
business and architectural epics).<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Now, let’s
see what the “unique owned” responsibilities of project leads and business
analysts are. And just a word regarding “unique owned”. Our interpretation of
owned is that this team of persons in the job position of X care to develop the
responsibility in collaboration and communication with the rest of the
organization that is involved in these activities. There is no “shut up – that’s
the way to do it”. It is rather the way of “this is our recommended proposal
for a standard method, technique, procedure or process. A common agreed and
accepted standard proceeding will help us to be more effective and efficient. Let’s
try to do it this way. In case we can improve it, based on our feedback, we
will do so. Please give us feedback”. In the change process of our
methodologies we established as well an experiment, inspect and adapt process.
Luckily this is welcome and accepted by the majority of persons.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">The core
responsibilities of a business analyst are:</span></div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="text-indent: -18pt;">Business analysts are the experts
for our business processes – best in an end2end view. Together with the subject
matter experts (we call them erp specialists, erp stands for our self-developed
“enterprise resource planning” system) they take the responsibility to
identify, develop and optimize the business processes.</span></li>
<li><span style="text-indent: -18pt;">Business analysts help the
departments to improve in alignment with other departments – as a business
process typically crosses more than one department. They help the departments
to develop ideas for improvements and mature these ideas into initiatives and
fastlane issues. </span></li>
<li><span style="text-indent: -18pt;">In the context of initiatives they
support the development of the user stories in collaboration with software
engineers, usability experts and with the users working with a new process or a
new system. They act in the responsibility of a Scrum product owner for the
Scrum teams. In this context they work very close with project leads on
definition of goals for initiatives and the measures to reach these goals. This
collaboration is part of the alignment between initiatives and product backlogs
of the Scrum teams.</span></li>
<li><span style="text-indent: -18pt;">Business analysts care for that
changes flow back into the organization. They take the responsibility of
end2end tests together with the departments, with engineering and with project
leads. Business analysts are an essential part in quality assurance of our
business processes and systems.</span></li>
<li><span lang="EN-US" style="text-indent: -18pt;">Business analysts are responsible
for the way we build up an appropriate documentation of our business processes
(the business process management process </span><span lang="EN-US" style="font-family: Wingdings; text-indent: -18pt;">J</span><span lang="EN-US" style="text-indent: -18pt;">). We just decided to document our
business processes with BPMN. As our systems, processes and the number of
involved persons increased over the time (and still are increasing) we have the
need for a lean, easy to understand, read and to maintain BPMN documentation.
Documentation is worth another blog… </span><span lang="EN-US" style="font-family: Wingdings; text-indent: -18pt;">J</span><span lang="EN-US" style="text-indent: -18pt;">.</span></li>
</ul>
<br />
<div class="MsoNormal">
The core
responsibilities of project leads are:</div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="text-indent: -18pt;">The innovation process, i.e. the way
departments work with their Kanban system developing ideas for </span><a href="http://rainergrau.blogspot.ch/2015/06/the-life-cycle-of-initiative-step-4.html" style="text-indent: -18pt;">initiatives</a><span style="text-indent: -18pt;">
and </span><a href="http://rainergrau.blogspot.ch/2015/08/lean-ppm-step-7-relevance-of-slack-time.html" style="text-indent: -18pt;">fastlane</a><span style="text-indent: -18pt;">
issues. Project leads support the departments as (innovation) process coach.</span></li>
<li><span lang="EN-US" style="text-indent: -18pt;">The portfolio management process
around initiatives including definition what an initiatives represents, how to
manage and document an initiative within our supporting software systems like </span><a href="http://www.atlassian.com/" style="text-indent: -18pt;"><span lang="EN-US">Atlassian</span></a><span lang="EN-US" style="text-indent: -18pt;"> Jira and Confluence.</span></li>
<li><span style="text-indent: -18pt;">Project leads overall are
responsible to drive the implementation of our strategy working with and
developing our roadmap. They care for and remind that initiatives are developed,
the breakdown of themes into initiatives, that decision are prepared and taken
by the executive team. They ongoing develop the roadmap together with the
executive team.</span></li>
<li><span style="text-indent: -18pt;">Together with business analysts,
project leads they care for lean goals of initiatives and the identification of
measures to reach the goals of initiatives. We try to treat every single
initiative as a MVP (minimal viable product) to reach the goals of the
initiative. They care for that a review is done in the closure of an initiative
against the goals. They care for that learnings flow back into the
organization, whatever learning that may be.</span></li>
<li><span style="text-indent: -18pt;">Project leads are responsible to
collect the information and feedback from all participants in the demand –
capacity game, so that the overall system is not overloaded and the system is
balanced and healthy. This includes the preparation and proposals for
prioritization of initiatives for the innovation board meetings.</span></li>
</ul>
<br />
<div class="MsoNormal">
And finally
what is common to project leads and business analysts:</div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="text-indent: -18pt;">The task of business analysis and
requirements engineering is shared. All business analysts and project lead know
our business processes very well. This sharing lead to some discussion until we
found our common understanding (at least I believe by now we found an agreement
as the discussions went down and we have a lot of coffee and fun together). In
general business analysts may have a bit a more detailed functional knowledge
and project leads care a bit more for the inter-department and
roadmap-alignment side of business analysis. But for some initiatives a
business analyst may be in the lead, fulfilling everything a project lead does;
in some initiatives a project lead does nearly all of the business analysis.
But this is OK and accepted.</span></li>
<li><span style="text-indent: -18pt;">We both work with departments to
develop new ideas for initiatives and fastlane issues. While projects leads
take more the role of a (innovation) process coach and support the departments
to life and adapt the process to the special needs of the department without
leaving agreed common mechanisms like the two demand channels fastlane and
initiative, business analyst support more on the business process side to
develop and improve the business processes. But as well persons in both job
positions are able to act vice versa.</span></li>
<li><span style="text-indent: -18pt;">Many skills and experiences are
shared in our teams. This is the lean and agile way of project management,
business analysis, requirements engineering, acceptance testing, stakeholder
management – many disciplines you may find in a project management, business
analysis or requirements engineering book. We even share our training and
education events and care for that we improve our skills on a common ground.</span></li>
</ul>
<br />
<div class="MsoNormal">
<span lang="EN-US">Reading
these three bullet lists you may now ask yourself why we distinct the job
positions project lead and business analyst. To be frank: This is a historical
reason and the status quo is satisfying and currently works for us. </span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Other
solutions to implement a working system are possible. For example <span style="background-color: white;"><span style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;"><a href="http://less.works/"><span style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;">Craig Larman and Bass
Vode in their LeSS framework</span></a></span> </span>recommend to establish groups of
competences, i.e. the testing group or the architecture group. These groups are
not organizational groups, these are members of (organizational) teams that
share a common competence. <a href="http://jurgenappelo.com/">Jurgen Appelo</a>
comes up with a similar proposal he names <a href="https://management30.com/product/workouts/team-collaboration-corporate-huddles/">guilds</a>.
A guild is a group of persons that share competences and skills and develop
these competences and skills for the benefit of the organization. </span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">We at </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> have a mixture. We have “guilds”
for example the erp (= enterprise resource planning system) guild or the
architecture guild. For business analysis and project leads we have teams as
part of the organization. Both mechanisms have the goal to develop competences
and skills. Potentially we could as well integrate project leads and business
analysts into the other organizational units, but why should we. It would only
be a re-organization. </span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">As the current system is understood by everybody and
there is currently no need for a change, we leave it as it is. Re-organizations
are always something people are a bit afraid of, because personal threads and
fears pop up with re-organizations. Maybe any time in the future we discover
that this construct can be improved for some reasons. Well, then we will change
it. Maybe any time in the future our organization is that flexible and
transparent to every single employee that re-organization rather carries the
attributes of new chances and interesting new responsibilities instead of
threads and fears.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com1Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976925.336275399999998 -32.793806400000022 69.444317399999989 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-69463692336444953912015-08-30T21:05:00.000+02:002015-08-30T21:05:51.779+02:00Lean PPM step 7: The relevance of slack time<div class="MsoNormal">
<span lang="EN-US">Then there
is slack time. Engineering explicitly owns 20% of their capacity for
themselves. I am personally convinced that every person, every department and
every company works on a sustainable path only if slack time is available. A
slack time mechanism is the heart for creativity, innovation and continuous
improvement. Like a TCP/IP bus system is working only if its capacity
consumption is below a certain level with a performance break down if this
capacity is exceeded, individuals and teams show a similar behavior. Above a
certain level of work assignment – no matter if this assignment is done by the
organization of by the individual herself – the productivity of the individual
drops. The differences between a TCP/IP bus and a person are that</span></div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="text-indent: -18pt;">The TCP/IP bus shows this behavior
at once. A person shows this behavior with a delay whereas the delay is
individual. There are some persons on the world that do not show this behavior,
but these are really rare. Unluckily these individuals often act as template for
the average.</span></li>
<li><span style="text-indent: -18pt;">For most type of work – especially
skill work – it is hard to measure productivity. So you never know whether
productivity really drops. One reason is that it is hard to define
productivity, even when managers believe there is measure based on hard facts
to calculate productivity. That’s the reason hours working time often are used
as equivalent for productivity. Luckily new management models follow stretched
goal definitions and team goals instead individual goals to overcome this old
management school disasters.</span></li>
</ul>
<br />
<div class="MsoNormal">
On the
other hand to much slack time has a negative impact, even worse if there is no
self-motivation how to invest slack time in a positive way. This is called the
student syndrome. It is the responsibility of the management to identify the
right amount and type of slack time – even for every single department in a
different way – and to build up a self-motivation mind set so that slack time
is invested into anything the organization benefits from.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">For our
engineering we are simple and straight. To prevent that initiatives and
fastlane result in a 100% capacity consumption we simply defined an average 20%
of the overall capacity as slack time. There is only one constraint: show
stopper bugs are fixed eating up slack time. This creates as well a mind set to
avoid show stopper bugs. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">To discuss
the statement “the right amount and type of slack time” a bit more: there are
many different ways to implement slack time. Through the software community
crawls the Google mechanism of the free fifth day. I personally never worked
for Google, so I cannot say if this is a myth or reality – but this would be a
way to implement slack time. In my previous company, </span><a href="http://www.zuehlke.com/"><span lang="EN-US">Zühlke
Engineering</span></a><span lang="EN-US">, slack
time was implemented as 20 days education time every year for every single
person with clear rules how to invest this time. Keen managers just care for
slack time in their teams and care for a self-motivated mind set. You see,
there are many different ways to implement slack time. The important fact is to
implement it. Classical managers treat slack time as a thread, as unproductive.
There is a general believe in classical management that pushing work into a
team or onto an individual will increase productivity. I personally made better
experiences with means like communicating a convincing vision, identifying
mid-term stretch goals, establishing clear, understood and supported rules and
constraints and the creation of a transparent and motivating culture. For sure
that is the harder path to go for a manager.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">But back to
our engineering team and the implementation of slack time there. The reason we
decided to implement slack time as 20% of engineering capacity is: engineering,
estimating all work as user stories using story points, is very transparent. Engineering
estimates even slack time as user stories, so it is transparent to everybody
how engineering invests slack time. Other departments are just not that
transparent and do not offer this easy mechanism. So this type of
implementation is easy and a clear and visible protection for engineering
against overload.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">As we
manage all user stories in Atlassian Jira, it is very easy to visualize the
capacity consumption of engineering in a statistic. User stories carry
attributes to produce different types of interesting statistics. Following is
an example for the statistics over a set of sprints.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiedpsNDVm58wSkK7861bak8wl6gs6BnltTcY-qIMfOPKJ6o6EhyphenhyphenFYM3CllHWnYOyUmSC_oDgxsGNcjatHWcOYEtMKOJIfZgQpn8C_R_bjIQciYQZl_4kPPsfPtKFsmZ2WPqCK2CONH3FQ1/s1600/GalaxusCapacityConsumption.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img alt="Engineering Capacitiy Consumption" border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiedpsNDVm58wSkK7861bak8wl6gs6BnltTcY-qIMfOPKJ6o6EhyphenhyphenFYM3CllHWnYOyUmSC_oDgxsGNcjatHWcOYEtMKOJIfZgQpn8C_R_bjIQciYQZl_4kPPsfPtKFsmZ2WPqCK2CONH3FQ1/s640/GalaxusCapacityConsumption.jpg" title="Engineering Capacitiy Consumption" width="640" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Engineering Capacitiy Consumption</td></tr>
</tbody></table>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There are
two interesting questions related to slack time: 1. How does engineering invest
slack time and 2. What about 3<sup>rd</sup> level support activities and bug
fixing for bugs that are not show stopper bugs.</div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">The first
question is easy to answer. The sprint backlogs make transparent how slack time
is invested. The stories are marked as “engineering” stories. Most of these
stories is invest into refactoring and improvements of the system. Some are
research stories to experiment with new technology, for example to speed up
product search or user interface experience. There are some fun stuff stories
as well – but that is where the motivation comes from. This is what I mean with
self-motivated. As our strategy is visible and communicated down to every
engineer, the Scrum teams identify self-motivated what improves our system and
care for.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">For the
second question, how we manage 3<sup>rd</sup> level support and bugs of medium
or low priority (class 2 and 3 bugs), we found a very straight answer as well.
Nevertheless the way to this answer required quite a lot of discussion and
communication because it sounds strange in the first impression.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">We decided to
move everything (class 2 and 3 bugs, 3<sup>rd</sup> level support issues,
whatever) as issues back into the department board. It is the responsibility of
a department to decide what the next most important thing to do shall be. The
mechanism is clear: either it will be a fastlane issue or an initiative for a
larger change. If there are many class 2 or 3 bugs that fill the fastlane, this
is a learning as well. In fact it does not matter if the bug is because of a
false specification or a false implementation. The distinction between “wrong
spec” or “wrong implementation” fosters only a finger pointing culture between
departments and engineering. That was a long discussed topic: is it really
required to know who is responsible for a bug.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">We rather decided to treat many
small bugs as a sign that the collaboration between department and engineering
needs to be improved. Our Scrum implementation addresses this in reviews and
retrospectives – and additional in form of review sessions related to the
closure of initiatives. It felt strange to many of us just to give back bugs
into the departments. Now we can say that this heavily discussed way to deal
with class 2 and 3 bugs and 3<sup>rd</sup> level support is accepted and
treated as simple and successful. Simple solutions are always welcome at </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US">. </span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com1Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-65161577133386840352015-08-17T19:16:00.001+02:002015-08-17T19:18:14.004+02:00Lean PPM step 6: more details on the demand<div class="MsoNormal">
<span lang="EN-US">My last
blog discussed the demand capacity game on a coarse grained level based on
initiatives in our Kanban board. Initiatives with clear business goals are
decomposed ongoing by the teams into epics and backlog items and implemented by
the teams. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Pure
organizational epics (without software development) are implemented by the
functional departments, software is developed by the Scrum teams and all these
activities within an initiative are coordinated by a person in the role of a
project lead. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">That
reminds me to write an additional blog about the difference between a business
analyst role and a project lead role – and the difference of the position of a
business analyst and the position of a project lead; and for sure why we still
use the role project lead. These differences and options of misunderstanding
lead to many discussion at </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> – and in other companies as well. One reason
for this is that an agile company does not know the position of a project lead.
We established this position for some reason – but let’s wait until I write
this blog. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">But back to
the demand capacity game. So far it looks like the Scrum teams work only on stories
that result in decomposition of initiatives into epics and stories. We at </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> discovered at once that this does
not work – at least for us. There is additional demand coming into the Scrum
teams. One type of demand is fixing show stopper bugs at once. Another type of
demand are small enhancements in any of our software systems requested by
functional departments that would increase productivity fast with small effort.
An example is the change of a default value in a dropdown, so our users save
two clicks several hundreds of time a day. Using initiatives for this type of demand
would be the hell of bureaucracy. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">So demand flowing
into engineering has additional input queues beside the queues represented by
the initiative Kanban board. We discussed this and experimented a bit with a
very simple solution addressing the input queues for work into engineering. The
decision may sound scary for classical management, but luckily our management
agreed to experiment. With some small correction the solution works good and
found high overall acceptance in the functional departments, in engineering and
by the executive management. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">The
solution is as simple as this: From 100% capacity of the engineering team, 60%
are invested into initiatives, 20% are invested into fastlane items coming from
functional departments and (!) 20% of the capacity is slack time.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Some
explanations to these input queues:</span></div>
<div class="MsoNormal">
</div>
<ul>
<li><span lang="EN-US" style="text-indent: -18pt;">The demand coming from initiatives
is explained in my previous blog </span><a href="http://rainergrau.blogspot.ch/2015/07/lean-ppm-step-5-demand-capacity-game-at.html" style="text-indent: -18pt;"><span lang="EN-US">Lean PPM step 5: The demand –
capacity game at Digitec /Galaxus</span></a><span lang="EN-US" style="text-indent: -18pt;">. So read this blog to understand the mechanism.</span></li>
<li><span style="text-indent: -18pt;">Fastlane is an interesting mechanism
to open functional departments a very lightweight, well defined but clearly
throttled queue into engineering. All departments have the right to move items
in this one queue. I will discuss the constraints on this queue in the
following.</span></li>
<li><span style="text-indent: -18pt;">The most interesting mechanism:
Slack time. Engineering decides completely autonomous about slack time consumption
– with the one and only restriction: Show stopper bugs have to be fixed in
slack time. This is a very keen mechanism to minimize the number of show
stopper bugs. Show stopper bugs reduce the free slack time of engineering.</span></li>
</ul>
<br />
<div class="MsoNormal">
Let’s dive
a little bit deeper into the fastlane and the slack time mechanism. First I
present the fastlane queue.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">I mentioned
the fastlane mechanism already in my blog “<a href="http://rainergrau.blogspot.ch/2015/06/the-life-cycle-of-initiative-step-4.html">The
life cycle of an initiative – step 4</a>”. Every functional department in our
company owns a Kanban board to manage and work on their ideas. Everything that
can be done within the department itself moves on this board from status “new”
over “in progress” to “done”. The large things turn into initiatives and move
to the status “idea approval required” to receive an OK or a declined from the
innovation board. And there is a status we called “for engineering”. This lane
represents the fastlane. In case the department encounters that an idea
requires engineering to implement a small change, this item is moved into the “for
engineering” fastlane. The fastlane for sure is prioritized as well. The most
important small changes are on top. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">As every
department owns its own fastlane, you can clearly see a new problem: All
fastlane issues from all departments compete for the 20% fastlane capacity of
engineering. The question is: which issue to take from which department?! As we
have seven departments, at every time seven issues are of top priority. We
solved this problem as many problems should be solved: by a. a positive
communication and b. by a clear assignment for a decision in case the positive
communication does not end in a solution within a limited period of time. The
communication partners are the subject matter experts of the departments (there
is a subject matter expert in every department) together with the business
analysts. The decision is assigned to the business analysts. In case the
business analysts are not able to find an agreement (what did not happen so
far) the head of business analysis takes the final decision. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">In average
we encounter that our Scrum teams are able to implement about eight to ten fastlane
issues per sprint. So actually nobody has a real reason to be unhappy. On the
other hand the positive communication between subject matter experts and
business analysts creates a transparency about the needs of the departments.
This results in a mutual understanding of the needs of departments. And yes,
once – what a positive surprise – a department said “well we see, our need is
not that important. It is obvious if we implement the need of the accounting
first. That will end in a larger benefit for all of us”.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Interesting
is for sure the discussion about slack time. Read my next blog for dis
discussion.</div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-81205148211775038162015-07-08T07:10:00.000+02:002015-07-08T07:10:31.335+02:00Lean PPM step 5: The demand – capacity game at Digitec /Galaxus<div class="MsoNormal">
<span lang="EN-US">In this
blog I talk about the challenging task of the demand – capacity balance in PPM,
or the problem of who works on what and do we have the required and capable
staff members available at the right point in time. This is an omnipresent
problem. We never have the perfect capacity to satisfy the current demand. So
we have either too many resources or a bottleneck anywhere in our organization.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">In
classical PPM the balance is addressed by breaking down the work to resource
level (work breakdown structure) in a first step and then – based on an effort
estimation – the assignment of work to resources. The uncertainty that corrupts
upfront planning are estimations based on assumptions instead of historical
data and the effect of risks that materialize in the course of the projects.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The lean
and agile PPM approach is not to break down all (!) the work right from
beginning, i.e. avoiding big upfront decompositions and specification. Instead
decomposition is done ongoing, so that at every point in time there are work
packages that can be pulled by resources while work in the mid-term future may
be still remind on a coarse grained level of specification. The PPM process cares
for that at every time there are enough work packages available so that all
resources can pull an appropriate package for further decomposition or
implementation. The feedback about the speed the work packages are driven to
the desired outcome (done criteria) is collected as historical data for
estimation for the yet undone work packages. This leads to more reliable estimations,
followed by a higher probability about milestones. As well changes imply less
impact. Reason is that the ongoing decomposition of larger work packages into
smaller work packages allows as well an ongoing adaption of the solution space to
the changes in the problem space based on current findings and feedback. As
side effect less effort is invested into upfront specifications that require
rework in case of changes and materialized risks.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">The core problem
that demand and capacity never match perfectly is the same in a lean and agile
approach. The core improvements of the lean and agile PPM compared to the
classical PPM are more reliable estimations, the ongoing adaption based on fast
feedback and less rework in obsolete upfront specification. As very positive
side effect the feedback loops establish a better understanding and alignment
to the strategy (if there is any ;-) The fundamental change is the switch from
a classical push system (work packages are pushed to resources) to a pull
system (resources pull work packages) together with feedback loops. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">At </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> / </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> we follow the lean and agile
approach. But how does that work in reality? What are the “resources” we talk
about and what is a “work package” that a “resource” pulls? Lets see how theory
is put into practice.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
</div>
<ol>
<li>The functional departments like product management, marketing or logistics. The core responsibility of these departments is to run our business, to be operative and productive. But additional these departments are responsible to improve and develop themselves either to implement the company strategy or to increase productivity. This is where the demand emerges. This is as well a conflict for the departments because any effort invested into specification (of the demand) reduces the capacity required to run the business. It is the responsibility of the top management to set goals and staff the departments in a way that they can deal positively with this conflict and have enough capacity to satisfy the specification part of their own demand. This is a serious topic – but out of scope of this blog. Many companies fail exactly here. </li>
<li>The engineering and infrastructure teams. In my personal view these are the scrum and techniques teams. These are the experts responsible to develop and run the system(s) that automate and support the business processes on customer side and within the departments. This includes subject matter experts in the departments as well as business analysts or requirements engineers that – at least in my recommendation – are part of the scrum teams. These teams always are a bottleneck – at least in a dynamic and innovative company. Reason is that a dynamic and innovative company has multiple more ideas (creating demand) than by economic constraints limited investment power. So these teams are typically seen as the capacity side of the company, disregarding that these teams create as well demand to improve and refactor the system itself. Again, it is a responsibility of top management to set goals and staff the teams appropriate. </li>
<li>The “product” or “program” management team. This a bit a special team. Partially it is a virtual team. It is neither demand nor capacity. It is neutral. The responsibility of this team is an optimize-the-whole mindset, a neutral position between demand and capacity. At Digitec / Galaxus the heart of this team is the Business Development team. This is a real team (not a virtual), an organizational unit of individuals with the job description project manager. In my point of view the complete (virtual) team has additional members: the top management responsible to define and communicate the strategy; stakeholder from departments and from engineering requesting their demand and by giving feedback about their current capacity situation.</li>
</ol>
<br />
<div class="MsoNormal">
<span lang="EN-US"></span></div>
<div>
<div class="MsoNormal">
<span lang="EN-US">From my
point of view a project or program management holding a neutral position
between the demand side, capacity side and the strategy side is a success
factor for a company. Beside the responsibility to implement the strategy of
the company by executing the projects, the core success factor is to find the
right balance for every single project. This is done by organizational
implemented feedback loops between the stakeholders of the demand side, the
capacity side and the strategy definition organ. My team, the Business
Development team at </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> / </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> feels responsible as guards of a healthy
organism that develops in a sustainable path towards the agreed vision.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">At </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> / </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> the demand comes from the departments using
the innovation process in form of initiatives. This maturing process of an idea
to initiative is supported and guided by a project manager. The project manager
starts to work with the stakeholders from the department(s) and with
engineering as soon as a department proposes an initiative to the innovation
board (see: </span><a href="http://rainergrau.blogspot.ch/2015/06/the-life-cycle-of-initiative-step-4.html"><span lang="EN-US">The life cycle of an initiative –
step 4</span></a><span lang="EN-US">). The
responsibility of a project manager is to drive an initiative from idea to
closure through the life cycle within the right balance between demand and
capacity and aligned to the strategy. The alignment to strategy includes
prioritization responsibility where the business development team proposes to
the innovation board and reflects the decisions of the board back into the
development teams and departments. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">The organizational implemented feedback loops are <o:p></o:p></span></div>
<div class="MsoNormal">
</div>
<ul>
<li>The monthly innovation board meeting itself. Goal of this meeting is 1. closing the feedback loop between top management all others about the progress and potential risks and existing impediments and 2. prioritization of the initiatives for the next round based on feedback from departments and engineering and 3. rating of new ideas coming from departments.</li>
<li>A weekly standup meeting of the business development team to identify conflicts in the demand-capacity-strategy alignment game so these conflicts can be addressed in a next step. </li>
<li>The bi-weekly Scrum meetings in the engineering teams </li>
<li>A bi-weekly program level backlog refinement meeting where business analyst discuss the upcoming sprints on a cross-team level.</li>
</ul>
<br />
<div class="MsoNormal">
<span lang="EN-US"></span></div>
<div>
<div>
The most interesting meeting (scrum terminology: event) is the innovation board meeting.</div>
<div>
<br /></div>
<div>
The core responsibility of the innovation board meeting is the management of the initiatives Kanban board. This board corresponds with the Kanban board idea in the scaled agile framework managing the business and architectural epics. In the innovation board meeting we discuss the progress of our initiatives, collect feedback, draw out decisions about movements and priorities of initiatives. Input of this meeting is the feedback of departments and engineering about the currents status, existing risks and impediments, changes compared to the last meeting and proposal for the next round. The company strategy is omnipresent to the members in this meeting. The capacity – demand balance is addressed only in case of concrete conflicts or in case an initiative gets into discussion because of any impediments. The time an initiative rests in a specific status on its way through the Kanban board is influenced by the position in the Kanban board. An initiative on top of a lane (high priority) gets more capacity then an initiative below. To carry this out is completely under control of the teams working on this initiative. The board gets the feedback about the progress made and iff there are impediments or decisions to take. As the Kanban lanes do have a WIP limit (currently 16 for the “approved” and “in progress” lane) a new initiative can be moved to the next status only in case a free slot is available. The members of the innovation board meeting do have a transparent view how the teams plan their capacity by looking into the epic and scrum boards of the teams.</div>
<div>
<br /></div>
<div>
My team, the neutral Business Development team representing the PPM care within our weekly standup meeting about the feedback from all stakeholders about progress, conflicts and impediments of any kind. The proceeding of our meeting is pretty close to a daily scrum. As things change slower on initiative level then on story level, a weekly standup is sufficient to close the feedback loop. The two meetings before and after the innovation board meeting do have a special agenda. The pre-innovation board meeting agrees about feedback and proposals for the innovation board including new ideas coming from departments. The post-innovation board meeting works with decisions taken and identifies future measures to execute the decisions in PPM.</div>
<div>
<br /></div>
<div>
This setup of meetings in PPM basically works fine. Nevertheless we identified some flaws in the current setup we will address in the near future. The identified flaws are:</div>
</div>
<div>
<div>
<ul>
<li>The monthly rhythm of the innovation board meeting is very fast. This fast rhythm stresses the departments. Every four weeks changes in prioritization may happen and decisions about ideas are taken. That is a fast rhythm for departments. We think about to experiment with a six week period. The drawback of a six week period is a loss in flexibility and feedback. An experiment will evaluate benefits against drawbacks. </li>
<li>The bi-weekly program level backlog refinement period is too short. This meeting does not add that much value to the team backlog refinement as it 1. covers the identical time horizon and 2. Is a business analyst meeting only with lack of feedback from departments and stakeholders. We think about to align this meeting as follow up to the innovation board meeting. Additional we plan to invite stakeholders from departments and engineering as well to close a direct feedback loop working with the strategic decisions taken by the innovation board. This meeting corresponds in some kind with the release planning meeting idea in the scaled agile framework (SAFe). The difference is that we do not prepare a release. The agenda of the meeting is similar to the SAFe idea. Different is the frequency of one month instead of three months in SAFe and the duration of half a day instead of two days.</li>
<li>The direct feedback about required capacity from departments in the initiative is distributed over too many individuals. No direct feedback loop between these individuals exists. The work on initiatives requires capacity from departments. We face situations where several initiative consume capacity in departments in parallel. This leads to conflicts if more effort and involvement is required as estimated. For sure we get the feedback and we prefer to invest into the high priority initiative first, but the feedback loop is indirect going over the project managers driving the initiatives. If the project managers do not share this information, capacity conflicts may escalate. We plan to address this as well with the redefinition of our bi-weekly program level backlog refinement. The new setup shall close a direct feedback loop through all involved teams.</li>
</ul>
</div>
<div>
<div class="MsoNormal">
<span lang="EN-US" style="color: #303030; mso-ansi-language: EN-US;">Currently we are living a sub-optimal solution to visualize a capacity
usage over all teams (departments, Business Development and engineering): My
team established and maintains an Excel worksheet forecasting capacity
consumption on key person and team level (from an initiative point of view)
based on the feedback from teams and individuals. Yes, establishing an Excel
worksheet is typically the sign for a sub-optimal local solution and an
existing impediment. So this Excel is a strong hint to improve the process for
capacity feedback from departments. This is one very important reason for the
refactoring of the bi-weekly program level backlog refinement meeting. We are
convinced that an improved </span><span lang="EN-US">program level backlog refinement meeting will close the feedback loop
about capacity consumption far more efficient than any Excel worksheet or any
resource management software. <span style="color: #303030;"><o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US" style="color: #303030; mso-ansi-language: EN-US;">While this blog discusses our demand – capacity game more on a high-level
view, my next blog will dive deeper into the capacity game on program and team
level, especially in engineering.<o:p></o:p></span></div>
</div>
</div>
<div>
<br /></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
</div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976925.331534899999998 -32.793806400000022 69.4490579 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-38802270119074473422015-06-02T17:37:00.000+02:002015-06-02T17:37:43.958+02:00The life cycle of an initiative – step 4<div class="MsoNormal">
<span lang="EN-US">In </span><a href="http://rainergrau.blogspot.ch/2015/05/the-value-stream-of-digitec-lean.html"><span lang="EN-US">my last blog</span></a><span lang="EN-US"> I introduced you to the roadmap as
seeding mechanism for our portfolio management. In this blog I want to explain
how the initiatives are derived and managed in our Atlassian Jira system.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
As you
might imagine, at any time there are initiatives on different maturity level.
Maturity spans from very vague und unclear ideas to well know initiatives with
clear defined goals. Initiatives below a certain maturity level we call ideas.
Ideas often are specified by a few phrases about what the outcome and the
benefit for our customers and/or us might be. Ideas are the start of the value
stream related with initiatives.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">Ideas at <a href="http://www.digitec.ch/">Digitec</a> / <a href="http://www.galaxus.ch/">Galaxus</a>
basically are born at two different places in our organization. One place is a
department like marketing, supply chain management, retail or engineering. The
other place is the executive team.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">The challenge
is to create a Kanban system with simple and understood communication channels
that route the ideas well prioritized through their life cycle. Quite a number
of our ideas end up in our icebox, the icebox (actual the “on Hold” status in
our Kanban system) holds potential initiatives for unfreezing any time in the
future. The very creative teams in your company always generate many more ideas
as can be realized with limited resources. Important is to communicate this aligned
to our strategy and to make it transparent and understood. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Many ideas
are tiny things a department can realize on its own. These ideas directly are
handled by the department. This is part of the daily work of an department.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Many ideas do
have the character of small enhancements that require limited engineering
resources to be implemented. These ideas
we run through a fastlane mechanism I will talk about in detail later. So far
it is only of interest that the fastlane mechanism is a specific very
lightweight input queue of low bureaucracy to engineering.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Only very
few ideas are potential initiatives. These are the ones that span over departments,
are more complicated and/or require a certain extend of resources to be
realized. These ideas we mature towards initiatives that we run through our
company wide initiative Kanban system. To manage this stage in the life cycle
of an initiative – from first idea status to the “pretty sure that this is a real
initiative” status, we introduced a lightweight innovation process in the departments.
I will talk about that in as well in a future post, but actually this
innovation process is following the “<a href="http://starstoroad.com/blog/?p=769#more-769">Stars to Road</a>” concept
of <a href="http://starstoroad.com/blog/?p=53">idea maturity</a>. This stage in
the life cycle of an initiative looks as following:</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3wmRvUzGwGvWMuXFIe1m6VaCHe_1Konxmtfdi6tMu7dab5MpiiH-xr653rHaBfyct161KGizh8osR3rrW1mfqiE1M-AG_CqfoNiXeQM11qazdgJvN_Yd02eAI6xO_F8uboOANFXd-uLjM/s1600/DigitecInnovationProzess.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="329" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3wmRvUzGwGvWMuXFIe1m6VaCHe_1Konxmtfdi6tMu7dab5MpiiH-xr653rHaBfyct161KGizh8osR3rrW1mfqiE1M-AG_CqfoNiXeQM11qazdgJvN_Yd02eAI6xO_F8uboOANFXd-uLjM/s640/DigitecInnovationProzess.jpg" width="640" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Ideas move from departments into the (one and only strategic) company wide Kanban board </td></tr>
</tbody></table>
<div class="MsoNormal">
As you see, actually we established two processes in our organization that work hand in hand. The innovation process that generates ideas and develop potential initiatives towards the company wide initiative Kanban board; and as the second stage in the life cycle of an initiative the portfolio process that matures and drives an initiative from proposal to closure. </div>
<div class="MsoNormal">
Formally we identified a well-defined set of states in the life cycle of an initiative from idea to closure. States of an initiative while living in the innovation process in the context of a department are:</div>
<div class="MsoNormal">
</div>
<ul>
<li>Initiative idea new: An idea comes into existence </li>
<li>Initiative idea approval required: The idea is proposed to the company wide initiative Kanban board</li>
<li>Initiative idea approved: The idea is accepted by the innovation board that manages the company wide initiative Kanban board</li>
</ul>
In Jira we implemented initiatives living in the innovation process as issues of a new created issue type idea. Every department works with its own Kanban board for ideas. The Kanban board exists as a real physical white board working with sticky notes. Additionally every department owns a Kanban board in Jira managing ideas and normal tasks. The physical white boards are used as communication and collaboration medium. The Jira Kanban board holds a subset of the white board “cards”.<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
An initiative in the status “Initiative idea approved” will be moved from the department (Kanban board) to the company wide initiative Kanban board. In Jira this is a move of an idea issue from the department board into the company wide initiative Kanban board . With this step the department has to write a vision what the outcome of the initiative most probably shall be. The vision is a much focused description that shall not exceed two screen pages. In our tool setup an initiative is a Jira issue of type “initiative” (we created as well this issue type). The vision is stored in the description attribute of the issue and follows a template structure as following:</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0HFx0m_U_6EsNsg74Uj_uVPXdJTJds40O9DaJqlqv2EWNWbKmIew5HuGaWcyou8fbrtrV3mjTxPUejn1dBYGy_CIFGHtF7VkQN1LuGKkZaA-d_svFFP0SFjkvZ9pof-qR_yykjiF3vF48/s1600/DigitecInitiativeDescriptionText.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi0HFx0m_U_6EsNsg74Uj_uVPXdJTJds40O9DaJqlqv2EWNWbKmIew5HuGaWcyou8fbrtrV3mjTxPUejn1dBYGy_CIFGHtF7VkQN1LuGKkZaA-d_svFFP0SFjkvZ9pof-qR_yykjiF3vF48/s640/DigitecInitiativeDescriptionText.jpg" width="545" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Vision template for an initiative proposal</td></tr>
</tbody></table>
<div class="MsoNormal">
This template guides a department to write a focused vision statement. On request a department gets support from the business development team in writing the vision statement. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
States of an initiative while living in the portfolio process in the context of the company wide initiative Kanban board are:</div>
<div class="MsoNormal">
</div>
<ul>
<li>Initiative new: the executive team proposes a new initiative. This is the input channel for the executive committee into the company wide initiative Kanban board. </li>
<li>Initiative approval required: the innovation board (this is our decision panel about initiatives) decides about initiatives in this status. The result is that the proposal is either approved, declined or set to on hold (stored in our initiatives icebox)</li>
<li>Initiative approved: the innovation board accepted the initiative. In this status we invest more effort to develop the initiative (kind of backlog refinement) so it can be realized.</li>
<li>Initiative on hold: the innovation board accepted the initiative. Nevertheless because of strategic reasons the innovation board decided not to invest effort now. The initiative is iceboxed. This status represents the icebox status of good ideas. The innovation board justifies why the initiative is iceboxed and gives feedback back to the source department</li>
<li>Initiative declined: the innovation board decided that this proposal is never ever of any value. The innovation board justifies why and gives feedback back to the source department.</li>
<li>Initiative in Process: we work on the initiative with the goal to create the outcome as fast as possible. </li>
<li>Initiative in Review: the outcome is realized. Now we review the outcome with all stakeholders before we move the responsibility to work with the results back into the departments. </li>
<li>Initiative closed: All stakeholders agree that the outcome is satisfying.</li>
</ul>
<br />
<div class="MsoNormal">
Our company wide initiative Kanban board acts as following:</div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhh_mnDcnld4X8BmZ30d23Mt3e38ts8QPZtqW9ka83Hps23qEKYvBgZ46h0ibGweAA7y9O9cKE9krbch4mDevAtuUwe51GprMzQ6pEI-6M-6G0QkoBjo2W6s3bqOq5rmMOm8OVUrBKCyCjb/s1600/DigitecInitiativenBoard.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="451" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhh_mnDcnld4X8BmZ30d23Mt3e38ts8QPZtqW9ka83Hps23qEKYvBgZ46h0ibGweAA7y9O9cKE9krbch4mDevAtuUwe51GprMzQ6pEI-6M-6G0QkoBjo2W6s3bqOq5rmMOm8OVUrBKCyCjb/s640/DigitecInitiativenBoard.jpg" width="640" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Concept of our initiative life cycle or value stream for change</td></tr>
</tbody></table>
<div class="MsoNormal">
<span lang="EN-US">Jira
experts will encounter that such a board cannot be implemented as a single
Kanban board in Jira. Actually our implementation offers two views. The first
view implements the lower swimlane for evaluating a deciding about ideas, the second
view implements the upper swimlane used in the portfolio management of
initiatives.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Another challenging
task in portfolio management is the demand – capacity balance. A lean portfolio
management system is built on a pull system instead of a push system. Teams
working with the Kanban system pull work as represented and prioritized on the Kanban
boards. Once priority is defined, the speed items develop to the next status and
finally to done depends on the resources made available. The goal of a lean
portfolio management is to create the maximum outcome with a given capacity. What
“given capacity” is depends on the investment management is willing to invest. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The demand
is represented by the initiatives in our Kanban system. The capacity is limited
by our workforce in the departments and engineering. One key resource and
always a bottleneck for sure are our engineering resources, i.e. our software
development department including business analysts, software engineers,
business intelligence experts and (yes you may wonder, but I discuss this later
on) project managers. The reason is obvious: we always have more ideas what we
could realize compared to the affordable resources. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
</div>
<div class="MsoNormal">
<span lang="EN-US">Well – I will
talk about our ideas of demand – capacity balance in an upcoming blog (I see
there are some upcoming blogs I have to write </span><span lang="EN-US" style="font-family: Wingdings; mso-ansi-language: EN-US; mso-ascii-font-family: Calibri; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-symbol-font-family: Wingdings;">J</span><span lang="EN-US">). As well prioritization of
initiatives is a very interesting topic I will address any time in the future.
So stay tuned. </span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com1Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976938.222344899999996 -12.139509400000023 56.5582479 29.169084599999977tag:blogger.com,1999:blog-7270834102179581393.post-32984542926723784562015-05-14T19:06:00.000+02:002015-05-14T19:06:03.501+02:00The value stream of the digitec lean portfolio Kanban system - step 3<div class="MsoNormal">
<span lang="EN-US">It is one
of the hardest things to understand the value stream of your organization. An
essential element of Kanban is to visualize this value stream. Kanban is a “tool”
to improve that by understanding the mechanisms and effects that occur in the
system by working with and observing the system. This is not a blog about
Kanban. Read the book </span><a href="http://www.amazon.de/Kanban-English-David-J-Anderson-ebook/dp/B0057H2M70/ref=sr_1_2?ie=UTF8&qid=1431284704&sr=8-2&keywords=kanban+anderson"><span lang="EN-US">Kanban</span></a><span lang="EN-US"> by </span><a href="http://www.djaa.com/"><span lang="EN-US">David J. Anderson</span></a><span lang="EN-US"> and you know what I am talking
about.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">In this
blog I talk about the implementation of our Kanban system around initiatives.
Initiatives are the most abstract elements in our portfolio management that we
manage in a Kanban way. We implement our strategy through theme related initiatives
that realize the desired outcome. See my
previous blogs to understand what themes and initiatives represent in our
portfolio management.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">I do not talk
about our strategy itself (if you are interested in the </span><a href="http://www.digitec.ch/"><span lang="EN-US">Digitec</span></a><span lang="EN-US"> </span><a href="http://www.galaxus.ch/"><span lang="EN-US">Galaxus</span></a><span lang="EN-US"> strategy, go to one of our online shops
following the links and try to figure out yourself ;-). </span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Derived from the
strategy we identify themes, initiatives, activities, milestones, decisions to
be taken on that way that most probably will implement our strategy. We call
this our roadmap. The roadmap has a real physical representation following the
story mapping ideas of Jeff Patton (see <a href="http://www.agileproductdesign.com/blog/the_new_backlog.html" target="_blank">Jeff Pattons blog</a> and I recommend to read his book <a href="http://www.amazon.com/User-Story-Mapping-Discover-Product/dp/1491904909" target="_blank">User Story Mapping</a>). Actually our roadmap is a story map filling
eight meters of a wall two meters high in our roadmap room. It is built out of
about three hundred sticky notes in three colors, yellow for stories, blue for
milestones and red for top level decisions taken by the executive team. </span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhPNQFJoluIGnLCiOpPEi6L9SMzGCDYZMlyfH86R5mwhLvxdqvDiWeXQsMeQb4GJATuiPnxY0yI4yxdAMnRKLDav9a1-5dOUR0ng0j3SUJ6qfiXUBkl8RDOv63_Q_H3Yf7yQjUWPAE94toa/s1600/Bild1.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="212" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhPNQFJoluIGnLCiOpPEi6L9SMzGCDYZMlyfH86R5mwhLvxdqvDiWeXQsMeQb4GJATuiPnxY0yI4yxdAMnRKLDav9a1-5dOUR0ng0j3SUJ6qfiXUBkl8RDOv63_Q_H3Yf7yQjUWPAE94toa/s400/Bild1.jpg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">An eight meter roadmap (sorry - cards are not able to be read ;-)</td></tr>
</tbody></table>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">This roadmap wall is the idea
generation engine, our seed feeding our innovation process. We identify themes,
initiatives and dependencies standing in front of the roadmap and discussing about
the next steps to go, about priorities, our capabilities, dependencies and time
constraints. "We" is interesting. "We" are different groups of persons that walk by and reflect. So the wall gets its updates (...and there is still room to improve the update cycle) .<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">This is
where the Kanban system starts: with ideas for themes and initiatives. As we
identify a theme (could be one card in the roadmap), often very vague and unclear at start, it is decomposed into
a first set of (one or two) initiatives with the goal to learn about the theme
and to draw decisions about the further development (subsequent initiatives) of the theme. During the life
cycle of a theme there are seeding initiatives, more conceptual initiatives
with or without prototypes and spikes, implementing initiatives – all in
parallel and prioritized against each other. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">Well I have
to confess: With prototyping and spikes in conceptual initiatives we still
struggle a bit. At the moment there is too much concept work done compared to
prototypes or spikes that clarify and verify requirements, assumptions,
technical risks and usability. At least we identified this impediment. So we
have the chance to improve. You see - the second topic we do have room to improve. Things are continuously changing and improving :-) <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">How we turn this story mapping wall into a Kanban System and how we implemented the Kanban System tool supported I will follow up in upcoming blogs.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-37750247502180237132015-05-06T20:58:00.001+02:002015-05-06T20:58:17.623+02:00Building up a lean portfolio management Kanban system – step 2<div class="MsoNormal">
<span lang="EN-US">In my last
blog I discussed the core requirements of our Kanban system and the
introduction of a third abstraction level called initiative above user stories
and epics. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Why did we
use the term initiative? <a href="http://www.scaledagileframework.com/" target="_blank">SAFe</a> is using the terms epic, feature, story for the
three abstraction levels of work items. Other methodologies are using theme,
epic, story. Well our decision to go for these terms was pretty simple and straight
forward. We are using the Atlassian tool suite. The Altassian JIRA tool suite
just released itself an implementation of a <a href="https://www.atlassian.com/software/jira/portfolio" target="_blank">lean portfolio management</a> with
three abstraction levels they called initiative, epic and story. We tested the
Atlassian implementation. At the moment this implementation looked a bit too
heavy weight for us, but eventually at a later point in time we move to the
Atlassian implementation. In this case
we already established the terminology. Changing terminology is harder than
changing tools. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">To build a Kanban
system around initiatives, we needed to identify and visualize our value
generation stream and our portfolio life cycle. This life cycle includes the
birth, the maturing and finally the working with and closing of initiatives,
epics and user stories.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Interesting
was the discussion about the term project. Do we still execute projects? What is the
difference between a project and an initiative? We could not agree about what a
project is. Actually I personally try to avoid the term project at <a href="http://www.digitec.ch/" target="_blank">Digitec</a>
<a href="http://www.galaxus.ch/" target="_blank">Galaxus</a>. I try to avoid that we run projects. Too many different interpretations
and opinions exist what the term project represents. The most serious association
with the term project is that a team has to work for a project, i.e. there is a
project team working solely in the context of this one project. That does not
support the idea and mechanisms of a lean portfolio management. Instead all
work in the system shall be done prioritized by the existing teams. Work shall be
pulled by teams, so that teams stick together and build a shared knowledge. In
the classic portfolio management teams are constructed around projects, i.e.
teams are built around work – often with functional specialization of persons
acting in roles within a team that exists only during a limited period of time.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">There is an
additional factor in projects: the size. The size of projects is extremely
different. For example adding a payment method to the online shop is most
probably a small amount of work, a small project. Building a new stationary
retail shop most probably is a large project with many aspects and sub-projects
including construction, hardware, and software. What we try to avoid in our
lean portfolio management is that such a large project creates the side effect
that small projects lose focus just because one project is big and looks important. Small
things might be as important and even generate a higher value for our company. The weighted short job first (<a href="http://www.scaledagileframework.com/wsjf/" target="_blank">WSJF</a>) approach out of SAFe respects this. We
decided to break large projects into smaller junks, a set of initiatives. Each
of the initiatives owns a set of goals to reach and a well-defined outcome. To
be more precise we followed here as well the terminology of Atlassian and
renamed such large projects into “themes”. So building a new stationary retail
shop is managed as theme that will be developed within a set of initiatives. Each
initiative will have a clear goal and outcome and develop the theme to the next
step, milestone or decision point. Initiatives within a theme can run in
parallel or in sequence, depending on the theme. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">With these
discussions in mind we defined some constraints for an initiative to feed our
Kanban system. The definitions we set are simple.</span></div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="text-indent: -18pt;">An initiative shall deliver a
business value, an outcome. We defined three basic types of value that we
explicitly set for an initiative: 1. Innovation 2. Architecture 3. Housekeeping.
I explain these three types later.</span></li>
<li><span style="text-indent: -18pt;">An initiative is related to the
strategy of our company. An initiative is part of the implementation of our
strategy, so it realizes a change of any kind. Often this includes changes of
end to end business processes or organizational changes and requires the
cooperation between departments.</span></li>
<li><span style="text-indent: -18pt;">An initiative shall last a period
between 2 months and 6 months lead processing time. We strive that the average
initiative will consume a lead processing time of 3 months. I will define what
we understand under lead processing time below.</span></li>
<li><span style="text-indent: -18pt;">We call larger projects a theme to
demonstrate the difference between the classical interpretation of the term
project to our way of working. A theme is driven by a set of initiatives that
deliver an outcome to develop the underlying theme. There is a feedback loop
between a theme and the initiatives that develop a theme. The outcome of an
initiative may or course change the theme.</span></li>
<li><span style="text-indent: -18pt;">Initiatives are the most abstract
work item element that we manage in our Kanban system.</span></li>
</ul>
<br />
<div class="MsoNormal">
<span lang="EN-US">There are
no other limitations. We did not define what the deliverable of an initiative
are or look like. It can be a piece of software, a concept, an organizational
change, a decision how to go on, or even a mixture of all that. We do not
define limitation on budget or effort. If we agree that we start processing an
initiative, the resources and competences are available, otherwise we simply cannot start.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">I still
have to explain the business value types of 1. Innovation 2. Architecture 3. Housekeeping
and the term lead process time. We defined the value types as following:</span></div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="text-indent: -18pt;">Innovation: The outcome of this
initiative directly delivers a new feature to our customers through any of our
channels in our multi-channel communication. A customer is a real external
customer generating turnover, not an internal customer. Example: A new payment
option or a new delivery option that we provide as service to our customers.</span></li>
<li><span style="text-indent: -18pt;">Architecture: The outcome of this
initiative prepares a new capability of our systems or our organization. With
this new capability we are enabled to create a new innovation for our customers
in a next step (initiative). Example: We implement a new standardized
integration layer for an automatic data exchange between business customers and
us. Next step will be the implementation of the data exchange (a new feature,
i.e. an innovation).</span></li>
<li><span style="text-indent: -18pt;">Housekeeping: Any means to increase
productivity, efficiency, automation or usability of our systems that are not
directly related to new innovative features for our customers. These
initiatives improve our capabilities and competiveness in the demanding online
shop market.</span></li>
</ul>
<br />
<div class="MsoNormal">
<span lang="EN-US">To phrase
that less formal: Innovation is some direct benefit for our customer;
architecture prepares our systems and organization to create a direct future
benefit for our customers; and with housekeeping we improve ourselves
internally to generate more profit. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">It required
some discussions until we agreed about the value type definitions. Especially
many persons perceived the term “housekeeping” as a second class citizen. Well,
“keep your house clean” is not that sexy than to generate and develop new
features for our customers. Nevertheless to preserve the capabilities required
to drive our business in times of growth within a demanding market,
housekeeping is an essential activity. This is part of a lean mindset as well.
Even all our internal processes shall be simple, straight forward, without
rework, work on stock or waiting time. Housekeeping initiatives care for this
aspect. I often used the analogy with housekeeping in your private flat. Think
of refactoring your kitchen with new cooking devices, ovens, steamer and so on.
You still will just cook - but the quality of the food will be impressing better;
your friends will love you preparing the next exclusive dinner. That is
housekeeping. That is different to just using the broom and wiping dust.<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">The next
discussion still ongoing and probably still lasting quite a time is the
term lead processing time. To understand the term lead processing time you have
to understand the value stream of our lean portfolio management.
This will be subject of my next blog.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com1Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-5485781053133091652015-04-30T07:25:00.000+02:002015-04-30T07:25:47.304+02:00About energizing people and empowering the team<div class="MsoNormal">
<span lang="EN-US">Maybe you
once read the book <a href="http://www.amazon.com/Management-3-0-Developers-Developing-Addison-Wesley/dp/0321712471" target="_blank">Management 3.0 by Jurgen Appelo</a>. If not – read it. Especially
the chapters of how to energize people and build up motivated teams gave me
insights and ideas that helped me in my current situation. Let’s see and example.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">After about
two months of working we introduced additional ceremonies to organize our team
work based on our daily work that was (intentionally from my side) somewhat
ad-hoc organized so far. In this period we all learned what communication we
needed within the team and in collaboration with all the other teams we
interact at <a href="http://www.digitec.ch/" target="_blank">Digitec </a><a href="http://www.galaxus.ch/" target="_blank">Galaxus</a>.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">My team
members were not that happy that I as the boss did not define ceremonies right
from the beginning. Becki once gave me the feedback “your listening. That’s
good, I like that. But sometime I would like you to decide and define”. That
was my experiment in building up the team. My idea and hope was that a certain
state of unhappiness fosters the need for change and motivates every team
member to think and reflect about improvements. The hard thing is to get the
feeling for the right point in time for a change so that creativity for change
does not turn into frustration.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">By the way,
I really like experiments. Experiments are the perfect instrument to develop a
complex system – and every system is complex as soon as more than one person is
part of the system. Experiments are small changes, tiny measures that are
implemented fast. For a certain topic like the improvement of the portfolio
process it is good to have a backlog of potential experiments. Then you apply
an experiment. As it is small it is implemented fast. You get feedback very
fast. Fallback is often possible in case the experiment fails as the change is
small and the impact limited. Experiment by experiment you learn about the
system and the number of successful experiments increases. Changes are small
for all individuals involved and included in these changes. Ideal all individuals
in the organization get used to that the system changes continuously. As most
experiments succeed, all involved persons perceive change as something that
delivers value. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Well, back
to my first experiment in my team. In the meeting itself – we explicitly took
team ceremonies as the topic of our BD team meeting retro – the team expected
some statements from the boss. Not too bad. I took the chance. But I did not present
a solution. Instead I tried to summarize what problems in communication we
obviously face and what goals are expected by the organization when introducing
our ceremony culture. Additional I presented some alternatives and good
practices out of my work experience that succeeded in other companies in
similar context. I added some statements about further reading. Then I pleased
my team to present their ideas how to organize our team culture.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Luckily my
team took as well the chance. Especially Becki and Andi, the long term <a href="http://www.digitec.ch/" target="_blank">Digitec</a> <a href="http://www.galaxus%2Cch/" target="_blank">Galaxus </a>employees, started to present their view based on their insights and
experiences inside our company culture. For sure sharing my experience and
ideas biased and influenced. I recognized this carefully. But this is positive.
The influence is mutual. We as a team work on a common goal: to identify and
agree upon an effective and efficient ceremony culture that satisfies the needs
of our organization. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The result
was ok, practicable, a good start. It was not the perfect solution. We all knew
this. We agreed to start and to improve as soon as we learn more. Meanwhile we
changed our team ceremonies by applying about five additional experiments. These
improvements often are agreed upon at the end of a meeting. One team member
raises its hand and starts: “By the way, I believe we could improve our meeting
culture as following…”. Small experiments are agreed upon fast and implemented
at once. If we are not able to agree we move the discussion to one of our BD
team meetings. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Now, three
months after my start I can say that this way of involving the team in all
decisions is an essential step of team development. My personal experience and
competence out of my professional life is welcome as part of the team and not
perceived as “the expert overrules us”. We learned as well – following the
delegation model presented in <a href="http://www.amazon.com/Management-3-0-Developers-Developing-Addison-Wesley/dp/0321712471" target="_blank">Jurgen Appelo’s book Management 3.0</a> – what
decision are team decision on eye level and what decision are solely on my side
as the head of, but still influenced on the important input and shared knowledge
of my team. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">Now, three
months after my start I ran through the yearly performance process with each of
my team members. I recognized and honored the open feedback that I got about
what is good and what is not so good. But what I value most is that all of my
team members agreed that it is fun to work in our team; that they are happy
with their job and fully motivated to engage for <a href="http://www.digitec.ch/" target="_blank">Digitec</a> <a href="http://www.galaxus%2Cch/" target="_blank">Galaxus</a>. That again motivates
me. We are working on a common goal.<o:p></o:p></span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-84186799841176366122015-04-14T11:57:00.000+02:002015-04-14T11:57:54.046+02:00Building up a team from scratch – the first steps<div class="MsoNormal">
<span lang="EN-US">You enter
the room. Five persons are curious looking at you. Two of them long term
<a href="http://www.digitec.ch/" target="_blank">Digitec </a><a href="http://www.galaxus.ch/" target="_blank">Galaxus </a>employees assigned to the new built department called Business
Development. Two of them new hires, one an experienced project manager, one a
graduate from university. The fifth a trainee that will work for a trainee time
of 6 months in my department. I am myself a new hire with only small knowledge
about Digitec Galaxus history and culture.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">I had been
announced as expert in agile, lean, portfolio management. I had been announced as
the one who will help to identify and establish the right way to work and
define the portfolio and development processes; as the person that will improve
the existing home grown agile way of working into something that enables the
next step of growth, while preserving the flexible startup spirit of Digitec
Galaxus. I could feel the one and only
one question in this room: “who are you and what will it be like to work with
you as my new boss?”<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Well it was
not that easy this first meeting. In a first round we exchanged our
expectations and experiences. Becki was asking for leadership and support as
she was missing this for quite a while. Andi and Marcel wanted to develop
themselves and act in interesting jobs. Martin, the experienced project manager
demanded to take responsibility, Cornelia coming from university wanted to learn and start her carrier. We discussed values and identified our common ground. The
common ground was trust – which we need to create – an interesting job with the
chance to learn and build up competences, no micro management, open
communication and self-organization, mutual respect. We discussed that
self-organization and self-discipline are the two sides of the same coin. This
common ground was a good place to start from. I marked my first task of my
first backlog story – to find a good start as head of my new team – with done. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">I knew that
the hard part follows. To develop the common ground into a living entity, a
team that represents, lives and develops the values that we identified as
important. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">What we did
is to write down our team values on cards, one card per value. Becki proposed
to select a random card for the value of the day every working day. Now the
value of the day is visible in our team space on a wall and still is changes
every day. Oh yes, meanwhile we added new cards. Some are fun like “homemade
cookies” or “sleep ‘till noon” – even members from other team started to add
cards, which is fun. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgfXMkz2KFtKT4feBy0ai-HGvFLPY1tfEaM06qVbEWzqx0oHtqm4yv5QE0FcF2xaoZb_vwvls8S6t0-UyFVHxiyE63z9oEMY3QYLRCZ6DgMIWp92sFTmnIO8mz_l56Kcd3BC7jtknFHEVNv/s1600/ValueOfTheDay.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgfXMkz2KFtKT4feBy0ai-HGvFLPY1tfEaM06qVbEWzqx0oHtqm4yv5QE0FcF2xaoZb_vwvls8S6t0-UyFVHxiyE63z9oEMY3QYLRCZ6DgMIWp92sFTmnIO8mz_l56Kcd3BC7jtknFHEVNv/s1600/ValueOfTheDay.jpg" height="320" width="228" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Our Team Value of the Day for today: a creative environment </td></tr>
</tbody></table>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">Meanwhile
we introduced Kudo Cards (read the <a href="https://management30.com/product/workouts/intrinsic-motivation/kudo-box/" target="_blank">management workout</a> from <a href="http://www.jurgenappelo.com/" target="_blank">Jurgen Appelo</a>). As
most of us love coffee and the others at least drinks tea we started a regular
but still spontaneous morning coffee where we share our weekend or discuss the
most important issues in our team. We defined a team ceremony, our monthly BD
team meeting for our team retrospectives and to define measures to develop
ourselves. We found and agreed about some means and informal ceremonies that
support us to build up trust and share experiences. I treat all of this as an
important steps to form a motivated team. Let's see how everything develops...<o:p></o:p></span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-18209177903472468822015-04-14T11:56:00.003+02:002015-04-14T11:56:24.092+02:00Building up a portfolio management Kanban system – step 1<div class="MsoNormal">
<span lang="EN-US">My blog “<a href="http://rainergrau.blogspot.ch/2015/04/herding-ants-so-many-opportunities.html" target="_blank">Herdingants – so many opportunities, where to start?</a>” listed some of the “post
migration” main problems <a href="http://www.digitec.ch/" target="_blank">Digitec</a> <a href="http://www.galaxus.ch/" target="_blank">Galaxus</a> currently is facing. The need to
prioritize the work aligned to strategic goals but still preserve the agile and
flexible way of dealing with changes was given. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The problem
of us was that our backlog contains far too many items. I counted over 1200
items on different abstraction and maturity levels, sizes and of different
types (bugs, features, ideas, …). The overview got lost and with this the
chance to select and prioritize.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Working on
a white wall with sticky notes and a technique like story mapping was not
establish in our company. So applying <a href="http://www.agileproductdesign.com/presentations/user_story_mapping/" target="_blank">Jeff Patton’s story mapping</a> technique for
clustering, selecting the important stories, identifying a walking skeleton and
getting rid of deprecated stories just was not possible. Working with white
walls besides feeding a sprint was unknown at all. Teaching and coaching this
is interesting and valuable. Unluckily that takes some time until the teams are
enabled to apply this and produce an outcome. I put this technique into my
backlog and moved it a bit down. We needed an approach that produced faster
outcome.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Well, that
sounds like some kind of implementation of an agile framework might fit, addressing
the needs of a larger organization. I personally know and expertimented with elements out of the frameworks and
approaches </span></div>
<div class="MsoNormal">
</div>
<ol>
<li><a href="http://www.scaledagileframework.org/" target="_blank">SAFe </a>by Dean Leffingwell, </li>
<li><a href="http://www.amazon.com/Scaling-Lean-Agile-Development-Organizational/dp/0321480961" target="_blank">LESS</a> by Craig Larman, </li>
<li><a href="http://www.ebmgt.org/" target="_blank">Evidence-Based Management for Software Organizations</a> (previous called Agility Path). </li>
<li><a href="http://www.disciplinedagiledelivery.com/" target="_blank">DAD</a> by Scott Ambler. </li>
</ol>
<br />
<div class="MsoNormal">
<span lang="EN-US">With the consulting mindset of my previous work the
temptation was high to go for one of these framework and to implement it in some adoption following my intentions. I had a
grass play area. Well - I decided different. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">I reminded
myself on the approach: create a vision about a direction to improve and apply
a series of small experiments to move towards the vision. First step in this
approach is to create a common vision. To do so you first need to know about the
different visions that are around in the minds of the different people. I
started with a workshop about “agile portfolio management” with a set of
involved persons like the team lead for business analysis, the head of
engineering, one of the CEO’s and some team members that already work on a
first concept of a portfolio management and innovation process. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Of course
the attendees of the workshop expected my again to present a ready-to-go
solution that fits for us. I started presenting SAFe with the background not to
implement SAFe as it is. I used the SAFe picture to present a potential vision
and to point at some important mechanisms and techniques relevant for organizing
things in an agile way for a larger organization. This started a positive
discussion what the requirements and constraints of the different stakeholders in this room were. We were able to create a common vision and picture as following:</span></div>
<div class="MsoNormal">
</div>
<ul>
<li>We need to manage items on a higher abstraction level then user stories used in the product backlog of (software) engineering.</li>
<li>Such an item (a project?) aligns to strategy and shall deliver an outcome that creates business value.</li>
<li>We need to re-prioritize items fast in case of external events.</li>
<li>No item shall block our system so that other items have to wait.</li>
<li>We want to follow the lean idea to limit the number of items we work on in parallel. So to say we introduce a work in progress (WIP) limit for the items in progress.</li>
<li>We want to manage all types of work in this system: work that ends up in implementation of software, conceptual work (for example a new concept to organize a core process), organizational work (for example re-organizations), and combinations of these work types.</li>
<li>We need a transparency for everybody in <a href="http://www.digitec.ch/" target="_blank">Digitec</a> <a href="http://www.galaxus.ch/" target="_blank">Galaxus</a>. As we are distributed over several location (logistics, retail shops, headquarter) a tool support is required. As we already use Atlassian Jira, it would be wise to go for a Jira implementation of whatever we do.</li>
<li>We need to offer the departments the chance to implement tiny software related changes and improvements in a fast way.</li>
</ul>
<br />
<div class="MsoListParagraphCxSpLast">
The SAFe image for sure influenced. The idea to use three abstraction levels of requirements and a Kanban system around the highest abstraction level was convincing. So we agreed about the first experiment: Beside the two already as default in Jira built-in abstraction levels of user story and epic we create a third and more abstract issue type we called initiative. </div>
<div class="MsoListParagraphCxSpLast">
<br /></div>
<div class="MsoListParagraphCxSpLast">
That was a start - no we had the tasks to work different from tomorrow on.</div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<br /></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<br /></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-5354994110396407662015-04-08T10:11:00.000+02:002015-04-08T10:11:38.098+02:00Herding ants – so many opportunities, where to start?<div class="MsoNormal">
<span lang="EN-US">Many new
hires for a position with high visibility believe it is necessary to set a
footprint right in the beginning. Reasons are: Expectation are high on the new
hire, changes are welcome and expected – better yesterday then tomorrow. This
results often in fast and wrong actions just to demonstrate power and deliver
results – whatever the value of these results may be.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">I decided to act differently. I took my time
to walk through the departments, to talk CEO, heads and employees. I listened carefully
to what my team is working on. I even worked some days in some departments, for
example packing goods in the logistic or entering product date in product
management. I am a strong believer that you have to understand the system, the
processes and especially the persons working here and there before you start dancing
with the system.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">What I
discovered was:</span></div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="text-indent: -18pt;">Software development (called
Engineering) is working Scrum alike. Some practices might be not that good as
it could be (there is always room for improvement), but all the teams are
living an overall healthy agile process based on one shared product backlog.</span></li>
<li><span style="text-indent: -18pt;">The interface between software
development and the functional departments is – hmmm – suboptimal. Very obvious
the reason is the very hard migration phase where engineering, especially the
business analysts in the engineering, set the pace. Departments felt somehow
overruled by business analysts and business analyst felt left alone by
everybody. A typical scenario in many companies.</span></li>
<li><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;"> </span></span><span lang="EN-US" style="text-indent: -18pt;">Digitec Galaxus owns a real mission,
vision and a clear strategy. It is short, easy to understand with clear and
understandable goals. That was really surprising. Only a few companies I had
the chance to work with own these essential communication elements on that
level of maturity.</span></li>
<li><span style="text-indent: -18pt;">Digitec Galaxus is working in a
good, pragmatic and collaborative style and culture, tool supported on an Atlassian
Confluence and Jira infrastructure. There are only very few documents on a
shard folders. PowerPoint is treated a poisoning.</span></li>
<li><span style="text-indent: -18pt;">A huge potential exists for
innovative features, enhancements, potential improvements, and optimizations of
suboptimal implementations of business processes. Problem is: There is no
shared agreement of what is important and what to do next.</span></li>
<li><span style="text-indent: -18pt;">With this I found a wild mixture of
about 1200 open Jira issues of all different kind and sizes accumulated over
the last eight months. Some of the issues are bugs, some enhancements, some are
tiny things, and some are essential and large ideas. Some are firefighting
rescue things to survive today, some are real innovations for our customers in
the future. The huge number of items is a challenge for prioritization or
comparison. That is success and malediction of open collaboration. Things get
accumulated and then it is hard to find a way through the jungle.</span></li>
<li><span style="text-indent: -18pt;">A first rough idea of a portfolio
management Kanban system exists called innovation board. The idea of the innovation
board is to list strategic projects.</span></li>
<li><span style="text-indent: -18pt;">A first ideas of an innovation
process exists (not to puzzle with the innovation board) that shall enable the
functional departments to announce, prioritize and enroll improvements ideas.
These improvement ideas shall end up as either local projects or as strategic
projects in the innovation board – or as small change requests that can be
realized fast and flexible.</span></li>
</ul>
<br />
<div class="MsoNormal">
<span lang="EN-US">Listening to
my boss Florian (one of the Co-CEO’s) and all the other people I talked with, I
received a strong request to build up a system that supports prioritization,
focusing on the important things. A system with built-in flexibility that
supports a fast growing company with more and more individuals working for a
shared vision, the vision of Digitec Galaxus. </span></div>
<div class="MsoNormal">
This
information base was a good fundament to start. I reminded myself on Deming,
Kaizen and Jurgen Appelo. I decided to start where we are and to improve step
by step with fast feedback following plan-do-check-act circles. I designed my
personal change backlog for my responsibility at Digitec Galaxus as following:</div>
<div class="MsoNormal">
</div>
<ol>
<li><span style="text-indent: -18pt;">(story):
As the head of Business Development (my official position) I want to empower my
team so that we develop competence and are a highly motivated team in its
responsibility to drive the agile portfolio. Acceptance criteria are trust,
self-organization in the team and the motivation to change the organization
following a Kaizen approach.</span></li>
<li><span style="text-indent: -18pt;">(story):
As CEO of Digitec Galaxus (my boss) I want a transparent, flexible und
lightweight system, so that all my teams work on the projects that generate the
highest outcome and get things done. Acceptance criteria are that the existing
innovation board is improved and changed into a system that supports the
executive team in prioritization and implementation of strategic projects; that
the innovative slow down caused by the migration is turned into an alive innovation
factory again as fast as possible.</span></li>
<li><span style="text-indent: -18pt;">(story)
As a department I want to know that innovative ideas based on the customer
demand and optimization ideas based on internal productivity demands do have a
chance to get realized in some way and somehow. Acceptance criteria are to work
with an easy to apply and transparent system where a department can place,
develop and realize its ideas; to get fast feedback and support in the realization
of ideas; to get the chance that fast, small and urgent changes run fast
through the system creating impact as soon as possible.</span></li>
<li><span lang="EN-US" style="text-indent: -18pt;">…</span></li>
</ol>
<br />
<div class="MsoNormal">
<span lang="EN-US">Reasons I
prioritized my change backlog in this order was the strong believe that I
cannot succeed without a strong team. My team and my department was setup
totally new as result of a re-organization including three new hires (included
myself) and one trainee. Some of the ideas around the Kanban portfolio process
and an innovation process are concepts of team members in my team. My team
matters. My team always matters. Yes, I set the strong demand of my boss on
second priority. I was convinced – and this proved to be a good decision – that
the start phase of my boss’ story might be slower in that way, but
sustainability and overall speed are ways better with a strong team driving instead
with my person acting as an expert and lonely wolf pushing things forward.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">In one of
my first weekly’s with Florian (what an opportunity to have the chance for a
weekly with the CEO) I challenged this backlog with him. For sure we discussed
this and that. We agreed upon and added potential following stories in my backlog.
But with a self-defined WIP (work in progress) limit we agreed upon these
stories as the most important ones. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">What I put
aside at that time was the interface between the departments and engineering; the
stack overflow of 1200 issues in the Jira engineering backlog. I had the strong
feeling that on one hand things will change as soon as learned more about us
and invisible things get visible and on the other hand that I need to know more
about us before we start to experiment in this area.<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">So my first
plan-do-check-act circle was ready to start. <o:p></o:p></span></div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Switzerland47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-86896554304523128682015-03-14T19:35:00.001+01:002015-03-14T19:35:27.675+01:00A new start: As NewHire at digitec / GalaxusIn January 2015 I joined digitec Galaxus. This is one of the largest e-commerce companies in Switzerland and for sure the company with the fastest growth. digitec Galaxus is running the two online portals <a href="http://www.digitec.ch/">www.digitec.ch</a> and <a href="http://www.galaxus.ch/">www.Galaxus.ch</a>.<br />
<br />
But size is not the reason I hired. After ten years on the road as consultant supporting organizations in the transformation from classical behavior towards lean and agile, I had the strong need to finish something and to be responsible - not only giving good advices and acting a coach, mentor, mediator and lion tamer in a cage.<br />
<br />
And well, there was another very essential reason I hired at digitec Galaxus. I had the chance to talk to the two Co-CEO's. These talks created the strong feeling and impression that the mindset at digitec Galaxus is tremendous positive in respect of an agile and lean organization - and that not only in software development.<br />
<br />
digitec Galaxus was just finishing a hard period of work. They switched from an old technology to a new system, a complete new developed online-shop and erp-system (enterprise resource planning system). The development of a new system in parallel to the daily business implies:<br />
<ul>
<li>The speed of innovations slows down - a hard issue for an e-commerce company</li>
<li>At deployment time, the new system for sure did not have all the features required - and some more complex processes behaved different in reality as expected in development</li>
<li>A new system is always a new system. There is a part of the staff members that always remind how easy everything was in the good old times, thus leading to discussions.</li>
</ul>
<div>
But face the fact: In a very short transformation phase switching from the old system to the new system digitec Galaxus succeeded to overcome the most important issues and run a very successfully Christmas business without impact on growth. That is outstanding.</div>
<div>
<br /></div>
<div>
This was the situation when I joined. The CEO´s hired me to preserve and save the flexibility and the agile mindset while still growing. To stay lean, fast and innovative. Well, that is the job I dreamed of, so I signed. When do you get the chance to play an essential part in shaping a lean organization from bottom to top with support of top management for a top Swiss company!<br />
<br />
....and yes... the strong feeling and impression that the mindset at digitec Galaxus is tremendous positive in respect of an agile and lean proved to be true :-)</div>
Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Industriequartier Hard, Pfingstweidstrasse 60, 8005 Zürich, Schweiz47.3902964 8.514787599999976921.868261899999997 -32.793806400000022 72.9123309 49.823381599999976tag:blogger.com,1999:blog-7270834102179581393.post-80608147033493709452013-12-01T11:57:00.000+01:002013-12-01T11:58:50.941+01:00Innovation Arena: Get-together, pre-selection<span lang="EN-US">I, my last blog entry was in January this year. I am sorry and apologize in case you have been waiting. I had some exciting projects and learned a lot. Now I start again to give back to the community.</span><br />
So I continue with Innovation Arena and the agenda of an Innovation arena run.<br />
<br />
<h3>
The get-together</h3>
<div class="MsoNormal">
<span lang="EN-US"><span style="font-family: inherit;">The room is
prepared and the experts dropped in. Now it is you term to introduce into the
ceremony of <b><span style="color: #c00000;">Innovation
Arena</span></b>. If <b><span style="color: #c00000;">Innovation Arena</span></b> is well known to most of the
experts, you might decide to shorten this step. In case of new externals as invited
experts, I recommend do introduce in full length. External experts need to
understand what is expected and to feel welcome and comfortable.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-US"><span style="font-family: inherit;">As moderator
explain the overall objectives and every single workshop steps. It is important
to highlight the collaborative nature of the workshop. All participants act on
eye level. All participants have the chance and are expected to give feedback.
Transport the idea that Innovation Arena is a positive meeting, so participants
shall focus on adding and improving ideas instead of critics and risks.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-US"><span style="font-family: inherit;">It is very
important to explain:</span></span></div>
<div class="MsoNormal">
</div>
<ul>
<li><span style="font-family: inherit; text-indent: -18pt;">the
way pre-selection of ideas is done (if used)</span></li>
<li><span style="font-family: inherit; text-indent: -18pt;">how</span><span lang="EN-US" style="font-family: inherit; text-indent: -18pt;"> to use the prioritization criteria</span></li>
<li><span style="font-family: inherit; text-indent: -18pt;">how
the rating is executed</span></li>
<li><span style="font-family: inherit; text-indent: -18pt;">how
the results will be determined</span></li>
<li><span lang="EN-US" style="font-family: inherit; text-indent: -18pt;">what
the next steps are, when this </span><b style="font-family: inherit; text-indent: -18pt;"><span lang="EN-US" style="color: #c00000; mso-ansi-language: EN-US;">Innovation Arena</span></b><span lang="EN-US" style="font-family: inherit; text-indent: -18pt;"> run is closed</span></li>
</ul>
<br />
<div class="MsoNormal">
<span lang="EN-US"><span style="font-family: inherit;">Now all
experts are prepared and hopefully in the mind set to drive the ideas of your
organization with motivation and creativity.</span><o:p></o:p></span></div>
<h3>
<span lang="EN-US">The pre-selection of ideas <o:p></o:p></span></h3>
<div class="MsoNormal">
<span lang="EN-US">In <b><span style="color: #c00000;">Innovation
Arena,</span></b> the crowd of experts shall concentrate on a restricted set of
ideas. We recommend taking 5 to 15 ideas into one run. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">For sure
this is an option to play with. Some organizations use two full days on a
similar type of workshop and take a hundred ideas of potential features of
future development into one run. If you act more local and internal, a higher
frequency, but shorter timeframe (as proposed in this blog) typically is preferable
because of faster feedback cycles and reflection. If you are more globally and
distributed, with many externals like key customers representatives, a lower
frequency with longer time boxes might better suit the constraints of
distribution. Play with these options and you will find the best fit for your
organization.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Even this
pre-selection step is optional. I recommend a pre-selection only in case you
run <b><span style="color: #c00000;">Innovation
Arena</span></b> in higher frequency in your organization, with a more local
setup, and based on an already established shared understanding of the ideas. With
this setup pre-selection is easy. The majority of experts already know the
ideas presented on the pinboards. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1-wE3vKCOy4cdjHtuDME7glDak73S1_uBNc61YYBIXHLGPCjQfua_xAqSzVWROD0hpJHXPv4DNuMqpj0o_wGF_aLQWF9fDlVrjlak7t0TY8GmCsFcX237lqt4O30VIirsr_2fcmBVxy6P/s1600/InnovationArenaPlacePinboards.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="256" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1-wE3vKCOy4cdjHtuDME7glDak73S1_uBNc61YYBIXHLGPCjQfua_xAqSzVWROD0hpJHXPv4DNuMqpj0o_wGF_aLQWF9fDlVrjlak7t0TY8GmCsFcX237lqt4O30VIirsr_2fcmBVxy6P/s320/InnovationArenaPlacePinboards.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span lang="EN-US" style="font-size: small; text-align: start;">Image </span><span lang="EN-US" style="font-size: small; text-align: start;">1</span><span lang="EN-US" style="font-size: small; text-align: start;">: How to arrange ideas pinboards in an Innovation Arena run</span></td></tr>
</tbody></table>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
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" o:spid="_x0000_i1025" style="height: 159.75pt; visibility: visible; width: 190.5pt;" type="#_x0000_t75">
<v:imagedata o:title="" src="file:///C:\Users\rgr\AppData\Local\Temp\msohtmlclip1\01\clip_image001.png">
</v:imagedata></v:shape><span lang="EN-US"><o:p></o:p></span></div>
<div class="MsoCaption">
If the
pinboards are placed as in the image, a collaborative and self-organizing way
of pre-selection is to please the participants to place themselves in front of
this one pinboard with the most promising ideas in this workshop run from their
very personal view. Explain that we will work in this <b><span style="color: #c00000;">Innovation Arena</span></b> run with about
five ideas pre-selected by the most experts in front of the representing
pinboard. This way of pre-selection fosters collaboration, movement and a
positive start.</div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">If you run <b><span style="color: #c00000;">Innovation
Arena</span></b> regularly in your organization, the experts understand the
criteria “the most promising ideas in this workshop run from your personal view”.
If the experts do not understand, this is a signal that you have to work on
this shared understanding. This shared understanding under the experts in your organization
reflects the alignment with strategic objectives. But that is a different story
and maybe some time a blog on its own. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">This pre-selection
works better with more experts in the room than pinboards. Ideal you have at
least twice the number of experts than pinboards. And you should have at least
twice the number of experts than pinboards. Otherwise the group of experts is restricted
to the idea owners and this is for sure a sub-optimal setup.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 10.5pt; line-height: 114%; mso-ansi-language: EN-US; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: DE-CH;">Be flexible in applying this pre-selection step.
But I am sure you got the idea and see options how to play with this.</span><br />
<span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 10.5pt; line-height: 114%; mso-ansi-language: EN-US; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: DE-CH;"><br /></span>
<span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 10.5pt; line-height: 114%; mso-ansi-language: EN-US; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: DE-CH;">Next Blog will be about pitching ideas and probably the most important step: the rating...</span><br />
<span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 10.5pt; line-height: 114%; mso-ansi-language: EN-US; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: DE-CH;"><br /></span>Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0tag:blogger.com,1999:blog-7270834102179581393.post-73220406540817308902013-01-13T12:40:00.002+01:002013-01-13T12:40:26.636+01:00Innovation Arena – The workshop overall agenda<h4>
Prepare the room</h4>
<br />
Prepare a room where the number of invited experts will move freely without standing on their toes. Requirements for a room are<br />
<ul>
<li>place about ten pinboards at all in form of a vernisage</li>
<li>place five pinboard side by side with room between </li>
<li>enough place for all the attendees to move freely between pinboards and discuss</li>
<li>one or two tables in the background to place moderation material, marker, sticky notes, ...</li>
</ul>
In good time before starting the workshop invite about ten owners of ideas on the same <a href="http://rainergrau.blogspot.ch/2012/12/innovation-arena-prerequisites-maturity.html" target="_blank">maturity level</a> (either star, cloud, tree or road) that are interested and selected to nurture their ideas in this <strong><span style="color: #cc0000;">Innovation Arena</span></strong> run. They have to transport and place their idea pinboard to <a href="http://rainergrau.blogspot.ch/2013/01/innovation-arena-prerequisites.html" target="_blank">visualize their idea</a> within the room before the first attendee will arrive. Ideal all of them used the <a href="http://www.businessmodelgeneration.com/" target="_blank">Business Model Generation</a> in visualizing their idea anywhere on the pinboard.<br />
<br />
Place sticky notes in different colors (useful are yellow, green and light red ones) on the tables in the background together with markers and sticky points at least in three colors (red, green, blue) needed for the rating process.<br />
<br />
Now your room is prepared and the <span style="color: #cc0000;"><strong>Innovation Arena</strong></span> is ready to start.<br />
<br />
<h4>
Agenda </h4>
<br />
<table border="1" cellpadding="2" frame="box" rules="all" style="width: 600px;">
<thead>
<tr>
<th align="left" width="20%">Time</th>
<th>Activity</th></tr>
</thead>
<tbody>
<tr>
<td>3:00 pm</td>
<td>As moderator: prepare the room, place the pinboards with the ideas</td>
</tr>
<tr>
<td>4:00 pm</td>
<td>The Get-Together <br />
<br />
The experts are entering the room.<br />
When all experts arrived, the <strong>pitch light</strong> for all ideas runs <br />
Pre-selection <strong>picks out</strong> the <strong>five ideas</strong> for the following nurturing and selection process.</td>
</tr>
<tr>
<td>4:30 pm</td>
<td>The Idea Pitch<br />
<br />
The idea owner of the five pre-selected ideas pitches their ideas.<br />
<br />
Each idea is pitched time boxed within three minutes plus seven minutes feedback by the experts.</td>
</tr>
<tr>
<td>5:30 pm</td>
<td>Rating of ideas<br />
<br />
All experts rate the ideas using the everybody well know criteria.</td>
</tr>
<tr>
<td>6:00 pm</td>
<td>Short break to discuss and add additional feedback to the ideas</td>
</tr>
<tr>
<td>6:15 pm</td>
<td>Presentation of results<br />
<br />
The ranking of the five ideas is presented to the audience. The Feedback is given back to the idea owners.</td>
</tr>
<tr>
<td>6:30 pm</td>
<td>Retrospective</td>
</tr>
<tr>
<td>6:45 pm</td>
<td>After Session Social Event<br />
<br />
Serve something the audience like pizza, cola, ...</td>
</tr>
</tbody></table>
<br />
You can download an agenda template (as <a href="http://www.juropera.com/download/InnovationArenaAgendaTemplate.docx" target="_blank">.docx</a> or <a href="http://www.juropera.com/download/InnovationArenaAgendaTemplate.zip" target="_blank">zipped</a> .docx) to prepare your company specific agenda. <br />
<br />
The following blogs will discuss the steps in the agenda.Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com1Wiesenstrasse 10A, 8952 Schlieren, Schweiz47.400048600000012 8.443765600000006121.878014100000012 -32.864828399999993 72.922083100000009 49.752359600000005tag:blogger.com,1999:blog-7270834102179581393.post-35051485701000946402013-01-06T18:36:00.003+01:002013-01-06T18:54:15.808+01:00Innovation Arena – prerequisites: invite expertsAll in all we are well prepared for an <span style="color: #cc0000;"><strong>Innovation Arena</strong></span> run – expect that we still need to invite participants. so this blog discusses whom to invite. <br />
<div>
In the perfect case this is not a big issue. Within an organization that supports and fosters innovation and cares for a nurturing culture, an <span style="color: #cc0000;"><strong>Innvoation Arena</strong></span> runs takes place following a well-known rhythm. A community exists that knows, understands and is motivated to participate in the regularly runs to push innovation forward. </div>
<br />
But to be fair: Not many organizations are on that visionary level. There are many company cultures that value margins or benefits ways more important than innovation. I personally would extend the agile manifesto by: Fostering Innovation over margins and benefits. To foster and realize innovations are the benefits and margins of tomorrow. But this is another story.<br />
<br />
So you might want to start an <span style="color: #cc0000;"><strong>Innovation Arena</strong></span> run in your company and ask yourself whom to invite. Our advice is<br />
<ul>
<li>Select carefully the ideas that will be presented to the participants during an <strong><span style="color: #cc0000;">Innovation Arena</span></strong> run. The number of ideas to be selected shall be between 7 to 15 ideas. The ideas shall be tagged with the same maturity level or within two subsequent maturity levels. Invite for sure all the idea owners of the presented ideas.</li>
<li>Select members of the management. i.e. potential sponsors of innovation, product managers, the head of product management, the CIO and CTO or head of R&D. Invite from time to time managers that are not directly related with product development such as the head of marketing or operations. As long as you do not exhaust the members of the management (there time is rare), this is a chance to win a potential sponsor or future product manager.</li>
<li>Invite selected employees from other departments in your organization as well. The don’t have to be subject matter experts. If these experts are interested and motivated they will bring in challenging comments and input and will grade innovations with a fresh mind and unbiased.</li>
<li>Very important as well is to invite partners, key customers and externals. Positive but critical individuals from outside your organization are even more unbiased and will challenge your ideas. And…these individuals are you potential customers of the innovations under discussion. Prerequisite for sure is that these individuals are persons of special trust. For sure you and your colleagues are able to identify individuals that qualify. </li>
</ul>
The last point for sure needs to be evaluated. Some ideas are sensible intellectual property. In this case the expert crowd needs to be hand-picked to individuals that comply with security policies. <br />
<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDz0_i8viYnvhOjOHp3jQZcbarB_JvXmhrwfHBSnFO1P-EJCwGduQDM8reafW8pcyo6G4URafyTw6GtRGtL_XRNjjq61awbMsl3ZktL7q6lwSLHqVcz10CSql96c7-yxJtmXnTWfQ7mlli/s1600/InnoArenaTheCrowd.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img alt="Innovation Arena: The Crowd of Experts" border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDz0_i8viYnvhOjOHp3jQZcbarB_JvXmhrwfHBSnFO1P-EJCwGduQDM8reafW8pcyo6G4URafyTw6GtRGtL_XRNjjq61awbMsl3ZktL7q6lwSLHqVcz10CSql96c7-yxJtmXnTWfQ7mlli/s200/InnoArenaTheCrowd.jpg" title="Innovation Arena: The Crowd of Experts" width="149" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Innovation Arena: The Crowd of Experts</td></tr>
</tbody></table>
<br />
<div>
Carefully prepare the invitation send to the expert – as for any workshop that you prepare. The invitation shall include the following information</div>
<ul>
<li>Date, time, length and location of the <strong><span style="color: #cc0000;">Innovation Arena</span></strong>.</li>
<li>An agenda of the workshop.</li>
<li>The motivation for the invited individual to attend. What are the benefits for this person? Take the chance and address the personal needs and interests of the experts.</li>
<li>The benefit for you as inviting individual and for the organization in large.</li>
<li>The expected output of the workshop.</li>
<li>Reassure that absolute no preparation is needed to attend. Just drop in. </li>
</ul>
We urgently recommend avoiding any reading or preparation in advance. Individuals explicit shall attend with no need for preparation. They shall drop in with a fresh mind and full of curiosity. The <strong><span style="color: #cc0000;">Innovation Arena</span></strong> will start in a way all participants are attracted and involved. <br />
So, all prerequisites are prepared and we are ready to go. Next blog will introduce the red line through an <span style="color: #cc0000;"><strong>Innovation Arena</strong></span> run and go through the schedule before we discuss important steps and actions in more detail.<br />
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Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0Wiesenstrasse 10A, 8952 Schlieren, Schweiz47.400048600000012 8.443765600000006121.878014100000012 -32.864828399999993 72.922083100000009 49.752359600000005tag:blogger.com,1999:blog-7270834102179581393.post-61209346671546708232013-01-04T14:18:00.001+01:002013-01-04T14:18:53.367+01:00Literature - Infinite JestI am on page 1076 of the book <a href="http://en.wikipedia.org/wiki/Infinite_Jest" target="_blank">infinite jest</a> (get infinite jest on <a href="http://www.amazon.co.uk/Infinite-Jest-David-Foster-Wallace/dp/0349121087" target="_blank">amazon</a>) by <a href="http://en.wikipedia.org/wiki/David_Foster_Wallace" target="_blank">David Foster Wallace</a>. It needs some time to be a friend with this book. I needed 3 months and about 500 pages to get a picture. In the beginning I had moments when I thought about storing infinite jest away - far away - unreachable, but I never did. <br />
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Now it is the most important book on my bedside locker...and beside the infinite jest (now 5 months) I get out of it, I already read about seven other books in parallel (so for example <a href="http://www.booksshouldbefree.com/book/great-expectations-by-charles-dickens" target="_blank">Great Expectations</a> by <a href="http://en.wikipedia.org/wiki/Charles_Dickens" target="_blank">Charles Dickens</a> or - sorry not a novel, but a very good specialist book - <a href="http://www.amazon.com/Agile-Software-Requirements-Enterprise-Development/dp/0321635841" rel="nofollow" target="_blank">Agile Requirements Engineering</a> by Dean Leffingwell)<br />
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Los Angeles Times book editor David Ulin called Wallace "one of the most influential and innovative writers of the last 20 year.<br />
For readers in German: 15 years went by until <a href="http://www.faz.net/aktuell/feuilleton/buecher/2.1719/david-foster-wallace-die-ausweitung-der-literatursprache-1619900.html" target="_blank">Ulrich Blumenbach</a> started with a translation. The translation work required six years, two fellowships and granted with the Preis der Leipziger Buchmesse. See as well the internet page about the German Version "<a href="http://www.unendlicherspass.de/" target="_blank">Unendlicher Spass</a>"Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0tag:blogger.com,1999:blog-7270834102179581393.post-77658435676900657722013-01-04T14:18:00.000+01:002013-01-04T14:18:43.288+01:00Innovation Arena – prerequisites: Transparency of ideasWe discussed a lot about the course of ideas in the last two or so years with many people from different areas, domains and background. We all agree more or less that creating ideas is far easier than making ideas visible and transparent – especially to perception by the management of organization where ideas can be feed with resources to turn ideas into innovations.<br />
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Visibility and transparency of ideas is important to discuss, compare, enhance, nurture and to communicate agree and confirm ideas. <br />
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The question is: what is a suitable solution to present an idea?<br />
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We recommend a combination of: </div>
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<li>A physical pinboard (This is the most important thing)</li>
<li>A public innovation space in your company (the bridge between the south and the north floor in your headquarter, a part of your companies public café space)</li>
<li>using graphical elements (put the <a href="http://starstoroad.com/blog/wp-content/uploads/2012/09/Stars-to-Road-Kit3.pdf" target="_blank">maturity icon</a> on top left ;-)</li>
<li>using structured elements like the <a href="http://www.businessmodelgeneration.com/canvas" target="_blank">Osterwalder Business Canvas</a> (see <a href="http://www.businessmodelgeneration.com/">http://www.businessmodelgeneration.com/</a>). We really recommend the Osterwalder Business canvas as a very focused way to present an idea or innovation. For freaks: there is even an <a href="https://itunes.apple.com/us/app/business-model-toolbox/id431605371" target="_blank">iPad App</a> to generate an electronic version.</li>
<li>providing space on the pinboard (with cards and markers to add feedback when passing by)</li>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjfXC_bwhSBhvENM_jlBvHxE7coxQYjzEvZILc211IRcgIpGubn1xKAhGHgYRkXvybkkHB5UMQibb1Y1yDUGJ3KaDXgjiz1CUS_TIw5Q_MuwsQNbTLZl6YGzRgxpay2f4dlwxW_dUL6uomc/s1600/InnoArenaOnePitch.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img alt="Idea presentation on a Pinboard" border="1" height="236" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjfXC_bwhSBhvENM_jlBvHxE7coxQYjzEvZILc211IRcgIpGubn1xKAhGHgYRkXvybkkHB5UMQibb1Y1yDUGJ3KaDXgjiz1CUS_TIw5Q_MuwsQNbTLZl6YGzRgxpay2f4dlwxW_dUL6uomc/s320/InnoArenaOnePitch.jpg" title="Idea presentation on a Pinboard" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Present ideas on a physical pinboard </td></tr>
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Of course every single ideas will be as well (hopefully) registered and presented electronically at some intranet location. This internet location should be easily found by all of your employees as well with the chance to give feedback. The idea owner is responsible for the information on this page. He is the driver of his idea.</div>
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But <strong>the most important thing</strong> is the <strong>physical pinboard</strong>. The idea owner creates the pinboard. His craftsmanship will present the idea ideally in a format so that it is easily understood. Motivation his peers to discuss in front of the pinboard he will get feedback to enhance the idea. He will place the pinboard at the public innovation space in his company to nurture the ideas to the next maturity level.</div>
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We will use these pinboards in our <strong><span style="color: #990000;">Innovation Arena</span></strong> runs.</div>
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Anonymoushttp://www.blogger.com/profile/17716191677786023445noreply@blogger.com0