Recommended
More Related Content
Recently uploaded
Recently uploaded (20)
Featured
Featured (20)
Lessons Learned Scaling Kanban in a Large Organization
- 1. Richard Hensley AVP Process McKesson Corp richard.hensley@mckesson.com rhensley99@msn.com www.linkedin.com/in/richardhensley Lessons Learned Scaling Kanban in a Large Organization • Stable, Deep Rooted Traditions • 175 year old drug distribution company • More than 100 billion dollars in revenue • More than 35 thousand employees • Worldwide operations
- 2. Working with the people in your system so that way your business team thinks and the way your product development team executes are in alignment Goal of This Talk Business and technology can peacefully co-create! Alignment Copyright 2012 - Richard Hensley
- 3. • Growth Business • Federation of 3 Businesses • Change Target – Product Development – Product Management – Documentation Development – Training Development – Clinical Content Development – Product Strategy – Product Services McKesson Health Solutions Copyright 2012 - Richard Hensley
- 4. When is it going to be done? What is it going to cost? What Matters Copyright 2012 - Richard Hensley
- 5. Kanban Method People Business System Topics Copyright 2012 - Richard Hensley
- 6. 4 Principles 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Initially, respect current roles, responsibilities, and job titles 4. Encourage acts of leadership at all levels in the organization 6 Core Practices 1. Visualize 2. Limit Work-In-Process (WIP) 3. Manage Flow 4. Make Management Policies Explicit 5. Develop feedback mechanisms at workflow, inter-workflow, and organizational levels 6. Improve collaboratively using “Safe to Fail” experiments Kanban Method in One Page Copyright 2012 - Richard Hensley
- 7. People Copyright 2012 - Richard Hensley
- 8. Disinterest to Engagement to Ownership Copyright 2012 - Richard Hensley
- 9. Change Journey Copyright 2012 - Richard Hensley
- 10. People are Social Copyright 2012 - Richard Hensley
- 11. Mystery and Imagination Copyright 2012 - Richard Hensley
- 12. Frequently Expose a Bit Copyright 2012 - Richard Hensley
- 13. Going Viral Copyright 2012 - Richard Hensley
- 14. Continuously Improve Copyright 2012 - Richard Hensley
- 15. Watch Out • Resistors • Dangerous Enthusiasm • Improvements with Wild Abandon • Shotgun Metrics • Stigmatizing Change with Negative Events Copyright 2012 - Richard Hensley
- 16. Let’s Chat Copyright 2012 - Richard Hensley
- 17. Business System Copyright 2012 - Richard Hensley
- 18. Starting Up – Creating a Sturdy Foundation • Start with what you do now • Apply the core practices of Kanban • Start within a safe scope of authority and influence • Add to your system within your scope of comfortable influence • Add to your system as the viral nature takes a-hold Copyright 2012 - Richard Hensley
- 19. Construct Quality Copyright 2012 - Richard Hensley
- 20. Construct Quality Deliver Deploy Copyright 2012 - Richard Hensley
- 21. Analyze Design Construct Quality Deliver Deploy Copyright 2012 - Richard Hensley
- 22. Copyright 2012 - Richard Hensley
- 23. Scaling Up – Engaging the Business • Dates and Dollars • Model Future Performance • Whole System Accountability Copyright 2012 - Richard Hensley
- 24. Dates and Dollars Copyright 2012 - Richard Hensley
- 25. Model Future Performance Copyright 2012 - Richard Hensley
- 26. Whole System Accountability Copyright 2012 - Richard Hensley
- 27. Scaling Out – Engaging Across the Portfolio • Cross Appropriation • Catalog the ideas from each implementation • Use the ideas in each new implementation • Do not assert the ideas into the implementation • Reconfiguration • Change ideas from you catalog to be appropriate in your new implementation • Articulation • Document and report out how the ideas have changed • With each new business you are starting over without starting from the beginning From Disclosing New Worlds by Charles Spinosa, Fernando Flores, Hubert L. Dreyfus Copyright 2012 - Richard Hensley
- 28. Working with the people in your system so that way your business team thinks and the way your technology team executes are in total alignment Checking in on the Goal Business and technology can peacefully co-create! Alignment Copyright 2012 - Richard Hensley
- 29. Let’s Chat Copyright 2012 - Richard Hensley
Editor's Notes
- Introduction, and dramatic notion of McKesson the company
- The big message.
- Setting a little context relative to the lead in slide
- Why we are doing thisTo be more reliable in answering these questionsTo establish system oriented accountability
- Safe to Fail = Safe to LearnIt is a change management framework not a process framework.
- For the people, it is all about finding the tools that allow the people to engage and then own the change process.This is the journey the business systems needs to chose.
- Change takes tremendous time and energyManaging change is a full time jobChange is really hardIntroduce slowlyHave a visionHave a planSet out long term expectationsAcknowledge that change is hardAcknowledge that we are in it for the long haul
- Product Development systems are social groups that happen to produce a technical productStop viewing a system as a machine View the people in the system as the most valuable asset you have, and they go home every nightPut social tools in placeLike: - Daily stand ups - Retrospectives - Business operations reviews
- Marketing is goodUse tag lines and announcementsStart a few months in advanceGive enough information for self study to occurMake a few different announcementsUse games and contests
- Train a little… Improve a lot… Train a little… Rinse Repeat…Give the folks enough to engage, learn a little bit, and then self learnFrequent Exposure events
- When change goes viral, it is an indication of emergenceAs a coach, approach new groups with curiosity and questions, intending on learning what ideas the new group has and if they are willing to share their ideas back into the communityAs a coach remember, each group is on their own journey, and your job is to enhance that journey by asking them questions. Specifically avoid giving them solutions
- Don’t forget your first transformationsEngage with them and ask them about their improvements
- Start with a part of the value stream that is firmly within you scope of authority and influenceWe did a full value stream analysisI picked part of the value stream that we were very comfortable with and did the following:VisualizedDocumentedLimitedBuilt in Feedback loopsGathered Data for metrics purposesRan many experiments
- Add parts that are in alignmentAs we went to market, we added packaging, delivery, and deployment to my scope of authorityWe automated all these into a 100% repeatable processWe monitored software performance to ensure the transaction cost was incredibly low
- Add parts that start to see improvements if they joinWatch for viral opportunitiesProduce Value at every step of the wayWait until they ask
- Most important lesson of all.GET GOING!Stop AnalyzingAllow EmergenceExperiment Boldy
- The business folks understand dates and dollarsDon’t try to convert them to your languageUse their languageThey have a real need to plan their businessBring them into the accountability modelRoadmaps are absolutely needed, so allow for them appropriately in your business contextDeferal of publication is a powerful tool in creating value in your business
- Gather DataAnalyze DataBe open to surprising thingsBe open to using the data as a predictor of future performanceIt’s better than guessingIt’s better than wisdom of the crowdsModify your work patterns to shape your dataStoriesFM Story SizeDM Story Size
- Producer – Consumer SystemProduct Developers (Design, Coders, QA, Release, Package, Deploy) are in control of productivity and qualityDelivering work units in a time frame at a specific qualityModeling of work unit delivery curveTransparently publishing actual performanceProduct Managers (Analysis) are in control of content and datesUsing delivery curve models to predict delivery datesSupplying adequately detailed and continuous content dialogProduct Leaders (Ideation) are in control of penetration and adoptionBringing the product to market Communicating the message inward and outwardWhy transfer accountability without control?
- With each new business you are starting over, but you are not starting from the beginningTake all the good ideas from each business into your new business, but do not assert those ideas onto your new business
- The big message I want the audience to get.