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How to start my kanban (Agile Tour Beirut 2015)

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Kanban is not only a process or a way to produce better, it's all about facilitation.
"Human Relations over processes and tools"

Published in: Leadership & Management

How to start my kanban (Agile Tour Beirut 2015)

  1. 1. AGILE TOUR BEI RUT 2 01 517 NOV 2 0 15 HowToStart MyKanban HumanRelationsOverProcessesAndTools!
  2. 2. ThankYouToOurSponsors 2 GOLD SILVER BRONZE HOST
  3. 3. ThanksToOur 3 Media Partners Eco-System Partners Support Sponsors Organizer
  4. 4. WhoAmI? SeniorLeanAgileCoach SeniorScrumCoach&Trainer AgileManagementCatalyst Dead,Brother&Son CAPGEMINI, ERDF, RUEDUCOMMERCE.COM , REDMIND, #PLAY14, ORES, SAP U K, KINGFISHER, EUROCLEAR GROUP, GDF SUEZ EUROPE, AXA GROUP, INVIVO, CTIE, ATHOME, ACCENTURE, TOURING ASSURANCES, CLOUDWATT, SWINGMOBILITY, LUMENSION SECURITY, WEMANITY, UPWARD CONSULTING, AGILE4HR…
  5. 5. 5PIERRE E. NEI S | LUXEMBOURG | BEI RUT | GE NE VA | BRUSSE LS | LONDON How to Start my Kanban Agile by Nature HI KIFIK KIFAKÇÀ VA?
  6. 6. 6 People don’t have propensity to LAZINESS. People have propensity for HARD WORK. It just needs to be WORK THAT MATTERS TO THEM Jane McGonigal, Reality is Broken
  7. 7. Kanban + see the whole 1
  8. 8. FROM THE CLA SS 8 Page § 97 Class Expedite Make Expedite class visible on the board Backlog Analysis Development DoneTest Standard Doing Doing DoingDone Done Done Defect Expedite Fixed date Expedite
  9. 9. FROM THE CLA SS 9 Page § 38 Kanban Rules v  Visualize the workflow v  Split the work into pieces, write each item on a card and put on the wall. v  Use named columns to illustrate where each item is in the workflow. v  Limit Work In Progress (WIP) – assign explicit limits to how many items may be in progress at each workflow state. v  Measure the lead time (average time to complete one item, sometimes called “cycle time”), optimize the process to make lead time as small and predictable as possible.
  10. 10. FROM THE CLA SS 10 Page § 74 Managing and measuring Flow Cycle Time Due Date Performance Throughput Cumulative Flow Diagram Flow Efficiency Issues and Blocked Work Items Failure Load 0 50 100 150 200 250 R elease 1R elease 2R elease 3R elease 4 Failure Load Number of total defects Escaped Defects
  11. 11. HowSexyIsThat? 11
  12. 12. HowMotivating? 12
  13. 13. AreYouDoingThatTo YourTeams? 13
  14. 14. Really? 14
  15. 15. IGuessYouMissed Something 15
  16. 16. 16
  17. 17. Agileisnotjustamethodologyor process,it’samindset,acultureand workingcoachingandmanagement approachsupportedbytechniquesand tools. 17
  18. 18. HumanRelationsover processesandtools 18
  19. 19. Let’sMakeTheAssumptionThat YouWillUseThisToolToVisualise TheWhole…AndGet EngagementAndInteraction 19
  20. 20. Let’sStartInAMad Retrospective 20
  21. 21. WHAT MA DES YO U MAD DURI NG YOUR W ORK? WH AT M AKES YO U WHAT MA KE S YOU HAP PY? ON WHAT AR E YOU AF RAID?
  22. 22. AskToIndividualsOnWhatThey AreWorkingOn (NoLaptop Permitted) 22
  23. 23. EVE RY SINGLE TA SKS YOU ARE WORKI NG ON L IST
  24. 24. thenaskthemtoconsolidateall thedifferenttypesofworkina commonstream 24
  25. 25. WhenYouAreAligned, ThenStartToImproveIt 26
  26. 26. Kanban + improve 2
  27. 27. 28 BUSINESS A S USUA L DE MA ND OUTCOME PROCESS ROOTS FR UITSSink&Cherrytree
  28. 28. 29 DEM AND OUTCOME PROCESS ThisIsTheWorkStream
  29. 29. 31 Manage the Tap In Scrum, it’s PO’s job! DEM AND OUTCOME PROCESS
  30. 30. 32 Manage the Sink In Scrum, it’s Scrum Master’s job! DEM AND OUTCOME PROCESS
  31. 31. 33 what if your organisation is looking like this?
  32. 32. 34 or like this?
  33. 33. 35 How can this helping us?
  34. 34. 36 capacity output input demandmanagement In Agile, we use LEAN techniques to understand the demand workflow. The demand flow is a simple process: demand meets capacity and, according to the capacity, demand can be treated more or less swiftly. Agile Demand Management
  35. 35. Phase1 focus on the output • delivering each time helps you to focus on what matters and enables discussion between the stakeholders • delivering drives fear out! 37
  36. 36. Phase2 focus on input • managed by a single person to insure permanent flow • empowers PO’s position • strong stakeholder’s engagement 38
  37. 37. Phase3 focus on the sink, on the capacity 39
  38. 38. 40 then limit the WIP
  39. 39. 41 In all situations, no one sees the deposit to the bottom of the sink deposit
  40. 40. 42 phase 2 will trouble water trouble water
  41. 41. 43 Agile coaches and scrum masters focus to "toss" the container in the sink (the work and team members) during the retrospective with the aim to liquefying the deposit as soon as possible.
  42. 42. 44 prioritise, sort
  43. 43. 45 BUSINESS A S USUA L ROOTS FR UITSHowToPrioritise?
  44. 44. 46 What’s work? There are 3 types of generally accepted work: • those that produce value (fruits) • those used to produce value (roots) • and routine (transactional) aka « business-as- usual » Fruits are the expected outcome of planting: CA, benefits, etc ... "Robots" are the feed channels for the existence and growth of fruits. Anything that is neither "fruit" nor "roots" are called Business-as-usual (BAU).The BAU is time consuming and can not be totally eliminated. But it can be controlled by treatment. BUSINESS AS USUAL ROO TS FRUI TS
  45. 45. •Lean explains that you have to optimise the flow i.e. reducing the BAU, optimise the « roots » so that each harvest produce the same « fruits ». •Agile is more pragmatic. We consider that BAU cannot be eliminated but should be under control. •Scrum explain that you have to focus on business value i.e. increasing fruits harvesting. •Agile also explains that both development and production proceed in a sustainable pace. 47
  46. 46. TooFrequentlyObservedAberrations 48 Usually performance indicators are on « BAU »: • the process is defined until the end-of-times • each input produces almost the same output (defined process) Working hypothesis have never been validated nor experienced.They are mostly driven by annual budget Here the organisation is disconnected from reality and objective is to reinforce functional silos (keeping the organisation performance at the lowest level).
  47. 47. 49 Important are the results (fruits) • short term thinking TooFrequentlyObservedAberrations
  48. 48. ThenYouAreReadyTo DesignYourBoard 50
  49. 49. …AndImprovedIt… AgainAndAgain 51
  50. 50. UntilOneDay,WhenTheTeamHas FoundItsParticularWorkProcess. ThenYouCanStartToMakeItFancy. 52
  51. 51. SomeExamples 58
  52. 52. Conclusion 60
  53. 53. KanbanHelpsToMake TheWorkTransparent 61
  54. 54. VeryLastWords 62
  55. 55. 63 PR O DU CT IVITY E FF IC IEN CE EFFECTIVEN ESS P RO D UCTI V ITY: YOU D O A LOT OF WORK, BUT IS IT THE GOOD WORK? EFFICIENCE: YOU DO YOUR WO RK EASILY, BUT DID I T REAC H THE MAXIMUM IMPACT? EFFECTIVENESS: YO U DO THE RIGH T WO RK AT THE RIGH T TIME. IS THE PROC ESS REP EATAB LE? AGILE
  56. 56. 64 PUR POS E MAST ERY AUT ONOMY Purpose = only start the work with clear purpose Autonomy = good results come from autonomous people Mastery = mastery through continuous improvement Result = it’s by combining purpose/autonomy/mastery that you can create a sustainable value delivering organisation SOURCE:  DRIVE »D.PINK
  57. 57. 65 PUR POS E MAST ERY AUT ONOMY Outcome SOURCE: « DRIVE »D.PINK RELATEDNESS SAF E CONTA INER COMPE TENCE MEA NI NG
  58. 58. 66 PIERR E E. N EIS PIERRENEIS@UPWARD.CONSULTING Human Agile by Nature W WW.AGILE4HR.NET

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