This keeps the client informed on what value I’ve delivered and what value I plan to deliver in the coming weeks/months. For an overall transformation, I keep the actions and activities in a rolling 90-day plan. Personally, I keep my daily activities on a Kanban board. If the actions are neither, I keep a higher level corrective action around and then break it down so I can incrementally work toward the goal. Identify corrective actions that is both short term and easy to implement.
#A3 PROJECT MANAGEMENT TEMPLATE SOFTWARE#
By getting the teams to keep their commitments of delivering working tested software regularly, we allow the business to make better commitments to their customers. If we can build that trust and safety within our organizations, we’ll start to build balanced systems. This goal is pointing back to building backlogs and delivering working tested software. The goal listed above in the illustration focuses on getting a team’s story point completion ratio to 100% +/- 10%. Avoid using logical fallacies like anecdotal, appeal to emotion, or false cause. I like to use Socratic method or ask the 5 whys to help reach the root cause. In order to propose appropriate corrective actions, we need to identify the root cause of the condition. Whatever we did, I’m looking for some kind of objective criteria or indicator to describe the condition. Maybe I just walked out of a really long and unproductive meeting. Maybe we just reviewed metrics of the team or organization. It could be, we just completed a formal assessment of the team or organization. We have several opportunities during the transformation to get this information. I’m saying keep moving forward on multiple fronts and to circle back at the first logical opportunity. Also, I’m not saying to not collaborate with the customer. I don’t want to stop until my personal curiosity is satisfied. But, I’m not going to stop and wait to be told what their goal is before beginning to look for root cause.
If I don’t think something is right, I’m going to start investigating right away and then circle back with the client to validate their goal.
When looking at action (or A3) reports used by others, I’ve seen them identify the goal prior to looking for root cause.įrom my experience, if I’m required to identify the goal before moving forward, this may create an unnecessary delay. The consultant doesn’t do all of this in a vacuum. If not, he or she will need to collaborate with the client to confirm the goal and agree on an appropriate action. We’re only going to go through this process if the consultant can’t resolve the issue informally. This allows a transformation consultant to note impediments and identify root causes independently but then be prepared to collaborate with the client on goals and corrective actions. I want to compare 1 and 3 (Current Conditions and Goals) and 2 and 4 (Root Cause Analysis/Conclusion and Corrective Action). You’ll notice that I structured my Action Report so that your eyes will be drawn to sections. Let’s not get hung up on that and just call it an Action Report going forward. When I say “A3”, there are certain expectations. I’m going to call it an Action Report so my client feels comfortable with common language and I don’t need to distract them by introducing Lean terminology. You may also notice I don’t call this an A3 on the actual example. If you can remove an impediment informally, by all means, do it! But, to make sure my client agrees there is a problem that needs to be prioritized and addressed, this is an effective tool and it’s pretty lightweight. Now, I’m not saying you have to use this template. We’re going to use this single page to have a shared understanding with our client and agree on a course of action.
We’re using a story point completion ratio to know if the team is delivering working tested software. The example I have above describes how a team is under-committing each sprint. When doing an Agile Transformation, I’m going to always cycle back to these Three Things.Īnything that gets in the way of doing these Three Things is an impediment that has to be removed. What I want you to take away from this blog post is not so much TQM, PDSA, and A3’s, as much as how you could benefit from them when doing an Agile transformation or any kind of process improvement. The content of an A3 follows the logic of the Plan-Do-Study-Act ( PDSA) cycle. The example below consists of the following pattern, as part of an Agile Transformation:Īfter we agree on the four steps, we’re going to implement the correction action and then verify the results. An A3 is a structured problem solving and continuous improvement approach, first employed at Toyota and typically used by Lean manufacturing practitioners. What your A3 looks like depends upon the situation. An A3 is more than an 11 x 17 inch piece of paper that is structured into several sections and not all A3’s are created equal.
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