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Inspect and Adapt Workshop Toolkit

Inspect and Adapt Workshop Toolkit. Improving Release Outcomes (or any other problem) with Root Cause Analysis and Corrective Action. Predictive vs. Empirical Process.

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Inspect and Adapt Workshop Toolkit

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  1. Inspect and Adapt Workshop Toolkit • Improving Release Outcomes (or any other problem) with Root Cause Analysis and Corrective Action

  2. Predictive vs. Empirical Process If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice. ̶ Ken Schwaber Empirical (Adaptive) Process Process Outputs Inputs Controls Plan – measure – adapt – repeat

  3. Kaizen Mind • 70% of improvement processes that require change fail, mainly due to a lack of sense of urgency amongst leadership. • ̶ John Kotter, Harvard Business School • There is a sense of danger. • ̶ Koki Konishi, Toyota City Technical Skills Academy • We need “kaizen mind” an unending sense of crisis behind the company’s constant drive to improve. • ̶ Jeff Sutherland – co-creator of Scrum

  4. Kaizen Mind Example Excerpt from a board presentation from a high performing agile program in year 4 of agile adoption

  5. Kaizen Mind and Lean Thinking Continuously solving root problems drives organizational learning • Go and See for yourself to thoroughly understand the situation • Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly; • Become a learning organization through relentless reflection ̶ The Toyota Way Image taken from:http://jude-users.com/en/modules/weblog/details.php?blog_id=37

  6. Exercise ‒ Gap Analysis • All release objectives were assigned a business value from 1-10 • Review and rate your release achievements • How well did you do against your stated objectives, including a) timeliness, b) content and c) quality? • Scale: (1-10), max being max total business value • Average these across all objectives and give yourself a percent achievement score • Timebox: ? Exercise – How did we do?

  7. Problem Solving Workshop Insufficiently Reliable Release Commitments? (or) Any other problem that is inhibiting performance

  8. Problem Solving Tools • Root Cause Analysis (Fishbone) Diagram • Pareto Chart • Corrective Action Plan

  9. Root Cause Analysis Diagram • Definition: A graphic tool used to explore and display opinion about sources of variation in a process. • Also called a Cause-and-Effect , Ishikawa Diagram (who first used the technique in the 1960s.) or Fishbone Diagram. • Purpose: To arrive at a few key sources that contribute most significantly to the problem being examined.  • These sources are then targeted for improvement.  • Also illustrates the relationships among the wide variety of possible contributors to the effect. • The name of a basic problem of interest is entered at the right of the diagram at the end of the main  "bone". Source: wikipedia

  10. Root Cause Analysis (Fishbone) Diagram Our main “bones” represent typical sources of problems in software People Process Insufficiently Reliable Release Commitments Tools Project Environment

  11. Root Cause Analysis Diagram, contd. • The main possible causes of the problem (the effect) are drawn as bones off of the main backbone.  • The starting bones represent all possible influences.  • Brainstorming is typically done to add possible causes to the main "bones" and more specific causes to the "bones" on the main "bones".   • This subdivision into ever increasing specificity continues as long as the problem areas can be further subdivided. • The practical maximum depth of this tree is usually four or five levels. • When the fishbone is complete, one has a complete picture of all the possibilities about what could be the root cause for the designated problem. Source: wikipedia

  12. The 5 Why’s • The 5 Whys is a question-asking method used to explore the cause/effect relationships underlying a particular problem. Ultimately, the goal of applying the 5 Whys method is to determine a root cause of a defect or problem. • A critical component of problem solving training integral to the Toyota Production System. • The architect of the Toyota Production System, TaiichiOhno, (Toyota Chairman) described the 5 whys method as "... ... by repeating why five times, the nature of the problem as well as its solution becomes clear.” • The tool has seen widespread use beyond Toyota, and is now used within Kaizen, lean manufacturing, and Six Sigma. Source: wikipedia

  13. Example ‒ The 5 Why’s • Questioning could be taken further to a sixth, seventh, or greater level. • This would be legitimate, as the "five" in 5 Whys is not gospel; rather, it is postulated that five iterations of asking why is generally sufficient to get to a root cause. • The key is to avoid assumptions and logic traps • Instead trace the chain of causality in direct increments from the effect to a root cause that still has some connection to the problem. • My car will not start. (the problem) • Why? – The battery is dead. (first why) • Why?–The alternator is not functioning. (second why) • Why?–The alternator belt has broken. (third why) • Why?–The alternator belt was well beyond its useful service life and has never been replaced. (fourth why) • Why?–I have not been maintaining my car according to the recommended service schedule. (fifth why, root cause) Source: wikipedia

  14. Root Cause Analysis (Fishbone) Diagram Cause of cause of cause of cause 1 Cause of cause of cause 1 People Process Cause of cause 1 Cause 1 Insufficiently Reliable Release Commitments Tools Project Environment

  15. Exercise- Root Cause Analysis • Succinctly state the problem you are addressing • Create a fishbone diagram for your problem statement • Brainstorm potential causes of the problem, and place them on the chart • For each cause identified, use the 5 whys technique to get to a potential root cause • Prepare to present your result • Timebox: ? minutes Exercise – Create your fishbone diagram

  16. Problem Solving Tools • Root Cause Analysis (Fishbone) Diagram • Pareto Chart • Corrective Action Plan

  17. Pareto Analysis • Pareto analysis is a statistical technique in decision making that is used for selection of a limited number of tasks that produce significant overall effect. • It uses the Pareto principle – 20% of the work can generate 80% of the advantage of doing the entire job. • In terms of quality improvement, a large majority of problems (80%) are produced by a few key causes (20%).

  18. Pareto Analysis, contd. • Useful where many possible courses of action are competing for your attention. • The problem-solver estimates the benefit delivered by each action, then selects a number of the most effective actions that deliver a total benefit reasonably close to the maximal possible one. • Helps stimulate thinking and organize thoughts. Source: wikipedia

  19. Prioritize Root Causes Cause of cause of cause of cause 1 Cause of cause of cause 1 People Process Cause of cause 1 Cause of cause 1 Cause 1 Insufficiently Reliable Release Commitments Tools Project Environment

  20. Pareto Analysis Result: a histogram of relative importance of root causes

  21. Exercise- Pareto Analysis • Use a cumulative voting technique to do a Pareto analysis of each identified root cause • Each team member gets 10 votes • Place your votes on as few or as many (limit 5 votes per item) root causes as appropriate • Refactor, re-aggregate causes as appropriate • Use that data to create a big visible histogram chart • Prepare to present your result • Timebox: ? minutes Exercise – Create your Pareto chart

  22. Timebox: ? Group Review of Root Cause Analysis and Pareto Charts

  23. Problem Solving Tools • Root Cause Analysis (Fishbone) Diagram • Pareto Chart • Corrective Action Plan

  24. Houston, we have a problem. After we determine we have a problem, what’s next? • Ignore it - the problem may go away • Blame it on another team • Blame it on the business owner • Blame it on another program • Create a Corrective Action Plan Answer: • Create a Corrective Action Plan Image taken from: www.theage.com.au

  25. Corrective Action Plan What is a Corrective Action Plan anyway? • Corrective – A different course of action • Action – Active steps we can realistically accomplish • Plan – Organized, purposeful, accountable, measurable No solution without a CAP

  26. Effective Corrective Action Plans • State the new problem (the selected root cause) succinctly • Brainstorm a solution. Divide into discrete activities. • Establish accountability • Specify measurable results • Set achievable deadlines • Monitor progress A journey of a thousand miles begins with a single step.

  27. Corrective Action Plan Components • State the new problem succinctly • Pick one specific root cause, i.e. the top root causes that you identified in your analysis • Restate that as the new problem Root cause of the problem

  28. Corrective Action Plan Components • Brainstorm a solution • Brainstorm prospective solutions with the team • Cumulative vote on suggested next steps How do you eat an elephant? One bite at a time.

  29. Corrective Action Plan Components • Establish accountability • Identify the stories you’ll need to effect the solution • Take responsibility for stories • Prepare to put the stories on your release plan • Escalate those impediments that are outside of your control

  30. Corrective Action Plan Components • Specify measurable results • What measures can we use to track progress?

  31. Corrective Action Plan Components • Set achievable deadlines • Not to fast • Not to slow • Not TBD • Action 1 • 3/16/20011 • Action 3 • 5/01/2011 TBD • Action 2 • 4/11/2011

  32. Corrective Action Plan Components • Monitor Progress • How will we track our action steps? • How will we know when this is no longer the biggest problem? • Define what “done” means for the CAP

  33. Effective Corrective Action Plans • State the problem succinctly • Brainstorm a solution. Divide into discrete parts. • Establish accountability • Specify measurable results • Set achievable deadlines • Monitor progress Houston, We have a plan

  34. Exercise- Corrective Action Plans • Pick the top root cause on your Pareto chart • Build a corrective action plan • Prepare to present your results • Timebox: ? minutes Exercise – Build Your Corrective Action Plan

  35. 1 …… 2 ….. 3 ….. 4 ….. 5 ….. 6 ….. Timebox: ? minutes Group Review of Corrective Action Plans

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