Lean Kanban France2013 : kanban for managers

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Lean Kanban France

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Lean Kanban France2013 : kanban for managers

  1. 1. KANBAN FOR MANAGERS FROM I TO WE 26/09/13 Samuel RETIERE Agile Coach, Former Manager @sretiere
  2. 2. 226/09/13 AGENDA 2
  3. 3. 326/09/13 0 20 40 60 80 100 120 140 Unknown Agile Crystal Kanban Scrum Agile projects in 2 years Agile Center Scrum Only Yes, we kanban Agile properties Agile Maturity Assessment AN AGILE TRANSFORMATION Agile teams 1 2 3 Events
  4. 4. 426/09/13 4EVENT 1 Agile Fair Kanban Awareness We need your help Let’s try to help them Sept 2012
  5. 5. 526/09/13 5EVENT 2 Dev 40%, Ops 2% Agile Top manager : Start by ourself What is our current level ? I need a maturity model Feb 2013
  6. 6. 626/09/13 6EVENT 3 Agile for Ops Initiative See the dev team We have a daily with all managers That’s more complicated Apr 2012
  7. 7. 726/09/13 AGENDA 7
  8. 8. 826/09/13 MANAGER Management in all business and organizational activities is the act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively. https://en.wikipedia.org/wiki/Management
  9. 9. 926/09/13 MANAGER : NOT ALWAYS THE SAME JOB TOP MANAGER MIDDLE MANAGER OPERATIONAL MANAGER
  10. 10. 1026/09/13 MIDDLE MANAGER • Strategic directives • Supervising subordinate managers • KPI • Reporting DOWNSTREAM UPSTREAM
  11. 11. 1126/09/13 I WORK FOR MY BOSSMATURITY 1 FROM I TO WE
  12. 12. 1226/09/13 LEADERSHIP : MATURITY 1 n Obeya n Individual objectives Ø Reporting Ø Control n Pattern n Analogy Ø Waterfall
  13. 13. 1326/09/13 IS THERE ANOTHER WAY ? n Limits Ø Lack of common culture Ø Knowledge sharing One project : One team
  14. 14. 1426/09/13 SHARING n Tool : Visual management n Objectives ● Give the status of the process ● Direct the leadership to areas that need support ● Indicate the actions or countermeasures that are in process ● Show normal versus the abnormal, or what is right and what is wrong Transparency Problems are good
  15. 15. 1526/09/13 I WORK FOR MY BOSS I KNOW WHAT MY COLLEAGUES DOMATURITY 2 MATURITY 1 FROM I TO WE
  16. 16. 1626/09/13 n Pattern n Analogy Ø One project : one team LEADERSHIP : MATURITY 2 n Obeya n Individuals objectives Ø Project KPI Ø Sharing knowledge http://blog.maskell.com/?p=374
  17. 17. 1726/09/13 IS THERE ANOTHER WAY ? n Limits Ø No anticipation / prioritization Ø No global assignation Ø A view of projects is a view of silos
  18. 18. 1826/09/13 n Tool : Kanban for manager n Objectives ● Empowerment of the managers on team objectives ● Systems thinking ● Team development SYSTEM THINKING Product Backlog Metrics Manage flow Stop starting, Start finishing Limit work in progress To Do In Progress Done A B C Initiative Initiative Initiative Initiative Initiative Initiative Initiative Initiative Initiative Initiative Objectives -Priority+ 4
  19. 19. 1926/09/13 HIGHLIGHTS n Prioritization / Cadence ● Main tool to switch from visual management to kanban : Visual backlog ● A full « Done » column is a clue that there is a lack of cadence n Cost of delay ● 3 classes of services used : Expedite, Standard (to be done by managers), Followed (to be done by teams) n Limit work in progress ● Mindset change needed to focus on the flow rather than focusing on people occupation n Continuous improvement ● One of the most challenging part to implement kanban at managers level. Most improvements done during daily meetings. n Workflow ● Mostly basic : To Do, In Progress (0-100%), Done. Sometimes more complicated. ● Split of the « Done » Column in 2 swimlanes to highlight Success (vs Achievments). ● Focus on team objectives : Difficult to switch from projects to initiatives with dev team. n Measure ● Easier with operations team to focus on cycle time.
  20. 20. 2026/09/13 CHANGE MINDSET : SOME INITIATIVES MAY FAIL SUCCESS FAILUREOR Lean start-up (Eric RIES)
  21. 21. 2126/09/13 I WORK FOR MY BOSS I KNOW WHAT MY COLLEAGUES DO WE THINK TOGETHER MATURITY 2 MATURITY 1 MATURITY 3 FROM I TO WE
  22. 22. 2226/09/13 LEADERSHIP : MATURITY 3 n Obeya n Individual objectives Ø  Close to the team objectives Ø  Continuous Improvement n Pattern n Analogy Ø Agile team
  23. 23. 2326/09/13 TRIBAL LEADERSHIP : BENEFITS AT LEVEL 4 n People collaborate and work toward a noble cause, propelled from their values n Fear and stress go down as the ‘interpersonal friction’ of working together decreases n The entire team shifts from resisting leadership to seeking it out n Organizational learning becomes effortless, with the tribe actively teaching its members the latest thinking and practices n Setting and implementing a successful competitive strategy becomes stunningly easy as people’s aspirations, knowledge of the market, and creativity are unlocked and shared n People report feeling more alive and having more fun Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization (Dave Logan, John King, Halee Fischer-Wright)
  24. 24. 2426/09/13 IS THERE ANOTHER WAY ? n Limits Ø Working with someone is not working together
  25. 25. 2526/09/13 n Tool : Pair Work n Objectives ● Personal development WORK TOGETHER
  26. 26. 2626/09/13 CROSS FUNCTIONAL TEAM n Tool : Communities n Objectives ● Develop people ● Manage dependencies ● Deal with big projects http://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify (Henrik Kniberg, Anders Ivarsson)
  27. 27. 2726/09/13 I WORK FOR MY BOSS I KNOW WHAT MY COLLEAGUES DO WE THINK TOGETHER WE WORK TOGETHER MATURITY 2 MATURITY 1 MATURITY 3 MATURITY 4 FROM ORGANIZATION TO OBJECTIVES
  28. 28. 2826/09/13 LEADERSHIP : MATURITY 4 n Obeya n Individual objectives Ø  No SMART objectives Ø Team objectives Ø  360° n Pattern n Analogy Ø Pair programming
  29. 29. 2926/09/13 AGENDA 29
  30. 30. 3026/09/13 AN AGILE MATURITY MODEL Agile Enterprise Continuous Delivery of Value Do it Fast Do the Right Thing Do the Thing Right Agile First Star TBD TBD TBD Agile basics Value, Stability DevOps Agile portfolio, Kanban for managers
  31. 31. 3126/09/13 QUESTIONS

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