Leading Change (John P. Kotter)
- Allowing too much complacency
- Failure to create a sufficiently powerful guiding coalition
- Underestimating the
... [Show More] power of vision
- Under-communicating the power of vision by 10-100X
- Permitting obstacles to block the new vision
- Failure to create short term wins
- Declaring victory too soon
- Neglecting to anchor changes firmly in the corporate culture
Core Values
- Alignment
- Transparency
- Built in Quality
- Program Execution
Core Values - Alignment
- Provide the relevant briefings and participate in PI Planning
- Help with backlog visibility, review and preparation
- Help with value stream organization and coordination
- Constantly check for understanding
- Communicate the mission, visions and strategy at every opportunity
Core Values - Transparency
- Visualize all relevant work.
- Take ownership and responsibility for errors and mistakes.
- Admit your own mistakes.
Support other who acknowledge and learn from their mistakes. Never punish the messenger.
Core Values - Built in Quality
- Demonstrate quality by refusing to accept or ship low quality work.
- Support investments in capacity planning for maintenance and reduction of technical debt.
Ensures UX, architecture, operations, security, compliance, and others, are part of the flow of work.
Core Values - Program Execution
- Participate as an active business owner in PI execution.
- Celebrate high quality and predictability delivered program increments.
- Aggressively remove impediments and de-motivators.
Five Core Competencies of the Lean Enterprise
- Lean-Agile Leadership
- Team and Technical Agility
- DevOps and Release on Demand
- Business Solutions and Lean Systems Engineering
- Lean Portfolio Management
5CC - Lean-Agile Leadership
- Exemplify the core values
- Embrace a Lean-Agile mindset
- Apply the SAFe principles
- Lead the transformation
5CC - Team and Technical Agility
- Cross-functional, self-organizing teams that define, build, test and possibly deploy value
- Teams use Scrum and Kanban for team agility
- Apply Built-in Quality practices for Technical Agility
5CC - DevOps and Release on Demand
- Not every organization needs continuous delivery; They all need the ability to Release on Demand
- DevOps provides the Culture, Automation, Lean-flow, Measurement, and Recovery that enables continuous delivery
- Agile Release Trains (ARTs) are teams of agile teams
ARTs are organized around Release on Demand through the Continuous Delivery Pipeline; many ARTs also operte the solution
5CC - Business Solutions and Lean Systems Engineering
- Solution Trains coordinate multiple Agile Release Trains and suppliers
- Manage frequent integration
- Continuously address compliance concerns
- Architect for scale, modularity, release-ability, and serviceability
5CC - Lean Portfolio Management
- Connects the portfolio to the enterprise strategy
- Creates Lean budgets and investment guardrails
- Manages portfolio operations
- Provides Lean governance across value streams
Lean-Agile Mindset
- Value
- Respect for people and culture
- Flow
- Innovation
- Relentless improvement
- Leadership
Lean-Agile Mindset - Value
Achiever the sustainably shortest lead time with:
- Best quality and value to people and society
- High morale, safety, and customer delight
Lean-Agile Mindset - Respect for people and culture
- People do all of the work
- Your customer is whoever consumes your work
-- Don't overload them
-- Don't make them wait
-- Don't force them to do wasteful work
-- Don't impose wishful thinking
- Build long-term partnerships based on trust
- Cultural change comes last, not first
- To change the culture, you have to change the organization
Lean-Agile Mindset - Flow
- Optimize continuous and sustainable throughput of value
- Avoid start-stop-start project delays
- Build quality in; flow depends on it
- Understand, exploit, and manage variability
- Integrate frequently
- Informed decision-making via fast feedback (course correction)
Lean-Agile Mindset - Innovation
- Producers innovate; customers validate
- Get out of the office (Gemba* [scene of the crime])
- No useful improvement was ever invented at a desk (Taiichi Ohno)
- Provide time and space for creativity
- Apply innovation accounting
- Pivot without mercy or guilt
Lean-Agile Mindset - Relentless Improvement
- A constant sense of danger
- Optimize the whole
- Consider facts carefully, then act quickly
- Apply lean tools to identify and address root causes
- Reflect at key milestones; identify and address shortcomings [Show Less]