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Incremental & Continuous Process Improvement in Engineering Organizations

Incremental & Continuous Process Improvement in Engineering Organizations

Sehyun Lee (LINE Biz Plus / Fintech Engineering Improvement / Lead)

https://tech-verse.me/ja/sessions/91
https://tech-verse.me/en/sessions/91
https://tech-verse.me/ko/sessions/91

Tech-Verse2022
PRO

November 18, 2022
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Transcript

  1. None
  2. None
  3. None
  4. Agenda - Why Process Improvement - Introduction to Process Health

    Framework - Process improvement based on Process Health Framework - Lessons learned - Next Step
  5. Why Process Improvement

  6. Meaning of ‘Process’ in this session + Working style Work

    procedure + Work environment Process
  7. Major topic of all engineering organizations !(#$%&'('), #$%+(')) -./' Quality

    Productivity Defects, Performance
  8. Why Process Improvement is necessary General approach § Increase Quality

    and Productivity Quality Productivity Measure Quality, Productivity Solve root cause problem Process Improvement Process
  9. Difficulties in Process Improvement Motivation Continuity What to improve

  10. Need to change approach Change perspective! § Increase Quality and

    Productivity Quality Productivity Measure Quality, Productivity Solve root cause problem Process Improvement Process § Increase Process Quality and Satisfaction Measure process Improve process Positive impact on Quality and Productivity Quality Productivity Process
  11. Introduction to Process Health Framework

  12. What is Process Health Framework Quantitative process diagnosis Guide for

    process improvement
  13. Process Health Framework Design Concept § Input Quality § Output

    Quality § Human error § Inefficiency/Waste/Delay § Repeatable 16 Factors that affect quality and productivity 3 Process Indicators Survey Questions for quantitative diagnosis Process
  14. § Production process is healthy? Process Indicator & Factor Requirement

    Analysis Engineering Quality Design Development Validation Deployment Operation
  15. § Is there a Management system for the entire production

    process that allows people to focus on work? Process Indicator & Factor Scope Management Management Visibility Resource Management Communication /Collaboration Schedule/Progress Management Risk/Issue management
  16. § Engineering Quality, Management Visibility are sustainable? Process Indicator &

    Factor Organizational Capability Knowledge Management New Member Soft-Landing Process Performance Tool Management Improvement
  17. Process Indicator & Factor Dev, QA, SRE… Common Engineering Quality

    Management Visibility Organizational Capability
  18. Survey Questions Factor Expectations Comprehensive Questions Knowledge Management § Systematic

    WIKI document management § Easy to search for necessary information & documents § Easy to understand previous history § It is easy for our team to find and use the information needed to perform the tasks in charge. § Our team is conducting change management of information necessary for performing tasks. EXAMPLE
  19. Process Health Dashboard Indicator Status Indicator § Baseline § Trend

  20. Process Health Dashboard Details by factor Factor § Decreased §

    Increased § Consistently high
  21. Process Health Dashboard Focusing area Survey Question § Reduced/ Increased

    satisfaction § High percentage of negative response rate
  22. Process Improvement based on Process Health Framework

  23. Process Health Overall Status Indicator Average: 3.85 → 4.35

  24. How to use - Our approach Process Health Survey Check

    focusing area Set up improvement goals Execute improvement tasks ‘Quarterly’ Improvement Cycle
  25. Improve our approach Who Approach Finding § PI (Process Innovator)-led

    § Targeting focusing area § Learn improvement needs - Interview Members § Proposal for improvement § Effective with common needs § Limited - Improvement experience ↓ Mid phase ~ (2022. 2Q ~ Now) Initial phase (2021. 2Q ~ 2022. 1Q) § Organization-led § Refer to survey result § Identify & prioritize improvement needs § Set-up OKR-based goals § Execute improvement tasks § Effective with organizational specific needs § Parallel - Improvement experience ↑ * OKRs stand for objectives and key results, a goal-setting methodology that can help your team set and track measurable goals.
  26. Major Focusing Area * Process Health Check Cumulative results (1st~6th)

    Improvement needs Improvement experienced
  27. Various Improvement Cases Dev QA Plan Result Improvement Needs Satisfied

    Insufficient documentation Requirements Document Template Impact on existing specifications Planning Checklist Engineering Quality > Requirement Analysis (1/3)
  28. Various Improvement Cases Dev QA Plan Result Improvement Needs Satisfied

    Insufficient update Requirement Review Procedure Document update after Q&A Engineering Quality > Requirement Analysis (2/3)
  29. Various Improvement Cases Dev QA Plan Result Improvement Needs Satisfied

    Insufficient change management Change Request Procedure Requirements Reception Channel Official request for impact analysis Engineering Quality > Requirement Analysis (3/3)
  30. Various Improvement Cases Result Improvement Needs Satisfied Not reviewed or

    not merged PR Git Reminder Bot Remind timing of PR review and merge Dev QA Organizational Capability > Tool Management (1/2) PR: Pull Request
  31. Various Improvement Cases SRE: Site Reliability Engineer Result Improvement Needs

    Satisfied Difficulty checking ACL rules SRE / DevOps ACL Check Method ACL Check Script Rule Search Web-based Tool Dev Organizational Capability > Tool Management (2/2)
  32. Various Improvement Cases App Dev QA Server Dev Result Improvement

    Needs Satisfied Fragmentation of information (iOS/Android) Development Document Maintenance Native Screen Naming Uniform Screen ID Debug Options Organizational Capability > Knowledge Management (1/2)
  33. Various Improvement Cases App Dev QA Server Dev Undefined or

    fragmented specs Result Improvement Needs Satisfied Core Function Structure/ Specification Refactoring Development Document Maintenance Organizational Capability > Knowledge Management (2/2)
  34. Various Improvement Cases Lack of Guide and Training Result Improvement

    Needs Satisfied On-boarding Guide Guide Items Standardization Guide Structure Deduplication Organizational Capability > New member soft-landing (1/3)
  35. Various Improvement Cases Lack of Guide and Training Result Improvement

    Needs Satisfied Organizational Capability > New member soft-landing (2/3) On-boarding Curriculum On-boarding Goal by Phase
  36. Various Improvement Cases Lack of Guide and Training Result Improvement

    Needs Satisfied Organizational Capability > New member soft-landing (3/3) Continuous Feedback every 1, 3, 6 months
  37. Various Improvement Cases New member Existing member Leader Result Improvement

    Needs Satisfied Lack of Guide and Training On-boarding Guide Guide Items Standardization Guide Structure Deduplication On-boarding Curriculum On-boarding Goal by Phase Continuous Feedback every 1, 3, 6 months Organizational Capability > New member soft-landing
  38. VOC It is used to see the health of the

    team It helps us see if our team is on the right path Meaningful items that the engineering org. should pay attention to Finding and improving unclear processes has become a constant task Continuous improvement activities, continuing to check process-related problems in weekly Meaningful improvement as the members implemented the improvements they wanted Benefits
  39. VOC If the survey scores are low, I feel like

    we’re doing something wrong When I talk to my team about the focusing area, there are cases where there is no need for improvement, or it cannot be improved There is a burden to do additional work when the survey results are released Sometimes, It is Difficult to find areas to improve based on the survey results Difficulties
  40. Effort to overcome difficulties Consensus Continuous Communication Additional Work /

    Survey fatigue Identifying member needs Difficulty in specifying improvement tasks 1on1, Retrospective, Task Force
  41. Lessons Learned

  42. Lessons Learned Continuous approach Leader’s role Member participation § Repeat

    Improvement cycle § Accomplishment § Consensus § Positive Improvement cycle § Solve improvement needs § Motivation
  43. Next Step

  44. Next Step Member-led improvement culture Expand application target Advanced Process

    Health Framework
  45. None
  46. Thank you

  47. Appendix

  48. Factor Survey Questions Requirement Analysis § I am provided with

    enough information for requirements/specification analysis. § Our team responds appropriately to requirements and changes in requirements. § I am aware of specifications that are added/changed during development or QA. Design § Our team creates and manages design documents to understand the structure and implementation of the product. § Our team's design reviews help to improve design quality. Development § I am satisfied with the process and results of the code review. § Our team creates readable code. § Our team conducts necessary tests during development to ensure that the changes are valid and there is no impact from the changes. Validation § Our team releases verified branches into the service environment. § The output of our team satisfies our planning intentions. § I am aware of our organization's quality standards. Deployment § Our team undergoes check on release preparations before deployment. § I understand and comply with the development/deployment process. Operation § Our team is satisfied with the response system in consideration of the urgency when a problem occurs with the service being operated. § Our team is active in analyzing the root cause of outage and responding to measures to prevent recurrence. [Appendix] Survey Questions (1/3) Engineering Quality
  49. Factor Survey Questions Scope Management § In our team, task

    priorities are managed. § In our team, background information is given and priorities are adjusted when the scope of task changes. § In our team, it is easy to understand the impact of the change in the scope of the task and to negotiate the schedule. Resource Management § Our team estimates man-hours when performing tasks and updates the estimate according to reality. § Our team allocates workloads in consideration of exceptional circumstances that may arise from experience when performing tasks. Schedule/Progress Management § Our team manages the task schedule plan and progress easily. Risk/Issue management § In our team, Risks/Issues are identified at the appropriate time and the responsible department (person in charge) is assigned. § Our team is doing well with risk/issue tracking. § Our team is resolved without risk being issued. Communication/ Collaboration § I have a good understanding of the task goals and the R&R of the members who will collaborate with me. § Our team works smoothly with related departments and task progressing members. § I understand the purpose of most of the meetings I attend, and things are going well for that purpose. [Appendix] Survey Questions (2/3) Management visibility
  50. Factor Survey Questions Knowledge Management § It is easy for

    our team to find and use the information needed to perform the tasks in charge. § Our team is conducting change management of information necessary for performing tasks. New Member Soft-landing § Our team provides the training needed for new members to understand the service and adapt to their work. § Our team provides new members with information necessary to understand and perform their work methods, such as Fintech's own systems, terms, and work standards. Tool Management § I have no difficulty in utilizing the tools and systems that my team uses to perform work. Process Performance § Our service has defined an appropriate work process that is the standard for performing work. § Our team's business processes are helpful. § Our team complies with work standards/processes. Improvement § Our team is active in improving the way we perform our work. § I feel that the way our team performs its work is improving. [Appendix] Survey Questions (3/3) Organizational capability