Fitness for Purpose - The Kanban way for focused Agility

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Agile methods have grown interest by many specialist roles. Project managers, analysts, developers and testers want to know about their future role in an Agile environment. Frequent questions from an individual perspective are: Survival or major contribution? New role or new techniques? Taking one step back we recognize, success with Agility does not come via new methodology, roles or techniques. It can only be based upon an understanding for the system and services under consideration. In this session we will explore how Kanban helps to take a systems thinking perspective. Participants learn to understand the differences compared to local attempts for optimization and they take with them actionable thoughts for shaping the Agility of an organizations service delivery.

Technology

Fitness for PurposeThe Kanban way for focused Agility
Mike Leber
Sarajevo, 27.10. 2014
http://agileexperts.at
„Without changing our patterns of thought, we will not be able to solve the problems we created with our current patterns of thought “ (Albert Einstein)
tel: +43 699 181 94 880 | mail: michael.leber@agileexperts.at | www.agileexperts.at
twitter: @michael_leber | Xing: www.xing.com/profiles/Michael_Leber | LinkedIn: www.linkedin.com/in/michaelleber

twitter: @michael_leber
http://agileexperts.at

•Agile / Lean and Systemic Coach
•Trainer for Scrum and Kanban
•Management 3.0 Facilitator
•Community Geek
•Lecturer
Mike Leber
Consulting , Training, Coaching for The Learning Organization
Adaptive Organizations -Leadership & Change
http://agileexperts.at
Unser Leistungsfokus
twitter: @michael_leber

twitter: @michael_leber
http://agileexperts.at
Current
Target
Our desired Change Path
Mike Burrows

twitter: @michael_leber
http://agileexperts.at
Change Paths in Reality
Kübler-Ross: Change curve

twitter: @michael_leber
http://agileexperts.at
IUMRINGTQGQNGIUSIQNS
Read what you see
Copyright: Mike Rother

twitter: @michael_leber
http://agileexperts.at
IUMRINGTQGQNGIUSIQNS
Our brain automatically fills in blanks, instead of saying to us “Sorry, I don’t know yet”
Copyright: Mike Rother

twitter: @michael_leber
http://agileexperts.at
Mike Rother‘s Toyota Kata
Iterative Experiments drive us towards a desired condition.
We don‘t know yet, how to achieve it & if we will achieve it at all.
Copyright: Mike Rother

twitter: @michael_leber
http://agileexperts.at
Copyright: Mike Rother

twitter: @michael_leber
http://agileexperts.at
Mind the Culture -Cargo Cult

twitter: @michael_leber
http://agileexperts.at
Capabilities
Market Demand
Understand Risk, Demand & Capability

twitter: @michael_leber
http://agileexperts.at
Kanban Agendas
•Senior Level –“Survivability Agenda”
–Make promises they can keep
–Lead the business in terms of Strategy & Positioning
•Mid-level –“Service-Oriented Agenda”
–Up-managing –answer the hard questions with confidence
–Down-managing –make difficult decisions with confidence
•Line-level -“Sustainability Agenda”
–Relief from overburdening
Copyright: David J. Anderson

twitter: @michael_leber
http://agileexperts.at
Evolutionary Organizations are Learning Organizations
•Systems Thinking
•Mastery
•Mental Models
•Shared Vision
•Collaborative Learning & Evolving

twitter: @michael_leber
http://agileexperts.at
Organizational Fitness
It starts with Understanding
•Business, Customers & Risk
•Demand & Capability
•Current Performance
•Driving Experiments to learn & improve

twitter: @michael_leber
http://agileexperts.at
Drivers for Business Agility
Decide
Act
Learn
Service Delivery
Service Implementation
Service Definition
Commitment Point 1
Commitment Point 2
•Pool of Ideas
•Business Risk
•Options
•Lead Time
•Quality
•Improvement
•Feedback
•Validation
•Value
I
I
Flow
Values –Principles –Emerging Practices

twitter: @michael_leber
http://agileexperts.at
Core Kanban Practices
•Visualize
•Limit Work in Process (WIP)
•Manage Flow
•Make policies explicit
•Implement feedback loops
•Improve collaboratively, evolve experimentally(using models & the scientific method)

twitter: @michael_leber
http://agileexperts.at
Transparency about Risk & Fitnessvia Feedback Loops
OperationsReview
Service
Delivery
Review
StandupMeeting
daily
weekly
monthly
Copyright: David J. Anderson

twitter: @michael_leber
http://agileexperts.at
Evolutionary Path
Evolving
Process
Rollforward
Rollback
Initial
Process
Future process is emergent
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Copyright: David J. Anderson
•Start where you are
•Initially respect existing job titles, roles & processes

twitter: @michael_leber
http://agileexperts.at
Explore Services
Demand
ObservedCapability
Demand
Demand
ObservedCapability
ObservedCapability
Copyright: David J. Anderson

twitter: @michael_leber
http://agileexperts.at
Scaling based upon emergent Capability
Copyright: David J. Anderson

twitter: @michael_leber
http://agileexperts.at
Conclusion
•Mind prescribed templates to be installed
•Build Values and Principles, growing a Shared Vision
•Understand your business, try to evolve it experimentally and collaboratively
•Foster Leadership on all Levels

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1. Fitness for PurposeThe Kanban way for focused Agility Mike Leber Sarajevo, 27.10. 2014 http://agileexperts.at „Without changing our patterns of thought, we will not be able to solve the problems we created with our current patterns of thought “ (Albert Einstein) tel: +43 699 181 94 880 | mail: michael.leber@agileexperts.at | www.agileexperts.at twitter: @michael_leber | Xing: www.xing.com/profiles/Michael_Leber | LinkedIn: www.linkedin.com/in/michaelleber

2. twitter: @michael_leber http://agileexperts.at

3. •Agile / Lean and Systemic Coach •Trainer for Scrum and Kanban •Management 3.0 Facilitator •Community Geek •Lecturer Mike Leber Consulting , Training, Coaching for The Learning Organization Adaptive Organizations -Leadership & Change http://agileexperts.at Unser Leistungsfokus twitter: @michael_leber

4. Agile Transitions?

5. twitter: @michael_leber http://agileexperts.at Current Target Our desired Change Path Mike Burrows

6. twitter: @michael_leber http://agileexperts.at Change Paths in Reality Kübler-Ross: Change curve

7. twitter: @michael_leber http://agileexperts.at IUMRINGTQGQNGIUSIQNS Read what you see Copyright: Mike Rother

8. twitter: @michael_leber http://agileexperts.at IUMRINGTQGQNGIUSIQNS Our brain automatically fills in blanks, instead of saying to us “Sorry, I don’t know yet” Copyright: Mike Rother

9. twitter: @michael_leber http://agileexperts.at Mike Rother‘s Toyota Kata Iterative Experiments drive us towards a desired condition. We don‘t know yet, how to achieve it & if we will achieve it at all. Copyright: Mike Rother

10. twitter: @michael_leber http://agileexperts.at Copyright: Mike Rother

11. twitter: @michael_leber http://agileexperts.at Mind the Culture -Cargo Cult

12. twitter: @michael_leber http://agileexperts.at Capabilities Market Demand Understand Risk, Demand & Capability

13. twitter: @michael_leber http://agileexperts.at Kanban Agendas •Senior Level –“Survivability Agenda” –Make promises they can keep –Lead the business in terms of Strategy & Positioning •Mid-level –“Service-Oriented Agenda” –Up-managing –answer the hard questions with confidence –Down-managing –make difficult decisions with confidence •Line-level -“Sustainability Agenda” –Relief from overburdening Copyright: David J. Anderson

14. twitter: @michael_leber http://agileexperts.at Evolutionary Organizations are Learning Organizations •Systems Thinking •Mastery •Mental Models •Shared Vision •Collaborative Learning & Evolving

15. twitter: @michael_leber http://agileexperts.at Organizational Fitness It starts with Understanding •Business, Customers & Risk •Demand & Capability •Current Performance •Driving Experiments to learn & improve

16. twitter: @michael_leber http://agileexperts.at Drivers for Business Agility Decide Act Learn Service Delivery Service Implementation Service Definition Commitment Point 1 Commitment Point 2 •Pool of Ideas •Business Risk •Options •Lead Time •Quality •Improvement •Feedback •Validation •Value I I Flow Values –Principles –Emerging Practices

17. twitter: @michael_leber http://agileexperts.at Core Kanban Practices •Visualize •Limit Work in Process (WIP) •Manage Flow •Make policies explicit •Implement feedback loops •Improve collaboratively, evolve experimentally(using models & the scientific method)

18. twitter: @michael_leber http://agileexperts.at Transparency about Risk & Fitnessvia Feedback Loops OperationsReview Service Delivery Review StandupMeeting daily weekly monthly Copyright: David J. Anderson

19. twitter: @michael_leber http://agileexperts.at Evolutionary Path Evolving Process Rollforward Rollback Initial Process Future process is emergent Evaluate Fitness Evaluate Fitness Evaluate Fitness Evaluate Fitness Evaluate Fitness Copyright: David J. Anderson •Start where you are •Initially respect existing job titles, roles & processes

20. twitter: @michael_leber http://agileexperts.at Explore Services Demand ObservedCapability Demand Demand ObservedCapability ObservedCapability Copyright: David J. Anderson

21. twitter: @michael_leber http://agileexperts.at Scaling based upon emergent Capability Copyright: David J. Anderson

22. twitter: @michael_leber http://agileexperts.at Conclusion •Mind prescribed templates to be installed •Build Values and Principles, growing a Shared Vision •Understand your business, try to evolve it experimentally and collaboratively •Foster Leadership on all Levels

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