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Copyright © Institut Lean France 2011Lean with Distributed Teams  “Aligning IT projects with the business”          (2009-...
Copyright © Institut Lean France 2011                                           Agenda• LEAN Approach - Starting Point• St...
Copyright © Institut Lean France 2011   LEAN approach   STARTING POINTLEAN Project Management with Distributed Teams - Car...
Copyright © Institut Lean France 2011                 When telecom meets IT• IT-Telecom Convergence          90’s : Commun...
Copyright © Institut Lean France 2011                      LEAN Starting PointPerformance Domains              2009 Status...
Copyright © Institut Lean France 2011               2011 “win-win scenario”Performance Domains                  2011 Statu...
Copyright © Institut Lean France 2011   Time, Scope & Quality Management   STEP BY STEP OPTIMIZATIONLEAN Project Managemen...
Copyright © Institut Lean France 2011The Muda Analysis :7 types of wastePrinciple : Wastes in all ourprocesses lead to hig...
Copyright © Institut Lean France 2011                     Time Management – Step 1   W1        W2         W3             W...
Copyright © Institut Lean France 2011  Kaizen feedbacks : Step 1 Step 1 Assessment :Collaboration & Communication         ...
Copyright © Institut Lean France 2011                    Time Management – Step 2   W1        W2        W3          W4    ...
Copyright © Institut Lean France 2011Kaizen feedbacks : Step 2•   Customer involvement & reorganisation : scope “smoothing...
Copyright © Institut Lean France 2011   Communication Management   DISTRIBUTED TEAMSLEAN Project Management with Distribut...
Copyright © Institut Lean France 2011              Distributed Team context                                   • Project Te...
Copyright © Institut Lean France 2011             Different methods applied• Scrum – Stand Up Meeting         Collocated v...
Copyright © Institut Lean France 2011                                                      Scrum Meeting                  ...
Copyright © Institut Lean France 2011                       Scrum Management • Colocated                                  ...
Copyright © Institut Lean France 2011Planning & Quality                                       Next to the teamFollow up   ...
Copyright © Institut Lean France 2011      KAIZEN “ change for the better”•     Monthly meetings•     Debriefing of the la...
Copyright © Institut Lean France 2011Quality of deliverables follow up                                   Project Team Qual...
Copyright © Institut Lean France 2011On site management & Field experienceSCRUM ON SITE- Once a week- Updates of documents...
Copyright © Institut Lean France 2011Feedback Loops &RecognitionHow Do You Give Positive/NegativeFeedback to Your Team Mem...
Copyright © Institut Lean France 2011Team anticipation & Project business purposeROADMAP+ Locally displayed+ Team members ...
Copyright © Institut Lean France 2011   Conclusion as a Project Manager   CUSTOMER FEEDBACKLEAN Project Management with Di...
Copyright © Institut Lean France 2011Customer feedbacks                                                  PM experienceCong...
Copyright © Institut Lean France 2011   Q&ALEAN Project Management with Distributed Teams - Caroline Leclerc              ...
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Lean with distributed teams

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A presentation by Caroline Leclerc at the 1st European Lean IT Summit held in Paris in October 2011.
www.lean-it-summit.com

Published in: Technology, Business
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Transcript of "Lean with distributed teams"

  1. 1. Copyright © Institut Lean France 2011Lean with Distributed Teams “Aligning IT projects with the business” (2009-2011 experience) Caroline Leclerc
  2. 2. Copyright © Institut Lean France 2011 Agenda• LEAN Approach - Starting Point• Step by Step Optimization Time Management Scope & Quality Management• Distributed Teams Management Communication Management• Customer feedback & ConclusionLEAN Project Management with Distributed Teams - Caroline Leclerc 2
  3. 3. Copyright © Institut Lean France 2011 LEAN approach STARTING POINTLEAN Project Management with Distributed Teams - Caroline Leclerc 3
  4. 4. Copyright © Institut Lean France 2011 When telecom meets IT• IT-Telecom Convergence 90’s : Communication Today : Services & Applications 1987 : [] Phoning Today : [] The becomes a sixth sense. world is yours.• Project context : Services platform customization Three mobile operators, MVNOs, one outsider Highly competitive and reactive Mass Market Launches linked to communication campaignsLEAN Project Management with Distributed Teams - Caroline Leclerc 4
  5. 5. Copyright © Institut Lean France 2011 LEAN Starting PointPerformance Domains 2009 StatusTime Project lead-time not matching the market Poor response time to competitors (iterative project mode)Scope Change requests added during the whole project lengthQuality Significant cost of non quality (rework and defects detected during customer acceptance)Communication Customer complaining about a « tunnel » effect. Teams complaining about scope creep/rework and response time between the development and the test teams.Human resource Stress and high turnover rate, bottleneck syndrome⇒ Customer demands : • Reduce projects lead-time • Ensure deliverables compliance – « no bug policy » • Lower total costs LEAN reflexion is initiated in collaboration with the customer.LEAN Project Management with Distributed Teams - Caroline Leclerc 5
  6. 6. Copyright © Institut Lean France 2011 2011 “win-win scenario”Performance Domains 2011 StatusTime Directly linked to project complexityCost Price transparency (complexity model)Scope Scope “smoothing” and prioritizationQuality Errors root causes are identified and actions taken.Communication • No tunnel effect, continuous feedbacks. • Daily synchronisation and obstacles resolution. • Responsibility clearly identified. • Project KPIs and progress available for all stakeholders 100% 80% 50% 60% 2009 40% 25% 2011 15% 20% 0% Project lead-time Change requests Defects & errors (seen by customer)LEAN Project Management with Distributed Teams - Caroline Leclerc 6
  7. 7. Copyright © Institut Lean France 2011 Time, Scope & Quality Management STEP BY STEP OPTIMIZATIONLEAN Project Management with Distributed Teams - Caroline Leclerc 7
  8. 8. Copyright © Institut Lean France 2011The Muda Analysis :7 types of wastePrinciple : Wastes in all ourprocesses lead to higher costsand longer lead times.In our case : three wastes areidentified1 – Waiting : “waterfall” process2 – Over-Processing (addingcomplexity)3 – CorrectionTwo last issues mostly linked tothree factors : - late change requests and scopecreep - errors partial analysis - communication flaws betweenstakeholdersLEAN Project Management with Distributed Teams - Caroline Leclerc 8
  9. 9. Copyright © Institut Lean France 2011 Time Management – Step 1 W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 Initial Process : Waterfall Development Integration Tests Acceptance Testing Kick Off Detailed Specification Feasibility Study Customer Responsibility Live ⇒ Project particularities : • Iterative project mode • Feasibility study : recommendations to match customer needs with the platform logics • Detailed specification from the customer is a prerequisite for both dev. and testing New Process : Sprint Spec1 2 3Feasibility Study Dev1 2 3 2 3 Acceptance Testing Live Test1 LEAN Project Management with Distributed Teams - Caroline Leclerc 9
  10. 10. Copyright © Institut Lean France 2011 Kaizen feedbacks : Step 1 Step 1 Assessment :Collaboration & Communication Step 1 – results 100% 75% 80% 60% 65% 60% 2009 40% 2010 20% 0% Project lead-time Change requests Defects & errors (seen by customer) ⇒ Given this conclusion, the customer agreed to split up the scope if project lead-time was directly linked to the scope complexity. LEAN Project Management with Distributed Teams - Caroline Leclerc 10
  11. 11. Copyright © Institut Lean France 2011 Time Management – Step 2 W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 Step 1 : Sprint introduction Detailed Specification Customer Responsibility DevelopmentFeasibility Study Acceptance Testing Integration Tests Live Step 2 : Sprint + Scope fragmentation Spec1 2 3 Dev1 2 3 Acceptance Testing Test1 2 3 Live Live⇒ Two iterative optimized projects in one initial « waterfall » project time frame.⇒ Scope reduction & quality improvement shortens the acceptance testing phase LEAN Project Management with Distributed Teams - Caroline Leclerc 11
  12. 12. Copyright © Institut Lean France 2011Kaizen feedbacks : Step 2• Customer involvement & reorganisation : scope “smoothing” over iterative projects• Supplier engagement : lead-time proportionally linked to scope complexity• Communication improvement• Enforced quality control and corrective actions Step 2 - Results 100% 80% 50% 60% 2009 40% 25% 15% 2011 20% 0% Project lead-time Change requests Defects & errors (seen by customer) How did the project team managed ?LEAN Project Management with Distributed Teams - Caroline Leclerc 12
  13. 13. Copyright © Institut Lean France 2011 Communication Management DISTRIBUTED TEAMSLEAN Project Management with Distributed Teams - Caroline Leclerc 13
  14. 14. Copyright © Institut Lean France 2011 Distributed Team context • Project Team based in four locations Project Manager/Experts – Site A Development team – Site B Testing team – Site C & D • Interventions on three customer locations How is Visual Management possible ?LEAN Project Management with Distributed Teams - Caroline Leclerc 14
  15. 15. Copyright © Institut Lean France 2011 Different methods applied• Scrum – Stand Up Meeting Collocated vs Remote Organization• Planning & Quality Follow up• Kaizen Feedback loop Success and points to improve Field experience• Team “buy in” Roadmap Project Aim LEAN Project Management with Distributed Teams - Caroline Leclerc 15
  16. 16. Copyright © Institut Lean France 2011 Scrum Meeting 15 minutes daily meeting Teams members respond to basics: 1) What did you do since last Scrum Meeting? 2) Do you have any obstacle? Every 24 3) What will you do before next meeting? Sprint Backlog hours Features assigned to sprint S1 S1 Scrum Overview S2 Sprint planning meeting Sprint review meeting Time boxed to 2 – 4 hours S3 1) Selecting Product backlog Time boxed to 4 hours New functionality is demonstrated at end S4 2) Preparing Sprint backlog of sprint Product Backlog Sprint retrospective meeting Time boxed to 3 hours Prioritized the most value added product features desired by the customer 1) What went well during the last sprint? 2) What can be improved in the next sprint? SOWPrerequisite : The scrum will have 2 phases (with and without the customer). LEAN Project Management with Distributed Teams - Caroline Leclerc 16
  17. 17. Copyright © Institut Lean France 2011 Scrum Management • Colocated • Distributed Initiation of the sprint Each coordinator is in process with the team charge of his projects local Mentoring on visual visual support management and scrums To Customer + Team PM Progress, Action Log Coordinator Exchange gridVisual Management limitation Visual management practice must be outsourced on each remote site Support must be adapted to digital exchanges LEAN Project Management with Distributed Teams - Caroline Leclerc 17
  18. 18. Copyright © Institut Lean France 2011Planning & Quality Next to the teamFollow up Updated in real time by the teamPLANNING FOLLOW UP - VISUAL The full project planning isavailable.QUALITY FOLLOW UP - VISUALIncluding customer vs. Internal errors Project Team can justify reworksand cost of non quality (hisresponsibility or customer’s) Customers’ errors are reported tothe customer as soon as detected Support for Kaizen Project team errors are visibleduring the project and retroactively. Share of responsibility Quality “real time audit”LEAN Project Management with Distributed Teams - Caroline Leclerc 18
  19. 19. Copyright © Institut Lean France 2011 KAIZEN “ change for the better”• Monthly meetings• Debriefing of the last KAIZEN actions• Main events & Feedback loops Review of the Month Successes Review of the Month Deficiencies Level of deliverables conformance• Review of field experience & sites’ visits• Processes, Tools & Communication enhancement lead• Experience feedbacks between projects LEAN Project Management with Distributed Teams - Caroline Leclerc 19
  20. 20. Copyright © Institut Lean France 2011Quality of deliverables follow up Project Team Quality MonitoringCUSTOMER responsibilitySpecific KPIs defined with the customer aremonitored and reported by the project team.DEV or TEST TEAM responsibility-Is it a misunderstanding of the customer’s need ?A lack of time ? A unexpected delay ? 2010- 2010- 2011- 2011- 2011-⇒Feasibility study, processes & communication 10 11 1 2 3to review Project team Competence Monitoring-Is it a human error ? A misunderstanding of theway to implement or a dev/test tool limitation ?⇒Is the documentation up to date ? Has theproper training/briefing been made ? Can weimprove the tools ?Each error is sorted out and KPIs monitoredto follow the evolution project by project.LEAN Project Management with Distributed Teams - Caroline Leclerc 20
  21. 21. Copyright © Institut Lean France 2011On site management & Field experienceSCRUM ON SITE- Once a week- Updates of documents to displayFIELD EXPERIENCE (live deployment)Emphasize problematic on :-Logistic-Organisation of operations-Team share of responsibility-Stress-Tools limitation-Workarounds in place-Etc…⇒Encounter with all teams’ members⇒Conclusions seen in KaizenLEAN Project Management with Distributed Teams - Caroline Leclerc 21
  22. 22. Copyright © Institut Lean France 2011Feedback Loops &RecognitionHow Do You Give Positive/NegativeFeedback to Your Team Members?Weekly « satisfaction » KPIs Snapshotenhance healthy competitionbetween teams.Weekly « weather forecast » is theoccasion to summarize the weekmain events.Subjective Dissatisfaction Cumulated/Satisfaction is visible and reported. Three points of view :Summary is presented by each Development Team (from PM)team during the monthly KAIZEN Testing & Deployment Team (from PM)workshop . Project perception (from customer)LEAN Project Management with Distributed Teams - Caroline Leclerc 22
  23. 23. Copyright © Institut Lean France 2011Team anticipation & Project business purposeROADMAP+ Locally displayed+ Team members are fully aware ofthe planning to come and free tocomment it.PROJECT PURPOSE+ Links technical projects to theirbusiness purpose+ Align team technical objectiveswith customer’s strategyLEAN Project Management with Distributed Teams - Caroline Leclerc 23
  24. 24. Copyright © Institut Lean France 2011 Conclusion as a Project Manager CUSTOMER FEEDBACKLEAN Project Management with Distributed Teams - Caroline Leclerc 24
  25. 25. Copyright © Institut Lean France 2011Customer feedbacks PM experienceCongratulations received in 2011 + Close collaboration with the team + Work together with customer toward shared outcomes + Business and technical constraints shared and understood by all stakeholders + Good understanding of the team activity, concerns and obstacles + Projects’ progress graphically displayed and available for every hierarchy levels during and after the project (improvement is obvious) + Healthy competition between projects and teamsLEAN Project Management with Distributed Teams - Caroline Leclerc 25
  26. 26. Copyright © Institut Lean France 2011 Q&ALEAN Project Management with Distributed Teams - Caroline Leclerc 26
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