Jasper sonnevelt pitfalls of a large kanban implementation

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  • Old situation: Technology oriented structure. Technology like Java, .Net, Oracle Technology A works for business line X,Y,Z Technology B works for business line X,Y,Z Technology C works for business line X,Y,Z New Situation: Multidisciplinary teams in a business line oriented structure so Team D consisting of Tech A,B,C works for BL X Team E consisting of Tech A,B,C works for BL Y Team F consisting of Tech A,B,C works for BL Z
  • Talk about some challenges
  • Opgelegd door management 7 – 20 teams 50 – 200 mensen Relatief korte tijd: March first 10 teams May rest
  • Sourcing Not English speaking company Cultural differences Increased uncertainty with employees If I cant see you how will I know that you will build what I asked you to build Distributed Kanban Again something new. You ask a lot of people if in a short period of time you first want them to learn kanban and then apply it to distributed kanban aswel
  • - Invest in knowledge Teach and coach Pilot successfactors were: Viral spread doesn’t automaticly work for knowledge and experience
  • There is a difference between physical & digital boards Digital: Easily accessible Automatic Metrics Available everywhere Looks cool Works great with distributed teams Physical
  • 5 large changes in short amount of time: No more own workplaces Introduction of Kanban Matrix organization New management Increased sourcing Moving locations Multidisciplinary teams
  • As much a cultural change as it is a change in the way of working
  • 4 teams are still not using a kanban board Too small - Budget for only for 400 hours of work over the whole year Not enough work Not enough priority
  • Dave Snowden (keynote LSSC11 Long Beach): Don’t expand unless you know why something is a success. If you don’t know how it works you cant scale it up or down.
  • Dynamics: Using digital boards has consequenses. Weigh them Scale consiously: Kanban doesnt fit on every team in the same way
  • Jasper sonnevelt pitfalls of a large kanban implementation

    1. 1. Pitfalls of a large kanban Implementation Jasper Sonnevelt Email: [email_address] | jsonnevelt@vxcompany.com Twitter: @jaspersonnevelt
    2. 2. Content <ul><li>Context </li></ul><ul><li>Status </li></ul><ul><li>Challenges </li></ul><ul><li>Observations </li></ul><ul><li>Conclusions </li></ul>
    3. 3. Context <ul><li>Benelux Insurance Company </li></ul><ul><li>Employees: </li></ul><ul><ul><li>ICT: 800 </li></ul></ul><ul><ul><li>Total: 4000 </li></ul></ul><ul><ul><li>Technology based teams </li></ul></ul><ul><ul><ul><li>Maintenance </li></ul></ul></ul><ul><ul><ul><li>Small changes </li></ul></ul></ul>
    4. 4. Kanban Pilot <ul><li>Characteristics </li></ul><ul><li>Both new features & incidents </li></ul><ul><li>Not fully multidisciplinary </li></ul><ul><ul><li>No Infrastructure and operations </li></ul></ul><ul><ul><li>Business commitment mostly best effort </li></ul></ul><ul><li>Better performance </li></ul><ul><ul><li>Increased transparency </li></ul></ul><ul><ul><li>Reduced defects </li></ul></ul><ul><ul><li>Better prioritized backlog </li></ul></ul><ul><ul><li>Higher throughput </li></ul></ul><ul><li>Teams asked to adopt Kanban </li></ul>August ‘09 December ‘09 Kanban team Kanban team Kanban team Kanban team Kanban team Kanban team Kanban team Kanban team Kanban team Kanban team
    5. 5. Pilot success factors <ul><li>Start out small </li></ul><ul><li>Increased personal responsibility </li></ul><ul><li>Increased team member involvement </li></ul><ul><li>Multi disciplinary teams </li></ul><ul><li>Coaching </li></ul>
    6. 6. Status <ul><li>December 2010 </li></ul><ul><li>20 dedicated teams </li></ul><ul><li>200 people </li></ul><ul><li>High pressure </li></ul><ul><li>Only facilitators were trained </li></ul>Kanban is the new standard way of working for development and operations teams
    7. 7. Challenges and pitfalls Rapid Expansion Multidisciplinary Teams End-to-End Collaboration (Out)Sourcing Budgets Changing organization Crisis Next Generation Work Culture Management Digital Boards One change at a time Knowledge levels Time Rapid Expansion Multidisciplinary Teams End-to-End Collaboration (Out)Sourcing Budgets Changing organization Crisis Next Generation Work Culture Management Digital Boards One change at a time Knowledge levels Time
    8. 8. Rapid expansion <ul><li>Management just promoted Kanban to a standard… </li></ul>
    9. 9. End to end collaboration <ul><li>We can’t get everybody in our team. Let’s start anyway… </li></ul>
    10. 10. (out) Sourcing <ul><li>So what if half our team is in a different country? </li></ul>
    11. 11. Not enough budget <ul><li>It’s crisis. Lets see how far we get on the money we have… </li></ul>
    12. 12. Next Generation Work <ul><li>It’s ok if you work from home... </li></ul>
    13. 13. Knowledge levels <ul><li>Educate only the facilitators… They’ll teach the team members </li></ul>
    14. 14. Cultural change <ul><li>Its only a different way of working… </li></ul><ul><li>At least management doesn’t have to change… </li></ul>
    15. 15. Digital vs physical boards <ul><li>There is no difference between physical and digital boards… </li></ul>
    16. 16. Digital vs physical boards <ul><li>“Cards and the Wall are not just visible signs of progress for visitors, managers and team members” […] “they are also an information-rich focal point for co-ordination and collaboration which work in a complementary manner.” </li></ul><ul><li>Helen Sharp, Hugh Robinson - Collaboration and co-ordination in mature eXtreme programming teams (2007) </li></ul>
    17. 17. One change at a time <ul><li>We have some other organizational changes at the moment, but that’s no problem </li></ul>
    18. 18. Give it time <ul><li>We have been doing this for almost half a year… Why are not all teams perfect yet??? </li></ul>
    19. 19. Kanban in all teams? <ul><li>Kanban will fix all our problems. It worked in the other teams didn’t it? </li></ul>
    20. 20. Every team is different <ul><li>“Don’t expand unless you know why something is a success. If you don’t know how it works you cant scale it up or down.” </li></ul><ul><li>Dave Snowden (2011) </li></ul>
    21. 21. In conclusion <ul><li>Involve (middle) management </li></ul><ul><li>Educate (management too!) </li></ul><ul><li>Understand the dynamics of a Kanban team </li></ul><ul><li>Scale consiously </li></ul>
    22. 22. Thank you

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