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TEAMS DAD GOAL
USODEIDAPROCESSGOALS
+
An Experiment example [failed]: Unit Testing introduction
• Used Metrics:
maximum test writing time equal to 1/3 of the total coding + testing
50% reduction reduction of re-working
• Measured values:
testing time higher than coding time
• Reason:
legacy system with strong code dependencies that make difficult to
identify minimal "units"
high cost of refactoring
• Next experiment:
Focus on functional tests for the as-is
Introduction of the unit tests only for new developments
Note: this is an acceptable choice since the core of the system has been
stable and unchanged for many years](https://image.slidesharecdn.com/2020vilniusdisciplinedchangeeng-201030105535/75/The-Disciplined-Approach-to-Change-27-2048.jpg)
Uploaded byFelice Pescatore
The Disciplined Approach to Change
The document discusses a disciplined approach to change within organizations, emphasizing the need for agility while avoiding overly prescriptive frameworks that can hinder productivity. It presents the concept of 'guided continuous improvement' through small experiments and actionable metrics, using a case study from Angel Health Inc. to illustrate the practical application of lean change management principles amidst its challenges. Ultimately, the document advocates for context-driven strategies that promote effective change and sustainable efficiency improvements.
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The Disciplined Approach to Change
- 1. xebir.com [email protected] Felice Pescatore @felicepescatore October 28– 29, 2020 The Disciplined Approach to Change
- 2. xebir.com [email protected] “Change is HARDat first, MESSY in the middle and GORGEOUS at the end.” Robin S. Sharma
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- 4. xebir.com [email protected] Ok, we needto EVOLVE because the things doesn't work in that way… BUT… HOW?
- 5. xebir.com [email protected] …. what stupid question…it’s obvious! We must do: AGILE!
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- 8. xebir.com [email protected] AGILE FRAMEWORKS born withthe intention to helping organizations to reach the Agility, the risk is that they become a boomerang if they are too much prescriptive!
- 9. xebir.com [email protected] Productivity Time Following a prescriptive framework Knesek,Doug - Agile is Dead, and it Died in Infancy – Flexion Inc, Agile 2018 Ambler, Scott and Lines, Mark- Choose your WoW A framework expresses its maximum power when it is fully implemented, but... … according to the real implementation results, this is almost impossible!
- 10. xebir.com [email protected] Recent studies highlight thatthe real benefit of a robust adoption of Agile leads to a productivity improvement of about 12%
- 11. xebir.com [email protected] ESCAPE FROM METHODPRISON Fragility and Iatrogenesis are the main risks of frameworks. Frameworks can have side effects that exceed the benefits of their application. https://www.infoq.com/articles/escape-method-prson
- 12. xebir.com [email protected] A BETTER APPROACH: OPTIONSENABLING! use a PRAGMATIC AND CONTEXTUALIZED approach to push the company constantly beyond its limits and make the identified solutions more efficient.
- 13. xebir.com [email protected] DISCIPLINED CHANGE without disciplineno change can really be considered as such
- 14. xebir.com [email protected] THEDISCIPLINEDAPPROACHTOCHANGE The Disciplined Approachto Change is like an ANTHILL! Every ant moves in a coordinated way to collectively help in the big challenge. In our case, the "ant" is the vector for a "small change" that we selected to help the company make a small improvement, verify it directly in daily work, testing the response of the people impacted and using actionable metrics to evaluate the results. If these results live up to expectations, we can continue to refine the adoption, if not, this isn’t a problem: we can quickly identify a different tactic to adopt and take it to the ant! https://www.infoq.com/news/2020/10/disciplined-approach-change/
- 15. xebir.com [email protected] GUIDED CONTINUOUS IMPROVEMENT Improvement GuidedContinuous Improvement Continuous Improvement Adopting a prescriptive approach or framework GUIDEDCONTINUOUSIMPROVEMENT No Need To Reinvent The Wheel”!
- 16. xebir.com [email protected] PMI DISCIPLINED AGILETOOLKIT makes the "tricks" explicit, dispelling the myth that a framework or a methodology can be the solution for every problem. DA provides the foundation for the develop the BUSINESS AGILITY
- 17. xebir.com [email protected] DISCIPLINED AGILE TOOLKIT ProcessBlades A Process Blade brings together, in a cohesive way, the key aspects related to a specific business area, making it clear: communication flow, organization, roles, responsibilities, etc. PMIDADISTILLED Process Goals The Process Goals concretize the concept of «Guided Continuous Improvement» through operational suggestions to be adopted
- 18. xebir.com [email protected] LEAN CHANGE MANAGEMENT providesthe fundamentals for change based on small continuous experiments in order to reduce the risks and react to evidence
- 19. xebir.com [email protected] DISCIPLINED AGILE TOOLKIT LEANCHANGEDISTILLED 21.Definea starting change model 3. Validate continuously the results Lean Change Canvas & Strategic Change Canvas Measure Outcomes Organization Organizati on 2.Create a plan made by small experiments Build Minimum Viable Changes (MVC) The change plan Incremental changes to experiment in the organization Validate the results and update the plan Accelerate Adoption
- 20. xebir.com [email protected] Note: Angel HealthInc. is a fantasy name, used for N.D.A. reason, but the proposed case study is a real case. CASE STUDY ANGELHEALTH
- 21. xebir.com [email protected] ANGELHEALTHinc. Angel Health inc.is a company with more than 25 years of history, with the administrative and operational heart in Europe, capable of providing complete medical solutions for patient care. As part of the reorganization, the subsidiary related to develop the patient support platform starting to work in agile manner, with the hope to became more efficient and improve the response to continuous requests for innovation. ANGELHEALTH
- 22. xebir.com [email protected] LEAN CHANGE MANAGEMENT CHALLENGES DAprinciple: Context Counts • Worldwide customers • Medical Background • Hardware and Software • One big team of 30 Devs • Silos skills • External Managed Production Environments • Legacy 15years old system • Few new native cloud services • Different versions for different countries • Partially distributed • Support people in different time zone • Silos skills • Technical law • Medical Law • Strong Security, Privacy and Device Quality • More company divisions • External consultants • External specialists
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- 24. xebir.com [email protected] FMC AGILE T.E.A.M CoE:Center of Excellence CoP: Community of Practices n. Ops 4/5 BI/Data Expert 1 Po 1 SM/TL Agile Team Ops Team 7+ dev Expert 1 Po 1 SM/TL 1 BI/Data 1 Tester Agile Team 7+ dev Expert 1 Po 1 SM/TL 1 BI/Data 1 Tester Agile Team 7+ dev Expert 1 Po 1 SM/TL 1 BI/Data 1 Tester Agile Team 7+ dev Expert 1 Po 1 SM/TL 1 BI/Data 1 Tester Agile Team ReleaseBacklog (70%teamscapacity) Iteration Backlogs Team Product Backlogs Iteration Backlogs Iteration Backlogs Iteration Backlogs BI Product Backlog OPS Product Backlog n. Architect Architecture Team ARCH Product Backlog + Product Backlog ILNUOVOMODELLO +
- 25. xebir.com [email protected] LEAN CHANGE MANAGEMENT MIDLLE MANGAMENT CUSTOMERS OPS QAPROCESS CHANGE MANAGEMENT ALL DEVS - ! + PRODUCT MANGER + SPECIALISTS - COINVOLGIMENTOOLISTICO ProcessesAffected PeopleAffected DirectlyAffected In-DirectlyAffected Observers + EarlyAdopters Hard to change “Easier” to change - SecondaryAdopters
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- 27. xebir.com [email protected] TEAMS DAD GOAL USODEIDAPROCESSGOALS + AnExperiment example [failed]: Unit Testing introduction • Used Metrics: maximum test writing time equal to 1/3 of the total coding + testing 50% reduction reduction of re-working • Measured values: testing time higher than coding time • Reason: legacy system with strong code dependencies that make difficult to identify minimal "units" high cost of refactoring • Next experiment: Focus on functional tests for the as-is Introduction of the unit tests only for new developments Note: this is an acceptable choice since the core of the system has been stable and unchanged for many years
- 28. xebir.com [email protected] TESTING STRATEGY: TESTINGPYRAMID DEVELOPEDTESTINGSTRATEGY xUnit/MSTest Cucumber SpecFlow Selenium MSTest Sonar Test Manager Dry Run End To End Integration Functional Tests (Feature) Owner: Tester + Dev PO for A.C. Validation Owner: Tester Owner: End UsersExploratory Test Stories Tools Legend Owner: Ops User Scenarios Full System Owner: Tester + Ops (Features, Epics) User Scenarios It includes NFR Test It includes UI Related Boost on Automation It includes local UI Test
- 29. xebir.com [email protected] L1-POs COMMUNICATION FLOW •Change requires an experimentation approach and a lot of discipline • Discipline requires the ability to read the context • Reading the context requires the ability to evaluate the changes introduced and the benefits obtained FOCUSPOINT While it is true that each context is unique, many of the issues are similar, so it is possible to make use of practices and suggestions that help speed up the introduction and execution of the experiments.
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- 31. xebir.com [email protected] Felice Pescatore advisory councilmember Consortium felicepescatore.it @felicepescatore Felice Pescatore -Disciplined Agile Italy
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Editor's Notes
- #3 "l cambiamento è difficile all'inizio, disordinato nel mezzo e meraviglioso alla fine.
- #19 If you need one image to understand antifragility, this is it
- #23 ISO9001:2015 HIPAA - parte healthcare (regolamentazione US sul trattamento e gestione dei dati medici) SOX - regolamentazione finanziaria che impone anche regole sulla parte IT Medical device - https://en.wikipedia.org/wiki/ISO_13485