Kanban. Dealing with the elephant in the room. One chunk at a time

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Evolutionairy change is a great method in DevOps environments

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  • First lets start off with the difference between Evolutionairy change and Revolutionary change. They are both approaches to change. Even though they can both be used to accomplish the same goal lets call it Organizational Awesomeness for now. Each has its own characteristics, pro’s and cons. So lets match some of the qualities with each approach.Evolutionairy Changewill usually happen in a natural progression as a reaction to changing environments, competitors, new technologies. But it can also be initiated and given direction. Also, evolutionairy change happens in smallincremental steps. This means that it will probably take longer, but that is also a good thing. By going slow and letting people you work with help with the change lowers resistance. Revolutionairy changeUsually has the shape of a complete overhaul of the process or organization. They can have massive impact and are very hard to miss. It is a definite break with the past. Whatever we used to do stops from today. This way of changing works really well when you want to shake up the team or organization. However, it also takes a lot of getting used to new ways and
  • First lets start off with the difference between Evolutionairy change and Revolutionary change. They are both approaches to change. Even though they can both be used to accomplish the same goal lets call it Organizational Awesomeness for now. Each has its own characteristics, pro’s and cons. So lets match some of the qualities with each approach.Evolutionairy Changewill usually happen in a natural progression as a reaction to changing environments, competitors, new technologies. But it can also be initiated and given direction. Also, evolutionairy change happens in smallincremental steps. This means that it will probably take longer, but that is also a good thing. By going slow and letting people you work with help with the change lowers resistance. Revolutionairy changeUsually has the shape of a complete overhaul of the process or organization. They can have massive impact and are very hard to miss. It is a definite break with the past. Whatever we used to do stops from today. This way of changing works really well when you want to shake up the team or organization. However, it also takes a lot of getting used to new ways and
  • First lets start off with the difference between Evolutionairy change and Revolutionary change. They are both approaches to change. Even though they can both be used to accomplish the same goal lets call it Organizational Awesomeness for now. Each has its own characteristics, pro’s and cons. So lets match some of the qualities with each approach.Evolutionairy Changewill usually happen in a natural progression as a reaction to changing environments, competitors, new technologies. But it can also be initiated and given direction. Also, evolutionairy change happens in smallincremental steps. This means that it will probably take longer, but that is also a good thing. By going slow and letting people you work with help with the change lowers resistance. Revolutionairy changeUsually has the shape of a complete overhaul of the process or organization. They can have massive impact and are very hard to miss. It is a definite break with the past. Whatever we used to do stops from today. This way of changing works really well when you want to shake up the team or organization. However, it also takes a lot of getting used to new ways and
  • Before we get into how to make evolutionary change work for your organization i would like to go over some of the basic priciples and practices of Kanban. Kanban is a very nice approach to evolutionary change. I assume that a lot of you are already familiair with the Kanban principles and practices so I will go over them fairly quickly.
  • There are 4 basic Kanban practices. And the first one is very simple: start with what you do now. That is easy. Just take your current situation as a starting point. And all you now have to do is AgreeTo persue incremental, evolutionairy change. We now know that this means small steps towards a goal. The third principle is to Initially, respect current roles, responsibilities and Job titles. So a project manager is still a project manager. And a Scrum Master is still a Scrum Master. The roles that are in the organization are there probably for a reason. They will have worked at some point and might even work nowso why change them? Also, people who work in these roles probably worked hard to get to that point and suddenly telling them that they now have a different title might lead them to resist the change. So initially, lets respect their roles. As a forth we want to encourage acts of leadership. This means that everybody who has a good initiative or idea can take the leadThis is behaviour that we want to encourage
  • By following the Kanban practices a couple of practices started to emerge that were common in succesful Kanban implementations. As you may have noticed they are not numbered. This is because you dont have to do all of them to make Kanban work for you. And the top practice is to Visualize. There is a lot to visualize. We usually visualize our process and differents steps by adding colums, make our current workload visible by putting them on stickies or perhaps a digital variation of those. Some other things that are visualized: metrics, process policies and goalsWe probably all know that multitasking is evil. So that’s one of the reasons why we want to limit work in progress. The less multitasking we have to do and the less workitems we have in our process, the faster it will be finished. Think of it as a highway. The fuller it gets, the slower you are probably able to drive. The third practice is to manage flow. You want to optimize the way tasks move through your process. This means dealing with bottlenecks and adjusting wip limits for optimal flow. When you are doing this you will probably set up policies as a team. It is key to make these explicit so that everyone can get to know them easily. This helps with being transparent. Policies can be about all sorts of things. For instance it can be about when a task may enter the process, when it moves to a different collum (or state), when it is done, how the team likes to work toghether, what is expected from eachother etcetera. And to see how you are doing you need to develop feedback mechanisms. They can be in the form of a regular PDCA cycle, a retrospective or a even a stand-up. And last but not least the sixth practice: improve collaboratively. We already agreed to persue incremental change, but we want to do that in a collaborative way. Involving for instance that business person that keeps asking about why work is taking so long in an experiment to improve communication can really help.
  • Alright. How about we imagine a team of software developers
  • Their primary purpose is to Reduce stressHave a happy customerAnd be transparent about progress, performance and workload
  • And we as a team think we can do this byGetting a grip on our ad-hoc work and interuptionsInvolving our customer in our processesMaking small changes and improvements to our processWe really like Kanban practices and would like to implement some
  • And the things we will try to achieve our goals are:We put up a board where we keep all our current tasksWe have regular stand-ups and retrospectives to get and give feedbackEvery now and then we will work at our clients/customers officeWe will limit our Work in ProgressAs you can see, These measures were very deliberately chosen to address the problems this team is dealing with. So even though a lot of teams might have the same problem, they might want to solve it in different orders or with different actions, just because it fits their context better.
  • This is why if you just copy somebody elses process or method it will only get you so far. It is important to understand why you take certain steps.
  • This leads to specific design desicions
  • This leads to specific design desicions
  • This leads to specific design desicions
  • There are 4 basic Kanban practices. And the first one is very simple: start with what you do now. That is easy. Just take your current situation as a starting point. And all you now have to do is AgreeTo persue incremental, evolutionairy change. We now know that this means small steps towards a goal. The third principle is to Initially, respect current roles, responsibilities and Job titles. So a project manager is still a project manager. And a Scrum Master is still a Scrum Master. The roles that are in the organization are there probably for a reason. They will have worked at some point and might even work nowso why change them? Also, people who work in these roles probably worked hard to get to that point and suddenly telling them that they now have a different title might lead them to resist the change. So initially, lets respect their roles. As a forth we want to encourage acts of leadership. This means that everybody who has a good initiative or idea can take the leadThis is behaviour that we want to encourage
  • Kanban. Dealing with the elephant in the room. One chunk at a time

    1. 1. KanbanDealing with the elephant inthe room, one chunk ata time.
    2. 2. How do you eat an elephant?
    3. 3. One bit at a time
    4. 4. But where do you start???
    5. 5. #DevOpsDaysAgile coach & consultantJasper Sonnevelt
    6. 6. “Who uses some form ofagile (method)?”
    7. 7. “Do you still know whyyou started using „X?”
    8. 8. Kanban is about provokingthe right conversationsabout the best outcomefor your organization!
    9. 9. Evolutionary vs Revolutionairychange- Natural progression- Incremental- Small steps- Strong need forcollaboration towork- Transformational- Complete overhaul- Breaking with the pastOrganizationalAwesomeness
    10. 10. Evolutionary vs Revolutionairychange- Eating the elephantone bite at a time- Taking one big bite andhoping we won‟t choke onit!
    11. 11. Evolutionary vs Revolutionairychange- Eating the elephantone bite at a time- Taking one big bite andhoping we won‟t choke onit!
    12. 12. Basic Kanban principles
    13. 13. 1. Start with what you do now2. Agree to pursue incremental, evolutionary change3. Initially, respect current roles, responsibilities & jobtitles4. Encourage acts of leadership at all levels in yourorganization– from individual contributor to senior managementBasic Kanban principles
    14. 14. 6 Kanban practices• Visualize• Limit Work-in-Progress• Manage Flow• Make Process Policies Explicit• Develop feedback mechanismsat workflow, inter-workflow and organizational levels• Improve Collaborativelyusing “safe to fail” experiments
    15. 15. Making Kanban work foryour organization
    16. 16. WhyHowWhat“The golden circle”All successfulleaders, teams, organizationsAct, think andcommunicate in theexact same waySimon Sinek – Start with why
    17. 17. WhyHowWhat“The golden circle”Product / solutionSimon Sinek – Start with why
    18. 18. WhyHowWhat“The golden circle”Process / USPProduct / solutionSimon Sinek – Start with why
    19. 19. WhyHowWhat“The golden circle”Motivation/purposeProcess / USPProduct / solutionSimon Sinek – Start with why
    20. 20. You have options!WHY HOW WHAT
    21. 21. We use Kanban because…“We want to improveScrum because we have alot of ad-hoc work”“Kanban helps us toreduce multitasking”“To see how we arespending our time ”“Focus on flow”
    22. 22. Lets imagine a team…
    23. 23. Simon Sinek – Start with why“We want to:– Reduce stress– Have a happy customer– Be transparent”WhyHowWhatMotivation/purpose
    24. 24. WhyHowWhat“We think we can do this by:– Getting a grip on ad-hocwork– Involving our customer– Making small changes inour process”Process / USPSimon Sinek – Start with why
    25. 25. “To do so we will:– Put up a board–Stand-ups and retrospectives– Work at our clients officefrequently– Limit our WiP”WhyHowWhatProductSimon Sinek – Start with why
    26. 26. One of the reasons whycopying a workprocess onlygets you so far!
    27. 27. Next Intake Dev Test DeployedVisualize a status to makesure customer is involvedand work is acually readyto startImplications fordesign decisions
    28. 28. Next Intake Dev Test DeployedAdd extra swimlanes tomanage riskImplications fordesign decisions
    29. 29. Implications formuch more…LocationProcess PoliciesMetrics
    30. 30. 1. Start with what you do now2. Agree to pursue incremental, evolutionary change3. Initially, respect current roles, responsibilities & jobtitles4. Encourage acts of leadership at all levels in yourorganization– from individual contributor to senior managementBasic Kanban principles
    31. 31. What you measure is what you get!
    32. 32. Thank you!

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