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Cytat
Do celu tam się wysiada. Lec Stanisław Jerzy (pierw. de Tusch-Letz, 1909-1966)
A bogowie grają w kości i nie pytają wcale czy chcesz przyłączyć się do gry (. . . ) Bogowie kpią sobie z twojego poukładanego życia (. . . ) nie przejmują się zbytnio ani naszymi planami na przyszłość ani oczekiwaniami. Gdzieś we wszechświecie rzucają kości i przypadkiem wypada twoja kolej. I odtąd zwyciężyć lub przegrać - to tylko kwestia szczęścia. Borys Pasternak
Idąc po kurzych jajach nie podskakuj. Przysłowie szkockie
I Herkules nie poradzi przeciwko wielu.
Dialog półinteligentów równa się monologowi ćwierćinteligenta. Stanisław Jerzy Lec (pierw. de Tusch - Letz, 1909-1966)
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.1.Culture. Since we are living in uncertain times, let s not makeit worse by hiding things, one manager said.Teams are trustedto do their best work, and they do, which removes the need forescalations.Weekly estimates of the completion ranges of eachfeature are sent to the planning group, which graphs them.Themanager sketched a sample graph (Figure 4-1) and explained:On the top you see time, with the vertical line being the nextrelease date.Each pending feature has a range of completiondates, submitted by the team.The shaded portion is the rangeof uncertainty.In this case, if these are four features we wantto get into the next release, we can see that features 1 and 2are probably OK.Feature 3 is definitely at risk and feature 4probably needs attention.But we can see these problems longin advance so we have plenty of time to add more teams to afeature, take things out of a feature, or move the feature intothe next release.Figure 4-1Sketch of weeklyplanning graph 108 THE LEAN MINDSET2.Practices and processes.The organization decided to use Scrumas its process and trained trainers and coaches, who then trainedand coached teams.They allowed the prior projects to completeas scheduled, and over the course of a year, as projects ended,new feature teams were formed.3.Organizational structure.The group also changed its organi-zational structure to support the feature teams.Architecturalreview of all features is provided on a frequent basis usuallyweekly to maintain product integrity across teams.The results are remarkable.After 18 months, every re-lease has been on time and contained the desired fea-tures.Quality is significantly improved.Technical debt isbeing paid off.Because there is no attempt to forecasttoo far into the future, reliable commitments are made and kept.Teamsstay together and make their own decisions on how best to do work.As one manager said, We had to let go to gain control. SummaryEricsson Networks is still working through the transition process, andbecause there is a strong emphasis on local choice, there are many dif-ferent implementations of a lean and agile approach inside the organi-zation.Some development areas focus on implementing specific agilepractices.Other areas emphasize rapid flow and short feedback loopsbetween customers and development teams, encouraging teams to findbetter ways to do that.But in all cases, people are working in interdis-ciplinary teams, learning from each other, and focusing on customers.The net result is that many, many more intelligent, creative minds arebeing brought to bear on the fundamental imperative rapid, reliableresponse to a very rapidly changing marketplace.Anna: It s hard to believe that Ericsson abandonedprojects.M&T: Ericsson had been organized along functional lines,with project managers responsible for delivering productcapabilities by coordinating expertise across functions.This struc-ture had a long and successful history, but it resulted in severalproblems.First of all, handovers of information between functionstended to be inefficient; both knowledge and time were lost in ev-ery handover.As the number of handovers increased, the problems CHAPTER 4 GENUINE EFFICIENCY 109tended to escalate nonlinearly.Furthermore, workers in each func-tion were assigned to multiple projects, causing severe multitaskingthat increased inefficiencies.The inefficiencies of handovers andmultitasking showed up as decreased speed, and therefore slowertime to market.Projects often create artificial coupling between features that can,and generally should, be thought of as separate concepts.Abandon-ing projects was a key step in helping teams think about individ-ual features in a more holistic, customer-focused way.Organizingaround features also helps eliminate multitasking, because teamswork on one feature at a time.Finally, managing flow gives managers more control and deliversmore predictable results than managing a task-based schedule, aswe saw in Case 2.Otto: It seems to me that those teams aren t really au-tonomous; they have central planning and a centralarchitecture group.M&T: Ericsson is a platform creator, and platforms arecomplex systems
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