13-14 Nisan 2017 Dinamikler 2017 Sunumları

2. Kanban
The Evolutionary Change
Alper Tonga
Lean/Agile Experimenter
@intparse

3. Who am I?

4. T.C. Bilim, Sanayi ve Teknoloji Bakanlığı
Verimlilik 2016 Proje Ödülleri
Orta Ölçekli Şirketler Kategorisinde
2.lik Ödülü Sahibi

5. Do you spend your time…
Scheduling meetings?
Coordinating participation?
Collecting data?
Reporting status?
Sending communications?
Running down problems?
Who are you, really?

6. Sounds like administrative work!
You must be the
“project secretary”?
Who are you, really?
Reference: David J. Anderson

7. No!
I’m a Fire Fighter!
My projects would fail without me
Perhaps that isn’t a sexy enough title?
Reference: David J. Anderson

8. Ah!
So you are the hero?
Is it a disaster movie?
Perhaps that isn’t a sexy enough title?
Reference: David J. Anderson

9. Leader?
Director?
Risk Manager?
All of the above???
Who do you really want to be?
Reference: David J. Anderson

10. What is stopping you from
achieving this?
Who do you really want to be?
Reference: David J. Anderson

11. Kanban systems help organizations
improve predictability of
knowledge worker activities
Reliable, predictable, trustworthy services
Let Kanban help you!
Reference: David J. Anderson

12. Retire your firefighter hat and your
project management water
cannon!
Let Kanban help you!
Reference: David J. Anderson

13. Kanban;
Start with what you do
now!

14. “Kanban is a method that shows us
how our work works.”
Janice Linden-Reed
President, Lean Kanban Inc.

15. Pragmatic,
Actionable Evidence-Based
Guidance
Kanban provides…

16. • Catalyzes improvement through use of kanban
systems and visual boards.
• Takes its name from the use of kanban but it is just
a name.
• Anyone who thinks Kanban is just about kanban
(boards & systems) is truly mistaken.
The Kanban method…

17. Senior Level
• Lead the business (Strategy & Positioning)
• Confidence to deliver on strategic goals
• Legacy (Long Term Survival)
What do we want as a …

18. Mid Level
• Up-Managing
(answer the hard questions in confidence)
• Down-Managing
(make difficult decisions with confidence)
What do we want as a …

19. Line Level & Individual
• Relief from overburdening
• Produce better quality
• Take a professional pride in work
• Customer satisfaction
What do we want as a …

20. Senior Level
• Mid-level managers lie to me; there is no
transparency.
• Bad news arrives late; too late to intervene.
• Business failure.
What are we afraid of as a …

21. Mid Level
• Senior leaders over-react;
I don’t trust them with information.
• Line managers & workers can’t be trusted
to deliver on their promises.
What are we afraid of as a …

22. Line Level & Individual
• Our bosses constantly set us up for failure.
• Burn out
What are we afraid of as a …

23. Senior Level
• Lead the business (Strategy & Positioning)
• Confidence to deliver on strategic goals
• Legacy (Long Term Survival)
Kanban; Decision Making Framework
...moving from Process Improvement
to Decision Making Framework.
Survivability
Agenda

24. Mid Level
• Up-Managing
(answer the hard questions in confidence)
• Down-Managing
(make difficult decisions with confidence)
Kanban; Decision Making Framework
...moving from Process Improvement
to Decision Making Framework.
Service Orientation
(Customer Focused)
Agenda

25. Line Level & Individual
• Relief from the abusive environment
• Produce better quality
• Take a professional pride in work
• Customer satisfaction
Kanban; Decision Making Framework
...moving from Process Improvement
to Decision Making Framework.
Sustainability
Agenda

26. Kanban; Decision Making Framework
Build a Stable and Predictable System
with Kaizen

27. Why Kanban?
Kanban's start with what you do now approach made
it appealing to a much wider audience.
Conservative, low trust cultures can still use Kanban by
simply making current policies explicit.
The act of making policies explicit and providing
transparency through visualization automatically
moves the culture up in trust and near to the
innovation side.

28. Thank you!
@intparse
atonga@acm-software.com
Anonymous Feedback
http://sayat.me/intparse

39. Thank you!
@intparse
atonga@acm-software.com
Anonymous Feedback
http://sayat.me/intparse