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Visual management white board standard structures from waterfall to agile v3

In Services, most processes are abstract & invisible. How can you ease their management? Visualise them

Visual management white board standard structures from waterfall to agile v3

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Visual Management
The Goal:
• The best Whiteboard standard structures to support your Risk management
• from Waterfall to Agile
• How can you manage something you don’t see?
• Visualize your Activities & your Risks, whatever
you are in Agile or Waterfall mode
• A few ideas for your WhiteBoard design
Why, What & How?
The Goal:
• Why do we need to visualise? To see the process, to communicate, to federate
• What do we need to visualise? Goal, problem & risk not to achieve the goal
the key points: Project Management = Risk Management
What & How?
What are my main
activities?
What is the key
period to monitor?
Are we on track?
What structure for
my WhiteBoard(s)?
Why?
visualise an abstract process
federate & coordinate all
the team towards the
common goals
highlight the problems & solve
the ‘tunnel effect’
guide the team toward
a self-management in a
frame defined by the
management
How man records information?
The Goal:
• Use an Interactive WhiteBoard
• Mixing vision, hearing & interaction
the key points: man records the most information through active listening
 20% by what he hears
 30% by what he sees
 50% by what he hears and sees
 70% when he talks about it
 90% when he interacts with it
Man records 90% of his information through
 Vision: share the same screen with remote attendees (video conference)
 Hearing: open an audio conference call with them
 Interaction: increase remote attendees’ focus with live annotation/movement
How man records information?
What do you want to monitor?
The Goal:
• List your main activities & qualify them regarding importance, risk
• Use capacity bandwidth (SLA) for urgent, non urgent, predictable, non predictable
the key points: a project manager is a Risk manager, what is important? what is urgent?
A standard problem is to not succeed to manage at the same time
• a predictable activity
• and an unpredictable one, mostly defined by an urgency criteria
Following this IT example what are your main activities & what criteria is important
Production support
Level 1: Production team
Level 2: Business support (BA)
Level 3: IT support (Dev)
Development
project
maintenance
CTB
RTB standard
complex
Standard IT activities
Predictible
Unpredictible
urgent
Non urgent
Standard criteria
What do you want to monitor? On Development activity
The Goal:
• Which classification for more visibility?
• Visualise your flow to manage it (limit the WIP, manage your bottlenecks, …)
the key points: manage dynamicaly your Risk through short Agile iterations, don’t follow
blindly an original roadmap
key project criteria
• Q1: Quality
• Q2: Time
• Q3: Cost
• Q4: Risk
Team Iteration (main) objectives
key questions about monitoring
Q1: what is my period of monitoring? (iteration)
Q2: On this iteration, is the team on track on its different activities?
Q3: On this iteration, on each activity, what are the main objectives of the team?
Q4: On this iteration, on each activity, on each main objectives is the team on track?
Status Workflow steps
Try this structure and adapt to your context
development project
maintenance
User story P1
User story Pn
…
User story M1
User story Mn
…
Version
Sub-project
Urgent
Ohter criteria of classification/visualisation Organise the user story list in the most efficient way for you
To Do In Progress Done
test … Prod delivery
By project?
By version?
By client?
…
By urgency?
study spec dev
Example 1
Example 2
What do you want to monitor? On Production activity
The Goal:
• Which classification for more visibility?
• Implement your SLA (find unassigned Urgent ticket, free people to be assigned)
the key points: manage efficiently your Risk through short Agile iterations
key project criteria
• Q1: Quality
• Q2: Time
• Q3: Cost
• Q4: Risk
Team Iteration (main) objectives
key questions about monitoring
Q1: what is my period of monitoring? Mainly daily, sometimes more
Q2: On this iteration, is the team on track on its different activities?
Q3: On this iteration, on each activity, what are the main objectives of the team?
Q4: On this iteration, on each activity, on each main objectives is the team on track?
Status Workflow steps
Try this structure and adapt to your context
production Level 1
Ticket 1.1
Ticket 1.n
…
priority
assignee
Ohter criteria of classification/visualisation
To Do In Progress Done
Example 1
Level 2
Ticket 2.1
Ticket 3.n
…
Level 3
Organise the ticket list in the most efficient way for you
By project?
By version?
By client?
…
By urgency?

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Visual management white board standard structures from waterfall to agile v3

  • 1. Visual Management The Goal: • The best Whiteboard standard structures to support your Risk management • from Waterfall to Agile • How can you manage something you don’t see? • Visualize your Activities & your Risks, whatever you are in Agile or Waterfall mode • A few ideas for your WhiteBoard design
  • 2. Why, What & How? The Goal: • Why do we need to visualise? To see the process, to communicate, to federate • What do we need to visualise? Goal, problem & risk not to achieve the goal the key points: Project Management = Risk Management What & How? What are my main activities? What is the key period to monitor? Are we on track? What structure for my WhiteBoard(s)? Why? visualise an abstract process federate & coordinate all the team towards the common goals highlight the problems & solve the ‘tunnel effect’ guide the team toward a self-management in a frame defined by the management
  • 3. How man records information? The Goal: • Use an Interactive WhiteBoard • Mixing vision, hearing & interaction the key points: man records the most information through active listening  20% by what he hears  30% by what he sees  50% by what he hears and sees  70% when he talks about it  90% when he interacts with it Man records 90% of his information through  Vision: share the same screen with remote attendees (video conference)  Hearing: open an audio conference call with them  Interaction: increase remote attendees’ focus with live annotation/movement How man records information?
  • 4. What do you want to monitor? The Goal: • List your main activities & qualify them regarding importance, risk • Use capacity bandwidth (SLA) for urgent, non urgent, predictable, non predictable the key points: a project manager is a Risk manager, what is important? what is urgent? A standard problem is to not succeed to manage at the same time • a predictable activity • and an unpredictable one, mostly defined by an urgency criteria Following this IT example what are your main activities & what criteria is important Production support Level 1: Production team Level 2: Business support (BA) Level 3: IT support (Dev) Development project maintenance CTB RTB standard complex Standard IT activities Predictible Unpredictible urgent Non urgent Standard criteria
  • 5. What do you want to monitor? On Development activity The Goal: • Which classification for more visibility? • Visualise your flow to manage it (limit the WIP, manage your bottlenecks, …) the key points: manage dynamicaly your Risk through short Agile iterations, don’t follow blindly an original roadmap key project criteria • Q1: Quality • Q2: Time • Q3: Cost • Q4: Risk Team Iteration (main) objectives key questions about monitoring Q1: what is my period of monitoring? (iteration) Q2: On this iteration, is the team on track on its different activities? Q3: On this iteration, on each activity, what are the main objectives of the team? Q4: On this iteration, on each activity, on each main objectives is the team on track? Status Workflow steps Try this structure and adapt to your context development project maintenance User story P1 User story Pn … User story M1 User story Mn … Version Sub-project Urgent Ohter criteria of classification/visualisation Organise the user story list in the most efficient way for you To Do In Progress Done test … Prod delivery By project? By version? By client? … By urgency? study spec dev Example 1 Example 2
  • 6. What do you want to monitor? On Production activity The Goal: • Which classification for more visibility? • Implement your SLA (find unassigned Urgent ticket, free people to be assigned) the key points: manage efficiently your Risk through short Agile iterations key project criteria • Q1: Quality • Q2: Time • Q3: Cost • Q4: Risk Team Iteration (main) objectives key questions about monitoring Q1: what is my period of monitoring? Mainly daily, sometimes more Q2: On this iteration, is the team on track on its different activities? Q3: On this iteration, on each activity, what are the main objectives of the team? Q4: On this iteration, on each activity, on each main objectives is the team on track? Status Workflow steps Try this structure and adapt to your context production Level 1 Ticket 1.1 Ticket 1.n … priority assignee Ohter criteria of classification/visualisation To Do In Progress Done Example 1 Level 2 Ticket 2.1 Ticket 3.n … Level 3 Organise the ticket list in the most efficient way for you By project? By version? By client? … By urgency?
  • 7. ‘intellectual’ vs ‘manual’ activities The Goal: • Which timescale? Which subjects to focus on? • Which structure is more adapted for which activity? the key points: Challenge ‘unpredictability’, ‘urgency’. Use capacity bandwidth to separate ‘predictable’ & ‘unpredictable’ activity when needed Main standard Whiteboard structures are focusing on: • The process steps: How do we do? • The calendar: When do we do? • The Project/Sub project, release: Which subject? • The people: Who does What? ‘manual’ activity e.g. Production support ‘intellectual’ activity e.g. Development Predictability Mostly unpredictable Macro steps Manage the flow Calendar Day plan with hours & people Projects, Releases, … Which subject? People When do we do? Specially urgent ticket Who does What? Day to WeekWeek to monthTimescale Mostly predictable Project Maintenance Month to year Main focus Standard WB tructure Goals & process steps Production support
  • 8. ‘Pros’ & ‘Cons’ of the main standards The Goal: • Which columns, which lines? • Benefits & Warnings the key points: try & test several structures through short Agile iterations. By default, we’re used to Calendar but it’s the less efficient, the less dynamic Main standard Whiteboard structures are focusing on: • The process steps: How do we do? • The calendar: When do we do? • The Project/Sub project, release: Which subject? • The people: Who does What? Macro steps: How do we do? Calendar: When do we do? Projects, Releases, … Which subject? People Who does What? Column Line Well adapted to … Monitor one team’s activity Coordinate several teams contribution (rendez vous) CONs Hide replaning from one week to the next one PROs See where are the bottlenecks in the process Well adapted to manage synchonisation problems
  • 9. From Waterfall to Agile The Goal: • Predictable vs unpredictable activity • Which structure for Waterfall & Agile the key points: setup Daily meetings together with ‘management’ meetings like SteerCo to ensure the sprint goals are a translation of TOP management vision (hoshin kanri) • The whiteboard visualise the team activity on a shifting time window • A whiteboard can help whatever is the project management methodology (Waterfall, Agile, …) • The frequency of the morning meeting should be adapted to the release cycle leadtime Tip: the whiteboard has to live (i.e. updated regularly) Waterfall release cycle Important lead time e.g. 11 months 4 releases in parallel Agile release cycle Short to medium leadtime e.g. 6 weeks 2 Releases in parallel prioritisation By iteration e.g. SCRUM ‘On the flow’ e.g. Kanban Mosty predictable (e.g. development) -> management with roadmap/planning activity Mostly unpredictable (e.g. production support) -> management ‘on the flow’
  • 10. Appendix The Goal: • Examples of WhiteBoard structures the key points: before using electronic WhiteBoard like JIRA, try & test several structures with a physical whiteboard through short Agile iterations ‘Intellectual’ activity as IT development • Waterfall • Agile/Scrum • Agile/Kanban • Program coordination i.e. manage ‘Rendez-Vous’ between projects, User Stories, teams ‘Manual’ activity as IT production support • Monitor your SLA: • Do you have an urgent ticket not assigned? • Who could be assigned?
  • 11. Waterfall whiteboard Context: • 3 Releases in parallel, average Release leadtime 11 months • A mini roadmap attached to each Release step at the hand of the team members the key points: what are the sprint goals? Is the team on track? Why? What is the team mitigation plan? • Visualise the status of each Release 2.9 in UAT, 2.10 in DEV & 2.11 in STUDY • Support the team members in their respective assignment • Dedicated part to • production support activity (should be limited to level 3) • Project KPI mainly discussed during weekly or SteerCo
  • 12. Agile/Scrum whiteboard Context: • Sub-team 1 on application 1, sub-team 2 on application 2 & 3 • Team in Scrum with the following Release Cycle (see above) the key points: build all your Release Cycles. Manage dynamically your Release cycles with the WhiteBoard • Visualise the team goals on the iteration (sprint backlog shorted by priority) • Visualise the problem & risk not to achieve the goal (potential bottleneck on Test & UAT) • Dedicated part to • production support activity (should be limited to level 3) • Project KPI (BurnDown, …) mainly discussed during weekly or SteerCo
  • 13. Agile/Kanban whiteboard Context: • One of the main goal of Kanban is to ‘Pull the Flow’ instead of Pushing it • To do so, we apply the principle of ‘Limit the WIP (Work In Progress) the key points: limit the WIP = finish what you have started before starting something else. Short and stabilize the leadtime of User Story families. Required for SLA • 2 bottlenecks on SPEC & on TEST • Dev is Over capacity: 2 developers are free • What can the team do to fluidify the process i.e. solve the current bottleneck? • Better work on the Test bottleneck: move the 2 free developers to help on TEST • If you solve the Spec one, you’ll potentially make worse the situation on Test not limiting the WIP Validated & prioritised SPEC doing done DEV doing done TEST doing done Deployed Ticket 13 Ticket 14 Ticket 15 Ticket 16 WIP = 6 WIP = 3 WIP = 6 WIP = 3 Ticket 17 Ticket 18 Ticket 10 Ticket 11 Ticket 12 Ticket 8 Ticket 4 Ticket 5 Ticket 6 Ticket 2 Ticket 1 Ticket 3 Ticket 7 expedite expedite expediteexpedite expedite expedite expedite expedite
  • 14. Calendar whiteboard Context: • For teams whose job is mainly to coordinate large project • Like Product Owner in ‘Scrum of Scrum’ the key points: use day, week, month as appropriate • People are not doing themselves the project but are coordinating programs • Their focus is to manage ‘Rendez-Vous’ i.e. deadlines synchronizing several teams • Dedicated part to • production support activity (should be limited to level 3) • Project KPI (BurnDown, …) mainly discussed during weekly or SteerCo
  • 15. Production Support whiteboard: week basis Context: • Production team with a problem of capacity to do all the tickets • A SLA has been defined with clients to focus on urgent ones and ‘delay’ less urgents ones the key points: define the key questions regarding your activity. The WhiteBoard should help you to answer them key questions about monitoring Q1: find any urgent tiket not yet assigned: • 83 urgent for 2 hours of workload • 46 standard for 7 jours of workload Q2: find someone free to be assigned on 83 & 39 • TM 5 has 3 hours today (assigned for 5 hours of workload) • TM 2 is free • 83 is assigned to TM 5 • 39 is assigned to TM 2 current date: J status (Plusieurs éléments) ticket Backlog ID urgency status assigned description deadline workload created Somme de workload Étiquettes de colonnes 31 1open not assigned x J 6J Étiquettes de lignes J J+2 J+5 Total général 9 1in progress TM 1 y J 4J-1 not assigned 5 2 7 7 1in progress TM 3 z J 7J-1 1 5 5 55 2open not assigned a J+2 3J 2 2 2 66 2in progress TM 1 b J+2 3J TM 1 5 7 12 47 2in progress TM 3 c J+2 7J 1 5 5 7 3in progress TM 3 e J+5 1J 2 7 7 75 3in progress TM 4 f J+5 6J TM 3 3 8 8 19 11 1closed TM 1 g y 5x 1 3 3 34 1closed TM 2 h y 7x 2 8 8 3 8 8 TM 4 1 1 3 1 1 Total general 13 17 9 39