2017/10/05: Scaled Agile Day 2

by Gene Kim on

#scaledagile

2017/10/05: Scaled Agile Day 2

  • @ScaledAgile: Today's opening keynote will be delivered by @DReinertsen! Arrive early to get your seat as the room may reach capa… https://t.co/4oWKpGgYwn

Up: the ever-amazing Don Reinertsen @DReinertsen, author of the seminal Principles of Product Development Flow: “Leadership Challenge Decentralized Control”

  • @DReinertsen: giving shout out to USAA: “member since 1972, thank you for all that you do”
  • @RealGeneKim: #ScaledAgile @DReinertsen https://t.co/OwmHAL1yB5
  • @DReinertsen: “let’s look at decentralized control; there’s a real business need, but also makes ppl happy as side effect
  • @michaelpstump: RT @ScaledAgile: Today's opening keynote will be delivered by @DReinertsen! Arrive early to get your seat as the room may reach capa…
  • @DReinertsen: “my agenda today: intent of decentralized control; creating initiative; maintaining alignment; creating leaders”
  • So many smart people working on how to solve the “decentralized team of teams” problem: @DReinertsen @mtnygard
  • @DReinertsen: “an interesting model is the US Marine Corp, based on my time in US Navy, studying their schools and doctrine
  • @DReinertsen: “Tomahawk TLAM-C; subsonic, low observability; AIM-120 AMRAAM; Mach 4; radar guided”
  • @DReinertsen: “Waterfall is not evil, it was just designed for a slower world; that’s not the reality we live in now; more like AMRAAM vs TLAM mile
  • @DReinertsen: “Here’s a mathematical model from my submarine days; here’s the annulus of searchable area
  • @RealGeneKim: - @DReinertsen: “Here’s a mathematical model from my submarine days; here’s the annulus of searchable area… https://t.co/wGBBOrmRUm

  • @DReinertsen: “in submarine warfare, we used helicopters vs ships/subs, because they could gather data fastest, despite inferior sensors

  • @DReinertsen: “sub warfare is was only 2 (3) dimensions? In product design, how many dimensions do have to deal with?”

  • @DReinertsen: “We can ship products so fast that marketing doesn’t have to change their mind”

  • @DReinertsen: “Old model: have chief engineer with entrepreneurial spirit, front-load decisions; no longer sufficient in our world

  • @DReinertsen: “Scrum is a great technology; but doesn’t have right mechanisms for decentralized control

  • @DReinertsen: “Team has all data they need; but in large system, benefits and costs show up way outside the control/visibility of that team”

  • @DReinertsen: “..and often, the team doesn’t have the authority to address areas outside their control, nor budget; conflicts w/other team priorities

  • @DReinertsen: “Many different ways that power gets distributed through an organization; how do you decode this? Besides touching elec fence

  • @DReinertsen: “oh, and by the way, it’s an invisible, moving electric fence” (and sometimes lethal :)

  • @DReinertsen: “Can be like Skinner’s Box, like random shocking of pigeons, which causes them to become immobile in corner; I don’t know what causes shocks”

  • @DReinertsen: There is no decentralization dial

  • @DReinertsen: “Pigeon: I only get shocked when I move; In our world, I only get shocked when I make a decision” (haha. Oh, so tragic!)

  • we need people to make decisions

  • @DReinertsen: “Can’t have every team in company making their own CAD systems; in many domains, need commonality in systems, besides cost

  • @DReinertsen: “In so many examples, quality of information at lower levels is superior

  • @RealGeneKim: @DReinertsen #scaledagile “There is no decentralization dial” https://t.co/TpDneywbVt

  • @DReinertsen: “Boeing had a near-death experience because it was over-weight, penalties paid to airlines b/c plane too heavy

  • @DReinertsen: “Countermeasure was to push down decision authority of weight reduction decisions to engineers; not just program managers

  • @DReinertsen: “Program managers: system level view of consequences of weight problems; engineers knew where they could reduce weight

  • @DReinertsen: “Boeing is example of how it’s not a decentralization dial; it’s creating a system where roles are better defined

  • @DReinertsen: “In US Marine Corp, on creating initiative: develop judgement, do not punish, trust

  • @DReinertsen: “In USMC: if you have 80% of info needed to make decision & u haven’t made decision, u are wasting combat advantage

  • @DReinertsen: “USMC: Make the decision, you’re expected to take risks, especially when you can correct mistakes on the way

  • @DReinertsen: “This is an active coaching process, not just passive learning

  • @DReinertsen: “Modern USMC doctrine: cannot punish errors due to over-boldness” (US Marine Corp Doctrine Publication #1)

  • @RealGeneKim: #Scaledagile @DReinertsen “US Marine Corp Doctrine is public; b/c it’s much easier to read than to actually do”. Ha! https://t.co/sFQCyXlfxw

  • @RealGeneKim: #Scaledagile @DReinertsen: “USMC is uniq culture of high trust; dependability, integrity, unselfishness, loyalty (o… https://t.co/lhIyjwVQau

  • @DReinertsen: “Leaders are trained: if you take care of your Marines, they will take care of the mission”

  • @DReinertsen: “Maintaining alignment: intent, meaning, doctrine; also, socialization, values, cohesion, planning, communication

  • @DReinertsen: “Auftragstaktik: mission orders; state why: understand commander’s intent AT LEAST two levels higher than you are

  • @DReinertsen: “Be at Hill 100 to support artillery strike at river that occurs on 11am” (allows leader to make decision if things go wrong)

  • @DReinertsen: “HP CEO John Young: break all the rules to beat Sun in marketplace; here’s my home phone; here’s a blank checkbook

  • @DReinertsen: “Oddly enough, blank checkbooks don’t result in more cost overruns than when it doesn’t exist

  • @DReinertsen: “Vs CEO memo, but when you want to get hold of him/her, response is ‘Can’t meet, I’m booked up with meetings’

  • @DReinertsen: “On Boeing 777, assembled 3K engineers monthly to brief entire team on how the program is going; we want u to identify/care

  • @DReinertsen: “Rather have engrs say ‘I’m designing the 777’ instead of ‘I’m an adhesive engineer’ (when org doesn’t sell adhesives, but fridges)

  • @DReinertsen: “Doctrine is different than rules and policies; these are the enduring beliefs of how we do business; reduces need for control

  • @DReinertsen: “Other example is wild land firefighting; small probs become big fast; doctrine guides how we think;

  • @DReinertsen: “OTOH, rules/checklists focus on restricting actions that are considered risky; doctrine teaches us how to take risk safely

  • @DReinertsen: “I believe that #SAFe is the doctrine that allows us to make products fast/safe, w/o rules & checklists

  • @DReinertsen: “Risk is that rules becomes MINDLESS rules, where people don’t know WHY they’re doing something; Doctrine focuses on causes why

  • @DReinertsen: “

  • @RealGeneKim: #Scaledagile @DReinertsen What is taught to USMC in officer candidacy school https://t.co/429AbgYEDa

  • @DReinertsen: “Need for strong local leadership; job of leaders is to ensure strong leaders near the front lines, where quality of data is highest

  • @DReinertsen: “The resulting need: leading by example; No surprise, motto of USMC is Lead By Example;

  • @DReinertsen: “In corproate America, when things go wrong, find lowest level employee that we can throw under the bus” (ARGH. Equifax CEO)

Up: Allen Ringel: “Staying Ahead of Moore’s Law”: Intel MVE: Creating Capacity w/Flat Resources

  • Ringel: “Intel: 100K employees: $60B annual revenue; 50 yrs; 75% of our business is outside US” (<< !!)
  • Ringel: “I’m in Manufacturing Validation Engineering; in 2005, we had to change; good at computers/servers; new netbooks, tablets, watches were new markets
  • Ringel: “If fuel efficiency increased at rate of Moore’s Law, by now, we could go our entire life on one tank of fuel
  • Ringel: “Moore’s Law is going to crush us... if we let it...”
  • Ringel: “let’s try to apply new modes of thinking in 100 people; in 2013, how do we do this for hundreds of teams;
  • Ringel: “Only constant in enterprises; a big reorg happened; now you’re part of an org with couple thousand people”
  • Ringel: “trained 1500 people; 170 scrums, 8 ARTs
  • Ringel: “Everyone on the same cadence; you don’t get to pick; this is a system level goal”
  • Ringel: “We had leaders give their cell phone numbers to all the teams, so that they could remove obstacles”
  • Ringel: “Standown Day: Our GM said, ‘I don’t care what you’re working on; whatever you’re working on, it can wait a day; if you have a problem with that, call me’

  • Ringel: “Improvements: chips to go into self-driving cars, tablets; all that depended on the work we did; 65% more product variants; improved commit to accept ratio from 74% to 90%; scope change reduced to less than 5%

TODO

  • this is very strange: see screenshot; only 2 tweets showing up; why aren’t the other tweets rendering? (Should I disable refrisk?)