 Thank you for coming after lunch, right? So I will try to I know how it is going to a presentation right after lunch So I will try to be as energetic as possible, right? So you have come to something called exploit core agile practices at the program level And so what we're going to do is talk about how you can very quickly and very simply use some of the basic fundamental agile practices that you've learned how to do on teams and Quickly extend that so you're working on multiple teams sometimes up to 20 or 30 and delivering stuff across the whole program Alrighty, and you'll have to excuse the visuals my partner Chris Wagner created this thing in an application called Prezi Which is awesome. It looks really cool things swirl or swirl around, but it doesn't it doesn't behave well with that projector So maybe look kind of fuzzy if I'm gonna be able looking for your reaction because if you look confused or something Doesn't appear right up there. Just give me the secret signal and and right and we'll just keep going on All right, my name is Jeff Lopez site. I work for solutions IQ Which is an agile consultancy actually now the world's biggest agile consultancy. We're based in Redmond, Washington The USA we have a sizable local presence in India that based here in Bangalore So you might see a few of my colleagues From solutions IQ, there's at least one of you in the room that there We'd love to meet you and share everything we know about agile Let me I'll tell you a little bit here's a little about my partner my partner Chris Wagner Who's up who is I actually we both works for solutions IQ now? But at the time we invented this practice together neither one we were both working We were actually consulting at a global nonprofit called world vision Which is has their US their US headquarters based near a home in home near Seattle We worked on what you're gonna. I'm gonna present to you today at world vision And then we went off and did our separate gigs for a while and then we rejoined About a year and a half after that and worked together For for about a year and a half at General Motors Corporation in Detroit where we really honed a lot of these practices And I'll show you a couple pictures of those things at work a little bit more about me I I have actually had the great blessing of working in India for most of the last year here in Bangalore And have traveled all around. I absolutely love working agile in India I think the future of agile is actually here in India It's been one of the great blessing of my life to work here the zest for learning the comfort with chaos and ambiguity and in the traffic and You know if you've ever been in line You're like if you've ever been in a big crowd going to a temple You know how things just adapt like crazy people get to what they need to do And they move on and that that that actually bleeds off into people's work. They've worked that way, too So I was I was actually disappointed this morning that I'm like the only guy I've seen here that is wearing a kurta today I am not wearing this to be gimmicky. I am wearing this because I love them, right? If I see Diana in the back Diana is and I both come from the same part of the United States in the Pacific Northwest Average temperatures 11 if it gets much above 27 we get angry and cranky So days like today when it's probably going to be what 32 33 or something like that. This is like perfect I wish people should wear these everywhere all the time. So so tomorrow wear your kurta Don't you don't have to look nice for people here. You just have to be awesome. All right Alrighty Okay, let's go past there. All right So what's before we get into this before you get into this? Let me talk about a little bit about what we talk about when I say a program So a lot of you work on you've been if you've worked agile before you get working on a team and You work and maybe you're completing a project or you're building a few features But then we have this concept follow-up program and you know after a while you've been working agile Other teams are going to be doing stuff too along the same lines and maybe some of those teams are not going to be agile Maybe some of you're doing waterfall. Maybe some of them are pure infrastructure support teams They could be all over the map. They could be marketing. They could be sales. They could be Manufacturing customer support if you're doing if you're delivering a whole massive suite of a whole product Let's say if you were if you were building a whole new product line I've been involved in things where they're actually building a new car Right. That's a whole program has multiple teams And that's what we mean when I'm talking about program management things that might include as little as three or four Maybe 20 30 teams or more So and whenever we we start working across programs Even if you've you've you've done things and you've got this great agile team working You feel great all of a sudden you you start bumping into things other teams. You have dependency on right? Other people creating requirements for you that you don't know about that all of a sudden you get surprised because your product owner Didn't even know So one of the one of the rationales that that that traditional waterfall Approaches to delivering says is well the way the way we know everything because we need to know all these dependencies We have to know all these things and the way we need to know about it is to plan them all and plan them all up front And if something goes wrong and we missed a dependency or there's a requirement that didn't know didn't pop up Well, then then we did insufficient planning. We didn't plan enough, right? So that's that's that's what was a typical approach and that's how we get all these things You know we we didn't we didn't do good on our work breakdown structure and blah blah blah and all that stuff When we went to change somebody changes their mind or comes up with a great idea All of a sudden we have to do a change request and see how that bleeds through the plan The other thing and you've been in this thing where all of a sudden the late arriving issues some big surprise Comes up and all of a sudden it's like oh We got to deliver late or we have to death March right for a month and to be able to finish it things like that It also just is first for what we carry into Agilist that way of working Puts the focus on the project manager as them as like the filter of information, right? And so I've been in a lot of situations where there's all of a sudden If I'm a project manager and they're looking to me like I'm the one that's actually delivering all the software I start gaming the information. Maybe I'm not going to reveal this stuff or maybe I'm not gonna I'm gonna silently hate this other guy that That has a dependency and again make him look bad later All right So there's a lot of this stuff that is just natural because people want to be successful on their own stuff so The other thing because we do all this plans and we got those frameworks and we'll show you over We don't have a simple way or there's no simple way in the past We know of how do you talk about a system of 20 or 30 teams working together to deliver something? We don't have any simple way of doing that and we'll try to explore that the traditional ways Well, we have you know I've been on so many projects where the first thing the project manager does is they announce a weekly issues meeting Weekly issues call and we're gonna call up when we discuss issues, right? Nobody knows what an issue is but what we meet every day and we call we talk about them, right? We have steering committees status reports, right? And and again the focus then on all these things is on the person that doing the reporting Not the people that actually have to deliver so this is like we're in this scheduled Reporting-focused way of working. It's not very simple that way. There's no there's no incentive for teams to collaborate together Okay, I'm just focused on my component, right? If my component is awesome I've done my job for the day, right? My component works this other guy. He didn't you know, he didn't read my spec, right? He didn't read my spec enough. So that's his problem. It's his fault Doesn't it is so so there's really no incentive out of the box to collaborate and then the thing We all love because there's no other reason to do agile, right? Is that we're improving? We're looking at always looking what we doesn't see now. How can we improve the way we're working? All right All right So we end up with this big thing and look at the street look at the street There's some event coming in here and I'm like, okay Well, I have to take a detour do I take the detour or there's there's you know VIP parking and team parking are pointing in the same direction and I got an ambulance in there And I actually didn't even notice this Until last night, right is that that way back here see this thing That's the starting line for whatever happens like and look at this morass of stuff I have to go through, you know, I don't even know what this means. It says front caravan So I got three things pointing in the same direction that's going over there. Oh lead vehicle I better be one of those if I even want to get to the start line So there's all this stuff and we have all this stuff that that just appears often out of the blue One of those signs could pop up like oh Security update on the system software. Wow Things could appear out of the blue and I don't have quick visibility into that as a big group of people if I follow traditional means of reporting and doing stuff All right, so let's look even in agile. We've developed some traditional ways of doing things Right, so a lot of you have heard if you've worked on agile teams and allow if Maybe we have three or four teams working together. Maybe we ought to do a scrum of scrumps, right? And a scrum of scrums now looks like a whole bunch of people getting together Once or twice a week and maybe they go through the standard questions I've actually been in scrum of scrums where people just get together and say what's on their mind All right, they don't they don't actually don't follow format and but that's this is one way It's it's one way that people do things out of the box One thing it does is it gives you face-to-face gets the people gets the people together But it works great as long as all these teams are scrum Right if they're all scrum teams now if I have to you have to have some other team that's doing waterfall And maybe they're in a different location those those people are gonna have absolutely no idea what I'm talking about when I invite them into this thing It also assumes that we're scrum teams. Oh, we're all great cross-functional teams, right? We don't have anybody focusing on a single component So now the thing is one of the thing is scrum of scrums is actually in the scrum cannon It doesn't exist It go look up in the scrum guide look at core scrum. There's nothing as to scrum a scrum So nobody there's really don't have any set practices. So we don't know. What is the scrum a crumb look like? What do we actually have to make visible? All right, what do we have to talk about? All right Another way we create visibility is these artifacts called a release burn up or a release burn down Looks wonderful I can show where I am delivering a release in a through a bunch of teams against a milestone and see where I'm gonna make it if you're a Pro if you're a product owner or an executive that wants to see going on It's really quick visibility into these things and it tells me whether whether given my work in progress You know what I've gotten done. Are we gonna make this thing? All right, the thing it doesn't make visible or what are all those those dependencies? What's gonna be a threat? Right if if if something happens right now, I might see a little I might I could see a little blip in the burn down But it's not gonna tell me what's going on or how it's how is a team of people we could work through that and it gets It actually is typically is supposed to be updated at the end of the sprint in my experience with a whole bunch of teams They don't even do that so you're always that you're if you're a scrum master in charge of the many things You're always beating people up trying to figure out what got done and then we go up to a different level There's a program dashboard things great right executives love this wow I can I can just click around and I can look at the release burn up for all my different teams and see what's going on And and I can get all kinds of metrics like how many bugs are they throwing how many new issues? They've come up Oh, excuse me and You're right and then I can see across a whole bunch of programs how I can get stuff done The other thing The thing with these things is it creates it creates a means well I can just sit in my office right and I can just click from team to team and see you see everything See everything that's going on. I don't you know, I don't have to go out and walk around I'll just sit here with my team so for the people actually working There's there's there's no face-to-face Which we know is the most effective way to communicate and these people start managing out each other with a dashboard instead of instead of talking to each other and Then we've got this all right. Here's this great nice package solution Right here. Here's just this is just one example. All right, they're scaled agile framework You have trouble coordinating across a whole bunch of different teams. There it is. There's your solution right there right so Right and so they've got they've got practices in there, you know the release train planning sessions They've got certain practices in there and it uses scrum of scrums. So it's built into safe The other thing is that there's there's no you know, again unless you're a scrum team. There's no prescribed There's no prescribed level of visibility other than scrum of scrums and there's no you know The handling emergent dependencies and things like that You're depending on scrum of scrums to do that but nobody really knows what that means right? We don't know we don't have a set of practice and What happens if you've got a dependency on something that sits outside of the release train? All right, somebody that has no clue safe. What's safe right and the other thing that's missing in here is the thing We said before is simplicity right like look at that picture. I don't want to harp on safe too much But right you have trouble you just forget forget you know anything about agile forget You know you know anything about scrum and I'm gonna walk up to you and say you having trouble with cross Team dependency and communication among 20 teams here do that Yeah, it's kind of scary Isn't it this big picture right all righty So our measures of effectiveness all right. We've seen these things before Potentially shipable software increasing value great. That's all wonderful, but I can measure those in the team level But when I'm looking across the program level, I got to look at other things that might be missing Can I see vision do I have a visual control across a whole lot of different teams? That can give me that could actually not only give me information But actually can create a means Create a medium for us to have a conversation very quickly about what's going on Our other teams one teams blocking another do I you're right here? Do I have a simple way of doing that? Do I have a lightweight means of communication? And do I have every ways of we can all be improving right? All right, everybody's been in a big program where all of a sudden somebody's doing a death march at the end All right, even I've been on ad is it's like agile teams It's like a That I'm working with at a client right now that are death marching because they didn't have these means of managing dependencies And so then people get unhappy right when they nobody wants to do do deal with this torturous stuff at the end Amazingly a lot of this is where it's team members taking these things on are really valuable And how you can show your executives the value the value of what of what you're doing with agile Horrible this is like the worst example I could think of I was at this big client great big huge multinational firm, right? and Why did we did a big program retrospective and the team members are like, you know, it was clear that That that they had a nine-month journey ahead of them and already everybody was like, oh my god I'm never gonna be able to go home, you know, and it's like we put up all this on the wall And I looked at the executives there and I said, you know, it looks to me like you're about to go on a nine-month death march All right, and they didn't know what a death march was. I'm like, oh my god We'd never do that to people and I said, okay A death march is pretty much everybody's gonna be working here nights and weekends for the next nine months And they looked around each other and go, yeah, that's pretty much it Okay, but that but that was their reality that they couldn't live any other way So what we want to do is introduce something really simple of what we know is our core agile practices For letting the doing something really simple to give Everybody an entree of how you can actually right in the middle of a program introduce some agile practices and get things going Well, all right, and here's how we're gonna start so this is The simplest form of What I call a program impediment board or we just call it a program board Okay Here's just two teams, right? Two two swim lanes here for one team one two and one line across the middle and we're gonna do a stand-up every day and We're gonna look at things on one and one line and what we're gonna listen for is I'm gonna listen to the stand-up. Is it in some is something somebody else gonna be doing potentially blocking me All right, or somebody else something's doing gonna block me today And we're just gonna make those in obstacles and impediments visible Potentially in blocking we're gonna put oh this this team is potentially gonna get blocked team number one We're gonna put a sticky right there. Wow, they're blocked right now on something Then I'm gonna because I can I know what's going on because I'm listening to what other people in the room are saying I can listen and I can know wow somewhere two three five Six weeks down the line somebody's gonna do something that's gonna break something of mine or it's gonna or it's gonna block me And I'm just gonna make that invisible Right here, and we'll show you how that pans out in a few examples So simple and then so and then we'll do this in the context of a stand-up a program stand-up that we might do We might do a two or three times a week sometimes you're getting closed. Maybe you do one every day Right, and we're just gonna answer. Oops. I keep clicking this thinking this works, and it doesn't all right We're gonna ask four questions And then they're very similar to stand-up questions, what's the team done since we were here last? What are they gonna do next but then we're gonna add a couple other questions. We're not just gonna say where you're blocked We'll say all right. Is there anything? Blocking this team now It's or anything putting something in this team's way And we're all gonna add one more question is are we about to put something in somebody else's way? So we dig out of those It's in as when you're sitting inside of this with a maybe 20 or 30 teams you're listening is different You're not just saying what's going on with me in your nice cozy little team. You really have to actively listen so what's What's our team done since we last met and if you're in the room you're really actively listening to wow Is this team doing something? Maybe this team is doing something that's gonna make my life better or maybe this team is doing something that's gonna block It's gonna block me today right Same thing What are we gonna do next right? I'm building I'm gonna releasing this component happens all the time at my current client Wow, the team is thrilled. We're gonna release this new component right not knowing that they're gonna break something else Somebody else is gonna release so I'm listening for this stuff right and if I hear it. I make it visible If it comes in my hearing I make it visible. I put a sticky on the board. I'm pellet Hedgley gonna get blocked Very very simple no status reporting no Explanations I just make make the thing visible then we really actively get into this are we gonna put something in somebody else's way Okay, or somebody put something in our way right now, right? I might block something out by somebody something else is doing What who can who can guess what the most common thing common answer to that question you're on a team What's the most common way? Something gets put in your way Changing the web service. That's one. That's one. There's actually a much more common one Huh Right see the CI right what about the CI? Yeah, they could be one thing. I think there's one more one more simple one It's like the people everybody love to hate in their organization No, no, no, no, no, no You're thinking right we need a new server It right this piece of infrastructure or this thing blew up when you said see I I met me Lee meant see I is down Right, it's the most common thing that pops up on a lot of teams We can't move forward because we don't have this piece of infrastructure or it's not available So everything you mentioned is true in my experience. That's the most common one right? It's the one we and we don't mention it because the one we got we take for granted all the time All right, so let's keep going and then likewise. Are we gonna put something in somebody else's way? Do we know we're doing something? Right all righty So a couple warnings, so we're gonna we're actually gonna we're gonna do a stand-up like this in a minute We run this like a stand-up right just like any other stand-up you be there you be on time Stay focused on the three questions and this works all right. I've done Stand-ups with 20 teams where we get done in 15 minutes if people focus on those questions and just make their impediments visible Right, we don't try to solve all right This is because you're doing it across sometimes 20 or 30 teams that never had a visibility into their stuff before It's gonna create emotions and anger and panic right right and you're gonna have competing agendas The point of the doing this is to get that visible and to get it out in the open So here's an example. This is actually at World Vision the organization I worked at where we started working this and In this this example right we actually started out with only four teams here and in this example We put we put actually this didn't have a whole lot of current obstacles only one These are all potential obstacles But you could see because this turns into a game in the game I'm playing because they they put current impediments here Current blockers things that are not potentially blocking the game You're playing is to prevent the stickies from going over the line Right, I don't want that sticky if I can do anything to clear that impediment Like clear that dependency beforehand Then I'm winning the game and this they've almost won the game when I started working this at World Vision this Organization that was somebody you mentioned web services that was I started out with a web services team They had a whole bunch of different customers They also had it right where they get infrastructure from and this got so popular people started coming to this and saying Wow, I'm getting just by listening to this. I'm getting visibility into things I didn't have before on things potentially blocking me more teams started coming We didn't even have to invite them. They would just show up right so now now look at what we got for It looks like we got my mean nine or ten there right and then we expanded in there We had 12 at World Vision, right so that just this is it gets very viral if people see simple means they can get visibility Let's keep it simple people want to join You're not giving them a framework or anything like that. You're just saying come join in the conversation the way we're having it Okay, all right Here's an extreme example But this is let me tell you the story so this is at General Motors, right? And we went in and none of base none of the teams you see you can't even see them all There were there were at the end 23 teams Major program. All right. This is in the on-star division of General Motors. They've got they've got all these different components They're very very component based Then their approach none of what you're seeing up there are agile teams, right? They were just kind of starting to learn that stuff But we wanted to get going and this is we introduced at the program level and the program manager because they were they were The program manager for this whole initiative because they were actually at the time We joined him about two and a half three months Away from launching maybe a little longer, but not much longer. He said Everything is a potential obstacle at this point we're close and so what he did was he said all right I don't want to see potential everything is a potential obstacle now So he made all those all the all the project managers basically to make all their work visible like everything was a potential blocker And that's why you see all this stuff down here, right? And everything and here's all the work in progress remember that none of these people are agile So we're not enforcing whip, but we're just making it visible and having this conversation 23 teams we got through it in 20 minutes every morning people with the program managers would show up We were starting to do this every day. All right. It worked really there's to do Right work in progress. You see they've got a things few things literally blocked up here Okay, 20 plus teams 20 minutes or less And this really helped them so they this project delivered on time and this is in a division that was renowned for Not delivering anything of what they promised and in doing in doing it really late in the midst of people death marching for months And so this was this is we got this establishing this availability We got it on time and and that's because of the visual cues people had executives could walk in they could do they just walked in and looked Let's kind of skip over some of this stuff So here's one of these things at work people showed up here Nine o'clock every morning. There's a few people there, right? There's actually a VP, right? Actually found this so useful just to listen what was going on that she started showing up to this thing just 15 or 20 minutes every morning Here's the program manager. Here's one person on his staff or person a web team Somebody writing web services. There's all kinds of legacy stuff from other sites of GM and that's I could you Would have 23 people in this room doing the stand-up every morning plus 23 teams Interestingly enough we start working with this and try starting establishing a cop program a con bond a program level con bond Right, which worked pretty well, but they actually went You know, it was it got so complex They kept they even though they had this big program level con bond that would trace flow and try to Trace cycle time across 23 different teams. They always kept the impediment board going because it was such a useful little thing All right So let's try this ourselves Let's try it. All right, so let me give you a little instructions We are going to simulate all they have to get some volunteers and we're gonna simulate Something that requires a whole bunch of different teams and we are going to produce and operate a New Orleans Restaurant for a night from New Orleans in the USA, right? So I have to so when I when I say say let's come up I need 18 volunteers, right and you'll see across here, right? We have teams There's a team producing vegetables and you guys sitting near the wall. You're gonna want to move. That's we're gonna be over there Right, so so that we have a team produce their right vegetables now now New Orleans food is known for being extremely unhealthy good for your soul not good for your body, right? So so but but vegetables are such you wouldn't think about it But they have a thing called the trinity is like the holy trinity in Cajun food. So veggies are really important We have a meat team. All right. This is a definitely a non-veg cuisine Right seafood and and roux, which is a sauce. That's a base sauce of every almost every every Every New Orleans the piece of food and then we produce some finished products gumbo Jambalaya red beans and rice po goi sandwiches, right? Those are different other kinds of New Orleans food then we have to plate We're at a restaurant We have to create this gorgeous plate and people get done eating we're gonna Wash the dishes, right? So we're gonna simulate this thing. So what I've got and I'm gonna introduce Harish Harish is Harish is the sous chef Right. Yeah, the sous chef is you know the person that creates sauces and he's usually the second ranking person in here Now I have to teach you what are you I'm gonna have is we have for your volunteers I'll have an envelope right in the envelope. It gives there are two pieces of paper It gives you a summary of what your team is, right? And it gives you a script of what you're gonna report for your stand-up, right? There are every team has two members. So you'll see like for instance, there's a veg one and veg two If you read it, you will notice That that in the United States New Orleans in that part Especially people were this kind of food originated front have a very particular kind of dialect, right? They taught Cajun style for instance the if you have any word that's lens and t-i-o-n, right? Right. I it has a pay or just take an accent like for instance If we go through and on scrum team when we do a sprint we don't do an iteration We do an it tell right song Or if you read Diana's book, right and you do read Diana's Diana's book, right? And you're you're you at the end of the sprint. You're not you're doing a Electro spec song, right? If you're connecting the database to the back end, what are you doing? Connection. Oh, I didn't think a connection. I was thinking of integral. I saw right, right? All right, so you'll see there's there's I put a lot of this dialect Don't feel you have to try to pronounce it But if you want it it makes it fun and it makes it more meaningful it may puts you there all right I need 18 volunteers don't come up and help and there is Right. Oh, we didn't make one for me all right, so you will have get your envelope and Get your chef hat like that Okay, I think we got enough people. I think we might need more and Come on over and you might want to if you can't see come on over and we'll do this together Come on over now open up your envelope and look at what your team is and read your script Come on over and and if you're in the other side of the room. Yeah, come on over and stand We'll do this as one nice happy group, right? all right Open up your envelope look at what your team is Right everybody's kind of spread all around Come on come on closer. Come on come on come on come on. Oh Oh, Harish Harish Stickies and pens in my bag Bring bring my bag over No, no, no, no, no, there are two members two member Just two member two gumbo, right? Where's your other? Where's your team? Where's your teammate who's got who's got the other gumbo See there's your buddy Okay Root or if you want to say it if you want to say it right. It's lose It's all right Got stickies and here in the side. There's a bunch of pens. Sorry. All right. Let's just come out here All right, I'm gonna need some room here. I got to need some room here. All right Here's a bunch of pens and we'll use it. We'll have fine impediments. All right. Here we go Everybody know everybody's red Everybody is red Their thing whoops hats falling apart First impediment is that we don't have our hats aren't good enough, right? In fact I'm not gonna go hold this my hat. I gotta fix my hat here. I've got to have my hat Alrighty here we go So here we go. We're ready to crack. We're ready to get cooking So let's we're doing our stand-up before we start. All right first veggie team Where's our first member of our veggie team? Where are you? All right, when you get what's up with get what's up? We give us your givings here share with your stand-up. Oh, we can't hear so we got a potential potential impediment there All right, so grab that Grab that you got a sticky Right. Yep, right down the impediment in it. I don't think that didn't sound like it was blocking you today Like you can still keep chalking. It's chopping. It's just slowing you down So let's let's put it let's put it above the line there. All right So it's potentially blacking. All right meat. Where's the meat first meat team? Go for it and do we yeah Ah whole lot of pull a I actually did it. I almost thought do I want to do this in India or not? Nothing's blacking you all right All right, great See food So what did we do yesterday? We iced five hundred pounds of oysters and in addition to shelling a whole lot of shrimp One shell is gonna be found on those babies carol tea Carol tea So what are we gonna do today? We're anticipating taking delivery of a new batch of the latest badges have all arrived with bad attitudes Oh Crawfish big pincers like big Grab you and stuff right that's gonna hurt right. All right, so that might go slow All right, anything blocking you nothing on our way. Are we putting anything on anyone else's way the chef? The chef make Bobby Here we go the Chef make Bobby the shape make a bobbin. He's he's upset Out has been too green lately lately Not so much for black and bust all right the green trout is looking kind of green right? It's not too good. It might be spoiling so we might be blacked there might not might not be able to produce black and trout All right, so there's a potential impediment. All right, so we're gonna write that down All right, who's next? I think all right great anything in your way All right, we got it you a lot of meanings right that doesn't sound like an impediment to me, so let's All right, who's next gumbo yum Who's where's our first gumbo iteration louder louder Try it again A lot of gumbo for the real kajun lowers. Yeah, the real Cajun lovers that love meat in their gumbo Second time this week that our team needs to guarantee That they can make the wrong All right Yeah, you're close Good all right, so now we got an impediment all right you're blacked you ran out of room So so we need one up here Right put one right up there. All right jambalaya. Yeah go for it Yeah, the hats are dangerous I Really I know all right all right, but you Sounds like Right so we got a potential impediment there you better breath it but ready to keep it down there. All right red beans and rice Not No, oh no you only do one iteration you did it right So traditionally red beans and rice takes all day to make and just sits there and simmers all day So back and people traditionally did their laundry in New Orleans on Monday So red beans and rice was great on Monday because you could just sit there and do the pot let the pot simmer while you were While you were doing your laundry So now traditionally you go to New Orleans you go to a restaurant red beans and rice on Monday That's like the red beans and rice day That's it. All right, so we're cool there po boys So what did we do yesterday? Those vegetarians kept us mighty busy with all their weird requests for veggie po boys They are nuts What would we do today back to we ended a better All right. Yep. Yeah, is anything blocking us Yes, where is the V&A debate? We don't have enough for beef po boys Not enough beef or po okay. Yeah No V&A debate no po boys for the plating team great. So let's do one right here plating. Where's plating? Okay, we're gonna we're gonna ramp it up here a bit Ah What do we do today? It's so cold and that means the team is very happy But yes, we are we could not get enough of po boys po boys Oh boy, there's a blacker there then all right go for it I know you better put that up. There's a blacker, right? All right Dishwashers for the dish. Where's the dishwashers? Where's my dishwasher? Dishwashing one nobody picked it right sous chef sous chef This is like This is this is servant leadership at work. The soups chef is gonna wash dishes today Good all right, there's our first iteration now. We're running a little behind so let's go through our second iteration real quick All right next vegetable What's up? What's up? It's slimy slimy okra. Yeah, nobody likes slimy okra Actually, I Alright, so oh oh by the way I'm the chef and I got you new knives so we can remove that blocker, right? But it sounds like we got to put a blocker up there because your okra is all icky and slimy It's funny. I've had okra in India and it's all perfect here You know, it's like really difficult to make in New Orleans, but here it's perfect. All right, all right All done next meat meat number two Oh man, right so you got all this meat that might spy or that expire because We weren't using it for gumbo for all those crazy vegetarian gumbo either eaters all right So there's a there's a there's a potential blocker there see food. Next Blackened the bass yum Trust me on that Anything in your way No boy, all right, I'll have to think about that one. All right, let's go next routine So you got an impediment More meetings All right, okay Fine fine fine fine all these meetings right all right, so well I'm gonna work on you with your meetings We're gonna figure out why you're having meetings see this yeah just a thing this comes up a lot when you go in programs And you could be somebody might be getting directly dragged into some Archa some architecture meetings, right or or or the salespeople need a quick estimate or something like that So this but this doesn't happen until you get everybody visible Yeah, right so this is why important So I'm like keep making fun of him because he's meetings, but this is something real he's experiencing So as a program manager, we're gonna help him figure that out. All right. I'll set Jumbalaya real quick. Oh All right That's oh man, okay, so put that up there. All right next red beans and rice Oh jambalaya sorry All right Love that jambalaya. That's actually my favorite. All right red beans and rice Oh Boys almost there All right, plating What will we do today All right All right, so one thing I'm gonna announce to get one of these blockers out is I am announcing because we're I'm so frustrated with this red beans And rice situation that we've decided to outsource the red beans and rice team to the United States All right, all right, so quick any questions I want you seen so far really quick way to visualize are we block already done and that's the thing with you multiple when you do multiple teams It's not getting into details Visualize the dependencies and and get people in conversation of them, but click keep this really clear, right questions Well, these are the lanes are the teams Right you just add number of teams this this is like this is low. Yeah, very important Blocked today like we got to get an action on block at today Potentially on block and remember the game you're playing is to prevent things from going from here to here Remember get the game If you prevent the potential blocker for becoming a real one you've won All right now How do you know when this is working in my experience start out with a few teams? You know, it's working when it grows more people will show up Other thing other people in the organization will just show up to experience this thing Listen to the conversation and they can get it in tune very simply and very quickly for what's really going on in a project No status reporting right no writing status reports. No steering committee meetings. No big fancy metrics on Utilization and blah blah blah real simple thing. Is there anything in the way of getting us done between the teams? All right. Oh No, it doesn't know it doesn't I get all right. Here's the thing. Don't let that get in your way There are You go and I didn't cover this intentionally because there are a lot of presentations out there on how to do global stand-ups This is no simple no different than that get yourself a simple visualization tool I can do a simple online whiteboard things like that get webcams going use that simple stuff We did this I've did this with 23 teams some of them in India when I was in Detroit Okay, don't let that get in your way. I know it's easy especially because Big companies love to spend a whole bunch of money on Tools to try to make you do stuff keep it simple if I can see you and I can see the board and have a Conversation then we can work together and get this out Okay Any other questions The people that can help clear the obstacles stick around and clear it I didn't jump to program manager because I don't necessarily they're not necessarily the ones Get the people involved and that's the thing across You know there could be hundreds of people on these teams, right? This gets real only visualize who can help who needs to help solve the problem and we get with them Keep it very lightweight that way. Don't hold big committee meeting hour-long meetings with 30 people Just get what you need. All right. We've got people waiting to get in here. So we should go Thank you for coming here today. The hats are yours Thank you