Scaling Kanban                                                     Deliver big Projects with 10+ Teams                    ...
Traian KaiserDirector Agile Project Management & PMO (XING AG)            13 years of Internet-Business            Compani...
~140       Employees in product development50Releases a year
The challenges of scaling Kanban (or a lean/agile      organisation)                            6
Manage Complexity     Manage TechnologyMaintain Leadership & Motivation                                   7
Think about how to increasestructure while maintaining core agile/lean practices at       the same time                   ...
“As a rule, every time a companygrowth by 50 percent, you shouldevaluate whether organizationalchanges are required, and b...
Scale by building an autonomous,fractal organization. Delegate asmuch as possible to thelower hierarchy level.Try not to h...
Create permanent,cross-functionalteams organizedalong thecommunicationbandwidth.                    11
In addition to asuperior team,you may need akick-start andconvergenceteam at thebeginning andend of bigprojects orreleases...
Think about process &   communication                        13
Expectation managementis increasing in largerorganizations.                          14
Planning is much more work now:• Same planning principles for all• Same (digital) tools for planning• Plan a “bootcamp”• P...
Aggregated, consistent and leancommunication vs. unread spam.
Think about technology                         17
“Schedules should be decoupled…Decoupled schedules are not reallypractical unless the architecture is alsodecoupled“      ...
Modular architecture with lessdependencies between “units”and a clean code policy                                 19
Standardization (and maybereduction) of useful tools & workflows.                                          20
All-embracing,multistage development-and test-environment forstress-free releases.                           21
Be rigorous on frequentdeployment and refactoring.Do not tap into the big release-trap.                                   ...
Think about leadership                         23
Learn. Educate (this time includingthe middle management).Build teams, not groups.                                      24
Have a vision and sound goals.Be clear on priorities.Be rigorous on focus.Communicate openly & transparently.             ...
If teams are only asmaller part of thebigger picture,motivation fadesaway, distrustemerges and realleadership is moreimpor...
“A team that is unwilling to work withthe established framework disrupts thework the same way that individualswho are unwi...
What we learned @ XING                         28
Scaling is a manager topic   You will find out how agile your          company really isKeeping autonomy and leadership is...
And, of course, we need the best professionals.                                              We hire:                     ...
Thank you                                                                  Questions?                      Traian Kaiser  ...
Creative Commons Picture Credits    • Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photos...
DISCLAIMER  This presentation was produced in May 2010 by XING AG (the "Company") solely for use as an information source ...
Scaling Kanban
Scaling Kanban
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Scaling Kanban

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Deliver big Projects with 10+ Teams and still sleep well

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Scaling Kanban

  1. 1. Scaling Kanban Deliver big Projects with 10+ Teams and still sleep wellTraian Kaiser, Lean Kanban Central Europe, October 2011 2
  2. 2. Traian KaiserDirector Agile Project Management & PMO (XING AG) 13 years of Internet-Business Companies: IBM, Yahoo, XING, … MBA, Agilist, People Manager
  3. 3. ~140 Employees in product development50Releases a year
  4. 4. The challenges of scaling Kanban (or a lean/agile organisation) 6
  5. 5. Manage Complexity Manage TechnologyMaintain Leadership & Motivation 7
  6. 6. Think about how to increasestructure while maintaining core agile/lean practices at the same time 8
  7. 7. “As a rule, every time a companygrowth by 50 percent, you shouldevaluate whether organizationalchanges are required, and by the timegrowth reaches 100 percent, youshould already have made changes toaccommodate that growth.“ Jurgen Appelo Management 3.0
  8. 8. Scale by building an autonomous,fractal organization. Delegate asmuch as possible to thelower hierarchy level.Try not to have over 150colleaguesdependent onone another. 10
  9. 9. Create permanent,cross-functionalteams organizedalong thecommunicationbandwidth. 11
  10. 10. In addition to asuperior team,you may need akick-start andconvergenceteam at thebeginning andend of bigprojects orreleases. 12
  11. 11. Think about process & communication 13
  12. 12. Expectation managementis increasing in largerorganizations. 14
  13. 13. Planning is much more work now:• Same planning principles for all• Same (digital) tools for planning• Plan a “bootcamp”• Plan “set based”• Use a epic board• Plan a “fixcamp” 15
  14. 14. Aggregated, consistent and leancommunication vs. unread spam.
  15. 15. Think about technology 17
  16. 16. “Schedules should be decoupled…Decoupled schedules are not reallypractical unless the architecture is alsodecoupled“ Mary & Tom Poppendieck Leading Lean Software Development
  17. 17. Modular architecture with lessdependencies between “units”and a clean code policy 19
  18. 18. Standardization (and maybereduction) of useful tools & workflows. 20
  19. 19. All-embracing,multistage development-and test-environment forstress-free releases. 21
  20. 20. Be rigorous on frequentdeployment and refactoring.Do not tap into the big release-trap. 22
  21. 21. Think about leadership 23
  22. 22. Learn. Educate (this time includingthe middle management).Build teams, not groups. 24
  23. 23. Have a vision and sound goals.Be clear on priorities.Be rigorous on focus.Communicate openly & transparently. 25
  24. 24. If teams are only asmaller part of thebigger picture,motivation fadesaway, distrustemerges and realleadership is moreimportant than ever. 26
  25. 25. “A team that is unwilling to work withthe established framework disrupts thework the same way that individualswho are unwilling to work within theteam framework do“ Jim Highsmith Agile Project Management
  26. 26. What we learned @ XING 28
  27. 27. Scaling is a manager topic You will find out how agile your company really isKeeping autonomy and leadership is key 29
  28. 28. And, of course, we need the best professionals. We hire: Agile Project Manager / Coaches Quality Manager Product Owner Interaction Designer Frontend Developer Ruby & Perl Developer ... http://careers.xing.com
  29. 29. Thank you Questions? Traian Kaiser Director Agile Project Management & PMO XING-Profile: xing.to/traianSee what‘s up in our Lean Software Development Group:http://www.xing.com/net/leansoftwaredevelopment/ The Professional Network www.xing.comXING – Powering Relationships 31
  30. 30. Creative Commons Picture Credits • Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photostream/) from cuellarXING – Powering Relationships 32
  31. 31. DISCLAIMER This presentation was produced in May 2010 by XING AG (the "Company") solely for use as an information source for potential business partners and is strictly confidential. It has been made available to you solely for your own information and may not be copied, distributed or otherwise made available to any other person by any recipient. This presentation is not an offer for sale of securities in the United States. The distribution of this presentation to you does not constitute an offer or invitation to subscribe for, or purchase, any shares of the XING AG and neither this presentation nor anything contained herein shall form the basis of, or be relied on in connection with, any offer or commitment whatsoever. The facts and information contained herein are as up-to-date as is reasonably possible and are subject to revision in the future. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors nor any other person makes any representation or warranty, express or implied as to, and no reliance should be placed on, the accuracy or completeness of the information contained in this presentation. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors or any other person shall have any liability whatsoever for any loss arising, directly or indirectly, from any use of this presentation. The same applies to information contained in other material made available at the presentation. While all reasonable care has been taken to ensure the facts stated herein are accurate and that the opinions contained herein are fair and reasonable, this document is selective in nature and is intended to provide an introduction to, and overview of, the business of the Company. Where any information and statistics are quoted from any external source, such information or statistics should not be interpreted as having been adopted or endorsed by the Company as being accurate. This presentation contains forward-looking statements relating to the business, financial performance and results of the Company and/or the industry in which the Company operates. These statements are generally identified by words such as "believes," "expects," "predicts," "intends," "projects," "plans," "estimates," "aims," "foresees," "anticipates," "targets," and similar expressions. The forward-looking statements, including but not limited to assumptions, opinions and views of the Company or information from third party sources, contained in this presentation are based on current plans, estimates, assumptions and projections and involve uncertainties and risks. Various factors could cause actual future results, performance or events to differ materially from those described in these statements. The Company does not represent or guarantee that the assumptions underlying such forward-looking statements are free from errors nor do they accept any responsibility for the future accuracy of the opinions expressed in this presentation. No obligation is assumed to update any forward-looking statements.XING – Powering Relationships 33

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