The Agile community recently lost its friend and one of its most inspirational members in David Hussman. Craig and Tony were privileged to speak to him in one of his last interviews at YOW! Conference in Brisbane.
Renee, Tony and Craig are at Agile Australia and sit down with Adrian Fittolani from Envato and discuss program management and monte carlo simulations. Renee also makes an estimate that is super accurate!
utilise bottom up program management at Envato, they have 4 main themes as a company and use self organising themes to meet those themes
had to evolve from co-located teams as could not find local resources, they now have any person working in any team wherever they are and make that work, they try to keep teams in close timezones and use asynchronous communication tools, have a policy to work anywhere and additionally a policy to travel and work from anywhere in the world for 3 months
the teams responsibility is to radiate program status, currently using a short document with a timeline view
launch wall for important items kicking off in the next 2 weeks – helps eliminate surprises
project is where more than one team is involved, form a circle around the project (like holacracy)
Craig and Tony are at YOW! Conference and are privileged to spend some time with Don Reinertsen, who is considered one of the leading thinkers in the field of lean product development and author of numerous books including “Principles of Product Development Flow”
Taiichi Ohno, the father of the Toyota Production System, hated math and thus preferred to sit on the factory floor and tweak processes, hence it was not a theory driven approach but rather empirically driven
Need to understand why things work so you can transfer it to other domains, a big shortcoming in lean manufacturing is that they don’t have much of a mathematical view on what they are doing
You can use magic in manufacturing because it is highly repetitive
People understand iterations are good to do but do not understand why
“Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better” (Nassim Nicholas Taleb)
Agile software people are doing a better job at lean product development because software people have already crossed the chasm of inspect and adapt
There are many sources of variability other than just people, such as the Internet and the fact we are constantly doing things people have not done before
To get management to listen about cost of delay you need to benchmark what you are doing today
Agile eliminated the economic gene, hence it works well bottom-up
Easiest way to introduce quantitive based decision making is to find a project manager who wants an economic model (as they will be fighting for resources and the guy with the numbers will end up winning because they can communicate their needs)
Lifecycle pretax profit is far more useful than ROI
Start with Chapter 1 in the book – describes what is wrong with what we are doing today, then look for the tree that is ready to be pushed over in your organisation as there is no one way of approaching this
The low hanging fruit is: visual control boards, economic model, batch size reduction and WIP constraints
The first knob to turn is batch size reduction
It is 175 principles in small little batches that add value, it is not the ten commandments!