Dave Hughes has been a speaker at conferences for Lean Kanban, AgilePhilly, Agile & Beyond, the Project Management Institute, the Network for Women with Careers in Technology, the AICPA, the Software Engineering Institute, MITRE Corporation, and the Naval Undersea Warfare Center. Dave has taught professional development and technical courses to over 8,000 people world-wide. He has nearly four decades of business, engineering, and professional experience, including 22 years using Lean and Agile techniques. He originated Accepted Value Costing (AVC), the evolutionary approach to Lean-Agile costing and decision making.
Scrum "stall" is a common symptom of dysfunction when knowledge work teams favor procedure over committing to evolutionary change. The three ways of fast flow, fast feedback, and fast learning are embraced by many large financial services firms as strategic goals for realizing business value at startup speed, but teams and programs remain mired in low maturity ways of working. This experience report is about the successful experiments at Vanguard aligning the Kanban Method and Enterprise Services Planning (ESP) with its own enabling practices to improve key outcome measures. Overcoming Scrum "stall" by adopting the Kanban Method is the theme, with evidence of dramatic and immediate improvement in the flow of business value after adopting Kanban. A success story on repurposing meetings to align with enterprise services planning is included to illustrate the power of evolutionary change toward new ways of working in pursuit of fast flow, fast feedback, and fast learning.
"Flow" is among the most powerful Lean metaphors and, yet, many practitioners are content with superficial understanding. Cognitive studies confirm that figurative language is one of the most common expressions of creative behavior in everyday life. The conscious use of metaphor is enshrined in the Kanban Method, eXtreme Programming, Lean Manufacturing, and other systems engineering patterns. Indeed, "fluid intelligence" is a deliciously apt metaphor that describes this area of interest in psychology. The learning objective of this talk is to enhance your appreciation of the power of metaphor in the service of Lean and Systems Thinking through fun, thought-provoking examples.
Accepted Value Costing, or AVC, empowers product owners to sustain fast value flow using fast feedback loops and fast learning. This workshop is focused on product owners. It includes quick and easy hands-on exercises which show exactly how AVC increases the effectiveness of cost-to-value decision making within relatively short cycle times. Real-life examples of success and failure with lessons learned are included.
AVC is a permission-giver rooted in the theory and practice of management accounting, Lean product and process development, and the Agile philosophy. AVC defines a simple, minimalist set of tools and techniques that can be introduced as an experiment and evolved over time to suit each unique situation.
Learn new skills or test your existing skills for new product development. Make new friends by forming teams to meet the challenge of imagining, defining, implementing, and selling a product from scratch. If you have a laptop and know how to work with a spreadsheet, then you have everything you need to dive deeply into the TimeKeeper case study. Master techniques for integrating high-quality Agile product development practices at the program level. Achieve higher levels of Lean value delivery and program agility using practical tools for fast flow, fast feedback, and fast learning - the famous Three Ways of DevOps. Discover the powerful connection between team discipline and DevOps engineering excellence. Have fun while learning and doing.
Each participant receives a student workbook containing extensive page-by-page notes, references to original sources, and the TimeKeeper case study. The case study vision is a fully worked out example of a simple spreadsheet-based product which has been in use for over ten years; workshop participants reengineer this product. The four-page vision statement is a model of system integration quality. You and your team will apply Scrum and XP practices to deliver value every 20 minutes!
The key training objectives are:
- The Importance of Defining Good Product Features
- Fast Flow, Fast Feedback, and Fast Learning
- Business Release Cycle Planning and Reporting at the Program Level
- User Story Sizing With Scrum
- #NoEstimates Alternatives to User Story Sizing
- Mastering Functional and Non-functional Work Items
- Work Item Quality
- Work Item Acceptance Criteria
- Deciding on Product Trade-offs
- Decision Making Based On Cost-to-Value Metrics