An ecosystem for innovation and distributed teams Asbjrn Bjaanes - - PowerPoint PPT Presentation

An ecosystem for innovation and distributed teams

Asbjørn Bjaanes

Development Manager

• 4 years Wellbarrier
• 8 years using Agile and Lean
• 16 years in the software industry
• 11 years working with outsourcing
• 6 years working with coaching modalities

Wellbarrier

Current reality

Challenge

• Continuous changes
• Various locations
• Time differences
• Cultural differences
• Interdisciplinary

understanding

• Linguistics
• Unpredictability

Solution

• Self organizing teams
• Cross functional teams
• Trust and humbleness
• Knowledge exposure
• Transparency
• Reduced dependency
• Visualization
• Innovative and proactive
• rganization

Wellbarrier’s approach

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• Agile and Lean
• Our approach
• Innovation in a system
• Use of digital boards
• Achievements
• Success criteria

Agile and Lean

• We look for the same outcome using both Agile and Lean. I like to

compare them as siblings. Sharing similarities and completing each

• ther.
• Both are results of studying organizations and teams who had great

success, modeling it to create replicable methods for success. Agile from a software organization and Lean from production companies.

• Today it is common to see them together in both knowledge work

and production work.

Agile and Lean

• Both using pull principles
• Limiting work in progress
• Transparency to drive improvements
• Minimum viable product
• Self organizing teams
• And more

What’s the difference

Lean

• Build the right things
• Emphasizes waste

reduction

• Derived from predictable

environment

Agile

• Build things right
• Emphasizes uncertainty
• Derived from less stable

environments

Wellbarrier Production System

• Agile to make things right
• Lean to make the right things

Wellbarrier’s value flow

Sprint Business initiatives Features Minimum viable product increment

Sprint – time box

• 2 weeks (at Wellbarrier)
• Make space to think / focus
• Potential shippable product
• Increase predictability

Sprint cycle

• Introduction meeting
• Sprint planning
• Daily stand-up meeting
• Daily board meeting
• Clarification meeting
• Backlog grooming
• Sprint review
• Retrospection meeting

Stand up Boardwalk Clarification meetings

Introduction meeting

• Introducing outcome
• Introducing initiative
• Introducing features
• Introducing priority
• Knowledge sharing
• Common understanding

Sprint planning

• Innovation
• Improvements
• Team knows best “how to”
• Knowledge transfer
• Breaking down work

Daily stand-up meeting

• Remove obstacles
• Correct direction
• Share knowledge
• Ownership
• Build the right things

Daily board meeting

• Remove obstacles
• Clarify
• Share knowledge
• Ensure progress
• Adjust direction

Daily board meeting

Digital boards “a must”

Removing obstacles and correct direction early Knowledge about the process and workflow

Clarification meetings / Ohno circle

• Create new solutions
• Mature solutions
• Solve challenges
• Innovate
• Adjust direction
• Mitigate biases

Sprint Review

• Motivate
• Create ownership
• Product confidence
• Ensure direction
• Innovate
• Transparency
• Process confidence

Retrospection meeting (Kaizen)

• Team coaching
• Team meeting
• How to become better
• Sharing the experience of current sprint
• Build trust and humbleness
• “Where is the next mountain top?”

Achievements

• Self organizing team
• Less defect leaks (3000 users, 3 cases a week)
• Less rework
• More value delivered during every sprint
• Less dependencies on individuals
• Better communication
• Innovation throughout the organization
• Building the right things right

Keys to Success

• Digital tools
• People
• Trust and humbleness
• Fail early to recover fast
• Value in every sprint
• Consistence and discipline
• Transparency and visualization
• Allow necessary waste to build the right things

right the first time

• Coaching leadership

Follow Us

www.wellbarrier.com

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