Sanjiv Augustine Sanjiv Augustine is an industry-leading agile and lean expert, author, speaker, management consultant and trainer. He is the President of LitheSpeed, an agile consulting, training and product development company. For over 12 years, Sanjiv has assisted leading clients adopt Agile including: HCA Healthcare, General Dynamics, The Capital Group, Nationwide Insurance, Comcast, Capital One, CNBC, and the Motley Fool. He is the author of the book Managing Agile Projects (Prentice Hall 2005) and several publications including Transitioning to Agile Project Management: A Roadmap for the Perplexed, The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery; and the founder and moderator of the Yahoo! Agile Project Management discussion group. Sanjiv was also a founder and advisory board member of the Agile Leadership Network (ALN), and an organizing member of the PMI’s Agile Community of Practice. As an in-the-trenches practitioner, he has personally managed agile projects varying in size from five to over one hundred people, trained thousands of agile practitioners via workshops and conference presentations, and coached numerous project teams.

1. The
Timelessness
of
Lean
Management
Presented
by
Sanjiv
Augustine
Sanjiv.Augustine@LitheSpeed.com
@Saugustine,
@LitheSpeed,
@VersionOne,
#AgilePalooza
State
of
Agile
Adop.on
Organizations are realizing real benefits
with agile methods…
2
State of Agile Development Survey, http://www.versionone.com
1

2. State
of
Agile
Adop.on
And so, agile adoption continues apace…
3
State of Agile Development Survey, http://www.versionone.com
State
of
Agile
Adop.on
(Cont’d)
But, we need to raise our game to
overcome systemic problems…
4
State of Agile Development Survey, http://www.versionone.com
2

3. What
is
Lean?
Lean
Thinking
Principles
:
• Just-­‐in-­‐Time
–
Supply
what
is
needed,
when
it
is
needed,
in
the
amount
that
is
needed.
• Jidoka
–
Stop-­‐and-­‐respond
to
halt
production
and
address
product
defects
or
quality
issues
as
they
are
encountered
in
a
process.
• Heijunka
–
“smooth/level”
production
volume
and
variety
during
given
time
periods.
• Standardized
Work
–
Organize
a
job
or
task
in
an
efGicient
activity
sequence
while
minimizing
waste.
Image Source: http://www.mtu.edu/
improvement/continuous-improvement/lean-
• Kaizen
–
“Change
for
the
better.”
A
overview/
philosophy
of
continuous
improvement.
5
Three
Timeless
Lean-­‐Agile
Solu8ons
1. Organize
around
a
Network
of
Small
Teams
2. Drive
Lean
Innovation
3. Practice
Wise
Leadership
6
3

4. 1.
Network
of
Small
Teams
A
Sample
Agile
Team
Tradi8onal
Silos
Customer
PM
BA
BA
Analysts
Designer
Designers
Developer
Developer
Developer
Developer
Devs
Tester
Tester
Testers
The
Core
Project
Release
Manager
The
Extended
Team
ideally
Team
can
contain
consists
of
5-­‐9
Capacity
Architect
BA
/
Planner
many
addi.onal
dedicated
Tester
members,
each
members
(7
+/-­‐
2).
Designer
BA
playing
an
Developer
/
Core
important
role,
but
Intense
collabora8on
Risk
SM
Prod.
via:
Assessor
BA
Team
they
are
typically
1. Face-­‐to-­‐face
(EXAMPLE)
not
dedicated
to
communica.on
Developer
Tester
the
effort.
Product
2. Generalizing
Tech
Owner
Security
specialists
Ops
3. Self-­‐discipline
and
Business
decentralized
Sponsor
control
8
4

5. Network
of
Small
Teams
“…for
a
large
organiza2on
to
work
it
must
behave
like
a
related
group
of
small
organiza2ons.”
-­‐
E.
F.
Schumacher
,
Small
is
Beau2ful
Scaling
may
require,
at
certain
levels:
• Chief
ScrumMasters
• Strategic
Product
Owners
• Tac.cal
Product
Owners
• Lightweight
Agile
PMOs
serving
as
a
“guiding
coali8on”
9
Accelerate! By John Kotter, HBR, November 2012
Lean-­‐Agile
PMO
• Encourage
face-­‐to-­‐face
dialogue
across
levels
• Create
overlapping
management
with
“linking
pins”
• Run
the
Council
as
an
Agile
project
team
10
Source:
The
Lean-­‐Agile
PMO,
Sanjiv
Augustine
and
Roland
Cuellar
(Cutter
Consortium
2006)
5

6. Network
of
Teams
–
Ericsson
11
Source: Agile and Lean Transformation at Ericcson Finland, Henri Kivioja
2.
Lean
Innovation
6

7. Lean
Innova.on
via
Lean
Startup
!"#$%&'()*+,+#-+ .#%/01#+()*+,+#-+
13
Source: Lean Startup, Abby Fitchner, http://hackerchick.com
Lean
Startup
Methodology
Thanks
to
Ash
Maurya,
author
of
Running
Lean:
14
hWp://www.runningleanhq.com/
7

8. Lean
Startup
in
a
Nutshell
• Clear,
short-­‐term
experiments
• Direct
customer
observation
and
interaction
• Release
planning
informed
by
feedback
data
• High-­‐quality
agile
development
with
strong
UX
15
Incorpora8ng
UX
into
Agile
Outside
the
Room
In
the
Room
Product
Planning
Pre-­‐ Release
Discovery
Discovery
Planning
Participants:
Par8cipants:
• Product
Team
• Whole
Team
Sprint
Planning
• Key
Business
• IT
Architecture
Stakeholders
• UX
Team
Sprint
Sprint
Review
• Key
Business
Stakeholders
Process
Execu8on
16
8

9. Introducing
Sensei
17
http://www.senseitool.com
Sensei
Lean
Startup
18
9

10. 3.
Wise
Leadership
Wise
Leadership
• Have
courage
of
conviction
• Flatten
hierarchy
• Go
the
Gemba
• Trust
the
team
20
10

11. Team
Empowerment
Empowerment = Freedom * Capability
21
Situational Leadership® – Paul Hershey and Ken Blanchard
Team
Empowerment
• Knowledge
workers
need
responsibility
for
their
own
produc8vity:
o Knowledge
drives
productivity
o Continuous
innovation,
learning
and
teaching
need
to
be
part
of
the
job
o Knowledge
worker
productivity
is
dependent
on
quality
at
least
as
much
as
quantity
o Optimal
quality
is
the
path
to
high
productivity
• Knowledge
workers
must
understand:
o What
is
our
business?
o Who
is
our
customer?
o What
does
our
customer
consider
valuable?
22
11

12. Three
Timeless
Lean-­‐Agile
Solu8ons
1. Organize
around
a
Network
of
Small
Teams
2. Drive
Lean
Innovation
3. Practice
Wise
Leadership
23
Contact
Us
for
Further
Informa8on
Sanjiv
Augustine
President
Sanjiv.Augustine@LitheSpeed.com
Twitter:
@saugustine,
@lithespeed
On
the
Web:
http://www.lithespeed.com
http://www.senseitool.com
"I
only
wish
I
had
read
this
book
when
I
started
my
career
in
so_ware
product
management,
or
even
beWer
yet,
when
I
was
given
my
first
project
to
manage.
In
addi.on
to
providing
an
http://www.sanjivaugustine.com
excellent
handbook
for
managing
with
agile
so_ware
development
methodologies,
Managing
Agile
Projects
offers
a
guide
to
more
effec.ve
project
management
in
many
business
sebngs."
John
P.
Barnes,
former
Vice
President
of
Product
Management
at
Emergis,
Inc.
24
12

13. Stable
Teams
• Multiple,
stable
teams
each
focused
on
a
single
project
at
a
time
• Dedicated
to
platforms
or
lines
of
business
• Platform
owner
prioritizes
next
project
• Result:
o Support
multiple
lines
of
business
simultaneously
o Focused
effort
results
in
quick
delivery
for
individual
projects
o Clear
accountability
o Stability
and
predictability
25
Source:
The
Lean-­‐Agile
PMO,
Sanjiv
Augustine
and
Roland
Cuellar
(Cutter
Consortium
2006)
13