Inspect and Adapt Template (v5.3)

Inspect and Adapt
Applying the Philosophy and

Discipline of Kaizen Mind
Training . Certification . Community

academy@scaledagile.com
2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC.

Scaled
2008 - 2013Agile Framework
Scaled Agile, Inc. andisLeffingwell,

a trademark LLC.ofAllLeffingwell, LLC.
rights reserved. V5.3
1
Agenda
Inspect & Adapt Context

Part 1: The PSI Solution Demo
Part 2: Quantitative Measurement
Part 3: The Problem Solving Workshop
Overview
Root Cause Analysis (Fishbone) Diagram
Pareto Chart
Corrective Action Plan
2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 2
Inspect & Adapt Context
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
Empirical (Adaptive)
(Adaptive) Process
Process
Process Outputs
Inputs
Controls
Plan
Plan measure
measure adapt
adapt repeat
repeat
Kaizen Mind
Kaizen ( ) is Japanese for "change for the better" and refers to a
philosophy of continuous improvement
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.

The Toyota Way Is Translated for a - Koki Konishi, Toyota City Technical Skills Academy
New Generation of Foreign Managers
by Marking Fackler,
New Your Times, February, 2007
We need kaizen mind an unending sense
of crisis behind the companys constant
drive to improve.
- Jeff Sutherland co-creator of Scrum
Kaizen Mind Example
Excerpt from a board presentation from a high performing agile
company, in year 4 of agile
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
Inspect and Adapt Overview
Inspect and Adapt (I&A) is to a Release Train what the sprint demo
and retrospective are to a team
I&A has three parts:

Part 1. The PSI demo
of the solutions
current state to
program stakeholders
Part 2. Quantitative
measurement
Part 3. The problem
solving workshop
Timebox: 3-4 hours per

PSI
Part 1: The PSI Solution Demo
Teams demonstrate the current state of the solution to the
appropriate stakeholders, thereby getting the fast feedback they need
to steer a proper course
Often led by product

management and the
system team
Attended by business
owners, program
stakeholders, product
management, release
train engineer(s), Scrum
Reprinted by Permission of Rally Software Development
Masters, and teams
Part 2: Quantitative Measurements
As part of the PSI Solution Demo, teams compare planned vs. actual
business value achieved for the PSI Objectives
Notes
Teams and business
owners self-assess
the percentage of
business value they
achieved for each
objective
Each teams planned
vs. actual can then be
rolled into the
Release Predictability
Report
Teams also review
any other agreed to
measures
Team Performance Report Other Metrics
Release Predictability Report
The Release Predictability Report show whether the PSI objectives %
completion falls within an acceptable process control band
120
Percent Objectives Achieved
100
Target: effective
80 process control
range
60
40
20
0
PSI 1 PSI 2 PSI 3 PSI 4 PSI 5
Team A: (out-of-control development)

Team B: (controlled development)
Program
Using root cause analysis, teams systematically address the larger
impediments that are limiting velocity
1. Agree on the problem to 2. Do root cause analysis 3. Pareto chart possible

solve (+five whys) causes
Insufficiently
Insufficiently
Reliable
Reliable Release
Release
Commitments?
Commitments?
4. Pick the biggest- restate

5. Brainstorm solutions 6. Take action
the new problem.
Establish accountability
Create new stories
Insufficient
Insufficient
Specify measurable results
architectural
architectural
runway
runway Set achievable deadlines
Monitor progress
Part 1: The PSI Solution
Demo
Solution PSI Demo
PSI 1 Demo
1. System level demo (Insert any
2. Team 1 highlights context slides
and stage the
3. Team 2 highlights
demo using this
4. Team 3 highlights agenda)
5. ...
Timebox:
60 minutes
Part 2: Quantitative
Measurements
Team Performance Assessment
How did we do?

All teams PSI 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 program percent
achievement score
Timebox:
30 minutes
Other Metrics
How did we do?

Collect and discuss any other program (Insert any
metrics that the team has agreed to context slides
collect and stage the
metrics review
using this
agenda)
Timebox:
30 minutes
Part 3: The Problem
Solving Workshop
Overview
Root Cause Analysis (Fishbone)
Diagram
Pareto Chart
Using root cause analysis, teams systematically address the larger
impediments that are limiting velocity
1. Agree on the problem to 2. Do root cause analysis 3. Pareto chart possible

solve (+five whys) causes
Insufficiently
Insufficiently
Reliable
Reliable Release
Release
Commitments?
Commitments?
4. Pick the biggest- restate

5. Brainstorm solutions 6. Take action
the new problem.
Establish accountability
Create new stories
Insufficient
Insufficient
Specify measurable results
architectural
architectural
runway
runway Set achievable deadlines
Monitor progress
Agree on the Problem
Agree on the Problem(s) to Solve

1. Identify program issues and restate as problems
You may arrive at these through a variety of means:
Have Scrum Masters summarize top themes which emerged in their team
retrospectives and the improvement backlog items which were identified, targeted,
and completed.
Collectively discuss program issues as a group
Restate the information you gather as succinct problem statements
2. Vote on most important

Either select enough so each breakout group will have one, or have multiple groups
work on one in parallel
3. Self organize into groups of 7 +/- 2 and select the problem your group
will be analyzing
Timebox:
90 minutes
Part 3: The Problem
Solving Workshop
Overview
Diagram
Pareto Chart
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
Our main bones represent

typical sources of problems
People Process in software
Insufficiently
Insufficiently
Reliable
Reliable
Release
Release
Commitments
Commitments
Tools Program Environment
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
The 5 Whys
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 problem solving training component, integral to
Total Quality Management
This tool is used routinely within Kaizen, lean
manufacturing, and Six Sigma and TQM
The architect of the Toyota Production System, Taiichi Ohno,
(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.
Source: wikipedia
Example The 5 Whys
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)
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.
Source: wikipedia
Cause of
cause of
cause of
cause of
cause 1
Cause of People Process

cause of
cause 1
Cause of
cause of
cause of
cause 1 Cause of
cause 1 Cause 1
Insufficiently
Insufficiently
Reliable
Reliable
Release
Release
Commitments
Commitments
Root Cause Analysis
Create Your Fishbone Diagram

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:
45 minutes
Part 3: The Problem
Solving Workshop
Overview
Diagram
Pareto Chart
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%).
Source: wikipedia
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
Prioritize Root Causes
Cause of cause of
cause of cause 1 Cause of cause of
cause 1
People Process
Cause of
Cause of cause 1
cause 1
Cause 1
Insufficiently
Insufficiently
Reliable
Reliable
Release
Release
Commitments
Commitments
Pareto Analysis
Result: a histogram of relative importance of root causes
10
9
8
7
6
5
4
3
2
1
0
Cause 1 Cause 2 cause 3 Cause 4 Cause 5 Cause 6
Pareto Analysis
Create Your Pareto Chart 10

9
8
Use a cumulative voting technique to 7
do a Pareto analysis of each 6

5
identified root cause 4
3
2
Each team member gets 10 votes 1
0
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:
30 minutes
Part 3: The Problem
Solving Workshop
Overview
Diagram
Pareto Chart
Houston, we have a problem.
Houston,
Houston, we
we
have
have aa
After we determine we have a problem, problem...
problem...
whats next?
a. Ignore it - the problem may go away
b. Blame it on another team
c. Blame it on the business owner
d. Blame it on another program
e. Create a Corrective Action Plan
Answer:
e. Create a 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
Effective Corrective Action Plans
1. State the new problem (the

selected root cause) Root
Root cause
cause of
of the
the
problem
problem
succinctly
2. Brainstorm some potential Corrective

solutions Action
Plan
3. Break it into parts. Take Houston,
Houston, wewe
have
have aa plan!
plan!
responsibility
4. Specify measurable results
5. Set achievable deadlines
6. Monitor progress
Corrective Action Plan Components
1. State the new problem

clearly and succinctly
Pick one specific root cause,
i.e. the top root cause that
you identified in your pareto
analysis
Restate that as the new
problem
Clearly restate your problem
2. Brainstorm a solution
Brainstorm prospective
solutions with the team
Cumulative vote on
suggested next steps
Brainstorm solutions
Vote on next steps
3. Take responsibility
Identify the stories youll
need to effect the solution
Take responsibility for stories
Prepare to put the stories on
your release plan
Know whos owning what
4. Specify measurable
results
What measures can we use
to track progress?
What does progress look like?
5. Set achievable
deadlines
Not too fast
Not too slow
Not TBD
Make your goals achievable
6. 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 Corrective Action Plan
Make your progress as
visible as your problems
Build Your Corrective Action Plan

Pick the top root cause on your Pareto chart
Restate it as a problem
Build a corrective action plan. This will create
your program improvement backlog items
Prepare to present your results to the group
Timebox:
60 minutes
Questions?

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Inspect and Adapt

Applying the Philosophy and

Training . Certification . Community

2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC.

Inspect & Adapt Context

70% of improvement processes that

There is a sense of danger.

Go and See for yourself to thoroughly understand the

I&A has three parts:

Timebox: 3-4 hours per

Often led by product

Team A: (out-of-control development)

1. Agree on the problem to 2. Do root cause analysis 3. Pareto chart possible

4. Pick the biggest- restate

How did we do?

How did we do?

1. Agree on the problem to 2. Do root cause analysis 3. Pareto chart possible

4. Pick the biggest- restate

Agree on the Problem(s) to Solve

2. Vote on most important

Definition: A graphic tool used to explore and display

Purpose: To arrive at a few key sources that contribute most

Our main bones represent

Tools Program Environment

The main possible causes of the problem (the effect) are

The 5 Whys is a question-asking method used to explore

My car will not start. (the problem)

Questioning could be taken further to a sixth, seventh, or greater

Cause of People Process

Tools Program Environment

Create Your Fishbone Diagram

Pareto analysis is a statistical

Useful where many possible courses of action are

Tools Program Environment

Result: a histogram of relative importance of root causes

Create Your Pareto Chart 10

do a Pareto analysis of each 6

Action Active steps we can

Plan Organized, purposeful,

1. State the new problem (the

2. Brainstorm some potential Corrective

4. Specify measurable results

5. Set achievable deadlines

1. State the new problem

Clearly restate your problem

Vote on next steps

Know whos owning what

What does progress look like?

Make your goals achievable

Build Your Corrective Action Plan

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