Upgrade to Pro — share decks privately, control downloads, hide ads and more …

Bob Marshall - Organisational Effectiveness - R...

Lean Agile Scotland
October 26, 2012
550

Bob Marshall - Organisational Effectiveness - Rightshifting & The Marshall Model

Rightshifting explains how most knowledge-work organisations fall far short of their potential. The Marshall Model explains the causes of organisational effectiveness - or lack of it. This session will explain the basics of Rightshifting and the Marshall Model, giving the necessary context for the rest of the morning's sessions, and explaining how all this affects your job satisfaction, career prospects and life at work.

Lean Agile Scotland

October 26, 2012
Tweet

Transcript

  1. Perspectives on Rightshifting ©2012 www.fallingblossoms.com Opening Conversation • Why have

    you chosen to come to this session? • What would you like to take away from it? • How can we make your life more wonderful? 5
  2. Perspectives on Rightshifting ©2012 www.fallingblossoms.com Our Cause 6 “This world

    of ours… must avoid becoming a community of dreadful fear and hate, and be, instead, a proud confederation of mutual trust and respect.” ~ Dwight D. Eisenhower
  3. Perspectives on Rightshifting ©2012 www.fallingblossoms.com Some Principles... 7 Notes •

    Software is important (commercially). • Quality of Life at work is important (morally). • We have a social responsibility to make our businesses as effective as possible (ethically). • These are NOT incompatible (exactly the opposite, in fact).
  4. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Corroborating Data from ISBSG 9 Although this data is for projects (2087 separate projects), it looks surprisingly similar to the Rightshifting curve for organisations. ISBSG = International Software Benchmarking Standards Group
  5. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Waste Waste = All those activities that don’t add stakeholder value. (N.B. Some essential non value-adding activities always remain). Wasted effort % waste 100 75 50 25 80 10
  6. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Waste Waste = All those activities that don’t add stakeholder value. (N.B. Some essential non value-adding activities always remain). Wasted effort % waste 100 75 50 25 80 10
  7. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity % waste 100 75 50 25 11
  8. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity A % waste 100 75 50 25 11
  9. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity A B % waste 100 75 50 25 11
  10. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Productivity Not a direct reciprocal of waste. Can - and does - go negative. Productivity = unit of output per unit of input or value per unit of effort. Wasted effort Productivity A B F % waste 100 75 50 25 11
  11. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Software Development Life Cycle Code & Fix Waterfall 12
  12. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Software Development Life Cycle Code & Fix Waterfall Agile 12
  13. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Software Development Life Cycle Code & Fix Waterfall Agile Beyond? 12
  14. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Flow Mode Random Batch & Queue Sprints / Backlog / User Stories / Use Cases 13
  15. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Flow Mode Random Batch & Queue Sprints / Backlog / User Stories / Use Cases Systems Thinking – e.g. Single piece continuous flow? 13
  16. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Feedback Delay Random 3 – 6 Months 2 – 4 weeks 14
  17. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Feedback Delay Random 3 – 6 Months 2 – 4 weeks Daily 14
  18. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Administrative Project Management APM a.k.a. Ceremony, bean counting, and exemplified by command & control management style (transactional leadership). APM 15
  19. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Administrative Project Management Fun a.k.a. Job Satisfaction, Work-life balance APM a.k.a. Ceremony, bean counting, and exemplified by command & control management style (transactional leadership). APM Fun 15
  20. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Administrative Project Management Fun a.k.a. Job Satisfaction, Work-life balance APM a.k.a. Ceremony, bean counting, and exemplified by command & control management style (transactional leadership). APM Fun Wasted potential 15
  21. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Measurement Metrics Effort Rightshifted organisations put less effort into measurement because they have a better idea of their Rightshifting goals, therefore the questions to which they need answers, and thus what to measure. Plus, measurement is generally part of their BAU. 17
  22. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Toolheads Predilection Showing the relative predilection for tools (as the answer to e.g. ignorance), not so much the actual deployment or utilisation of tools. 18
  23. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? 19
  24. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? Inspection effort High Low 19
  25. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? Inspection effort Defects seen by users Many Few 19
  26. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Quality and Inspection How can Rightshifted organisations get away with so much less testing, yet still have very low defect rates? Inspection effort Quality Philosophy Defects seen by users Inspection (test after) Zero defects (test first) 19
  27. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Development Focus CV-centric Code-centric Requirements-centric 20
  28. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Development Focus CV-centric Code-centric Requirements-centric Learning-centric 20
  29. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Risk Awareness 22 Awareness Left-shifted organisations avoid talking (even thinking!) about risk. Agile practices more-or-less implicitly mitigate risk. Rightshifted organisations transcend risk management in favour of opportunity management.
  30. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Systematic Learning 23 Learning = knowledge systematically captured, and with BAU designed such that knowledge assets must be “Pulled” - and thus re-used - across projects. Learning
  31. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Unplanned Design Loopbacks 24 Frequency Many Few None Dip in frequency for e.g. Waterfall organisation is bought at the expense of product quality (fitness for purpose).
  32. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Unplanned Design Loopbacks 24 Frequency Many Few None Impact Dip in frequency for e.g. Waterfall organisation is bought at the expense of product quality (fitness for purpose). Even though e.g. Agile practices such as refactoring reduce the impact (cost) of design loopbacks, they may actually exacerbate their frequency.
  33. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Conformance to Schedules 25 a.k.a. Due Date performance. i.e. How often products are shipped on time, milestones and deadlines met, etc.. Best = circa 98% on-time delivery. Conformance Good Poor
  34. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Use of Third Parties 26 Third Parties here include benchmarking partners and organisations, consultants, etc. in the pursuit of (external) knowledge and skills. Involvement High Low
  35. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Deployment Problems 27 Problems with the product found “post-live” Problems Many Few
  36. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Metaphor in Use 28 Office work Software Factory Product Design (Studio)
  37. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 Metaphor in Use 28 Office work Software Factory Product Design (Studio) Value Stream Design
  38. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 The Four Mindsets Ad-hoc Analytic Synergistic Chaordic 29
  39. Perspectives on Rightshifting ©2012 www.fallingblossoms.com Closing Conversation • Some things

    have happened in this session that have made life more wonderful for me, and which I wish to thank you all for… (list) • What specific things have happened in this session that has made life more wonderful for you? (for which you might choose to express gratitude?) • Could you tell me how you feel now having experienced those specific things? • What need of yours was fulfilled by this session (that leaves you feeling x and y)? • 38
  40. Perspectives on Rightshifting ©2012 www.fallingblossoms.com 39 Thanks! Twitter: @flowchainsensei Blog:

    flowchainsensei.wordpress.com LinkedIn Group: UK Rightshifting Network
  41. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort
  42. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift
  43. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift Left drift
  44. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift Left drift Drag
  45. Perspectives on Rightshifting ©2012 www.fallingblossoms.com % of organisations Effectiveness 0

    1 2 3 4 5 The Four Management Measures 41 High Low Metrics Effort Rightshift Left drift Drag Turbulence