Alan shalloway lean-kanban is about people


Published on

Published in: Technology, Business

Alan shalloway lean-kanban is about people

  1. 1. LeanIs About People BECOMING LEAN-agile © copyright 2011. Net Objectives, Inc.
  2. 2. Lean for Executives Product Portfolio Management Business ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manage Team mentKanban / Scrum Lean ManagementATDD / TDD / Design Patterns Project Management
  3. 3. 60s: Software Crisis 70s: Software Eng/Waterfall80s: PCs 80s: 4th Gen Language90s: Internet 90s: Rigorous Process / Y2K00s: Agile methods
  4. 4. Different Perspectives People Process
  5. 5. Different Perspectives
  6. 6. Different Perspectives
  7. 7. Structures Help People
  8. 8. Outcomes The Nature of People Taiichi Ohno and People The bias of the Machine that Changed the World How Lean Supports People
  9. 9. which part of theairplane FLIES?
  10. 10. Values Social MotivationNeeds People Psychology Think- Create- Education Work
  11. 11. MINDSET
  12. 12. Different Perspectives Stake- holders yees Emplo-
  13. 13. Different Perspectives
  14. 14. Nature of People - Values1. Values • Honesty • Fairness2. Motivation • Quality3. Psychology4. Education5. Think-Create-Work6. Needs7. Social thinking points
  15. 15. Nature of People - Motivation1. Values • Intrinsic • Service to others2. Motivation3. Psychology4. Education5. Think-Create-Work6. Needs7. Social thinking points
  16. 16. REALITIES
  17. 17. Nature of People - Psychology1. Values • We like to feel in control • We like to be right2. Motivation • Fear of unknown3. Psychology • Uncomfortable with too much change • Tend to fall back into old habits4. Education5. Think-Create-Work6. Needs7. Social thinking points
  18. 18. T E L L I N G P E O P L E “J U S T D O I T ” JU S T D O E S N ’T D O I T
  19. 19. Too much change brings stress Why not start where you are?
  20. 20. Rate of Change  Massive change without understanding – Fight or Flight – Need a burning platform – Not sustainable – Go back to old habits  Small change - continuous improvement
  21. 21. Nature of People - Education1. Values • How do people best learn? • Incrementally2. Motivation • With real experience3. Psychology4. Education5. Think-Create-Work6. Needs7. Social thinking points
  22. 22. Commonunderstanding helps create collaborative action
  23. 23. “ Theory by itself is useless. Experience by itself is expensive” Edwards Deming theory learning application“ Theory by itself teaches nothing. Application by itself teaches nothing. Learning is the result of dynamic interplay between the two.” Peter Scholtes
  24. 24. The World We Live In Simple Chaotic Complicated Complex
  25. 25. different kinds of predictability Micro-don’t know the color Macro-more money is staying than leaving
  26. 26. Next time youare in asituationwhere youhave nocontrolsee if you canmake it worse!
  27. 27. PDCA is original adaptivesystem But it’s based on white-box (explicit) models
  29. 29. Context of Lean Origins  Circa late 40s early 50s  Toyota could not compete on basis of – Technology – Marketplace – Volume  Had to compete based on people getting better
  30. 30. The basis of the Toyota production system isthe absolute elimination of waste. The twopillars needed to support the system are:  just-in-time  autonomation It is easy to misunderstand and think Lean is about this result. It is actually systems thinking applied to educating and supporting the workers to move toward this result.
  31. 31. Lean ScienceMuda (waste) is caused by muri(overburdened workers) which is causedby mura (unevenness of flow).Essentially, use pull and WIP limits to haveworkers work at right levels & eliminate waste.
  32. 32. at some point Physics was no longer Newton’sNew methods are evolving
  33. 33. Product Portfolio Management Kanban Lean-Flow Across Teams
  34. 34. Lean science makesLean management possible
  35. 35. Lean ManagementThe role of management is to create anenvironment for the workers to thriveand to delight customers Management as leadershipThis requires attention to: Context within which work takes place Psychology of people
  36. 36. Leadership Self-organizing teamsProduct Management Quality practices Holistic view All teams are different Proper Focus Proper Workload
  37. 37. Nature of People – Think-Create-Work1. Values • Diversity improves creation • Structure aids creativity2. Motivation3. Psychology4. Education5. Think-Create-Work6. Needs7. Social thinking points
  38. 38. Diversity Is Key A complex problem, like discovering ways to delight clients, is best solved by a cognitively diverse group of people that is given responsibility for solving the problem, self-organizes, and works together to solve it. The Leader’s Guide to Radical Management – Steve Denning
  39. 39. DoesSelf-organizing teammeando what you want? No
  40. 40. Must Attend to Laws
  41. 41. Feedback Is Good
  43. 43. Nature of People - Needs1. Values • Feeling of self-worth • Acknowledgement2. Motivation • Sense of service3. Psychology • Financial4. Education5. Think-Create-Work6. Needs7. Social thinking points
  44. 44. Self-Organization Works &Also Supports People’s Needs  Feeling of self-worth  Acknowledgement  Sense of service
  45. 45. Needs of People - Financial  Deming’s Point # 1 Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business and to provide jobs. The goal is not to become more productive so you can fire people. It is to create more value with the people you have.
  46. 46. Nature of People - Social1. Values • Tribal • Organize in groups2. Motivation • How do groups relate3. Psychology • How to relate to other individuals • Peers4. Education • Managers / leaders5. Think-Create-Work • Mentees6. Needs7. Social thinking points
  47. 47. Just because Kanban can enable you towork without teams doesn’t mean youshould Use Kanban to create teams when they don’t exist
  48. 48. Needs Social PsychologyMotivation People Values Think- Education Create- Work
  49. 49. Questions to Ask?Are you fighting or flowing with human natureAre you using people as tools? or are you helping them to solve problems?
  50. 50. Values of the Lean Software& Systems Consortium  Accept the human condition  Accept that complexity and uncertainty are natural to knowledge work  Achieve better economic outcomes  Achieve better sociological outcomes  Seek, embrace and question valuable ideas from all disciplines  Enhance the speed and depth of positive change through a value-based community
  51. 51. Thank You! ASSESSMENTS CONSULTING T RAINING COACHINGRegister at to access many webinarsContact me at @alshalloway alshall@netobjectives.comLean Agile Project Management Stockholm 3-4/11I’ll be at LESS 2011 Stockholm, 30/10-2/11 copyright © 2010 Net Objectives Inc.