Management and Change - avoiding the rocks

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Management and change are key concepts to successfully run businesses on the 21st century.
The Lean Flow Paradigm requires a cultural change about how companies and teams are managed. The Kanban approach to change is evolutionary. Kanban simple practices are easily to adopt and effectively raise teams awareness of problems and leverage points.

This talk is about how management and change work together to create the evolutionary environment road to success helping Change Agents to answer questions like:

- Why Kanban?
- How to deal with people's natural resistance to change?
- What is tribal behavior?
- Some unusual flow problems...

With more than 3 years experience with Kanban on small, medium and big companies in Brazil, Rodrigo Yoshima will share on this talk several problems and solutions he faced on the field.

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Management and Change - avoiding the rocks

  1. 1. ManagementManagementand Changeand Changeavoiding the rocksavoiding the rocksRodrigo Yoshima
  2. 2. Rodrigo YoshimaSoftware Developer since 1994RUP (1999 – now)Agile (2003 – now)Kanban (2009 – now)LKU Trainer and CoachCreator of FlowKaizen and WiphubSailing addicted
  3. 3. WIP LimitsIntroduced
  4. 4. More predictableSystemWIP LimitsIntroduced
  5. 5. CapacityTimeStatus QuoNew Status Quo
  6. 6. Capacity20th centuryTimeStatus QuoNew Status Quo
  7. 7. Capacity20th century“Revolution”TimeStatus QuoNew Status Quo
  8. 8. Capacity20th century“Revolution”TimeStatus QuoNew Status Quo
  9. 9. Capacity20th century“Revolution”TimeStatus QuoNew Status Quo21st century
  10. 10. CapacityKAIKAKU20th century“Revolution”TimeStatus QuoNew Status QuoKAIZEN21st century“Evolution”
  11. 11. CapacityKAIKAKU20th century“Revolution”TimeStatus QuoNew Status QuoKAIZEN21st century“Evolution”J-Curve of ChangeJ-Curve of ChangeVirginia Satir’s Change Process Model
  12. 12. “be like water...”
  13. 13. Management ToolDemand
  14. 14. Management ToolDemandBug TrackingBugs
  15. 15. Management ToolDemandBug TrackingBugs32168
  16. 16. Management ToolDemandBug TrackingBugs32168Dissatisfaction?????
  17. 17. Management ToolDemandBug TrackingBugs32168What wouldyou do??????
  18. 18. Management ToolDemandBug TrackingBugs32168The real problem:- HIGH WIP?????
  19. 19. TEST!DEV!
  20. 20. Kanban:Like Water...
  21. 21. Peoples identity andself-esteem
  22. 22. Management ToolDemandBug TrackingBugs32168How do youfeel about thesenumbers??????
  23. 23. Visual Management
  24. 24. Visual Management
  25. 25. Visual Management
  26. 26. Visual Management
  27. 27. Visual Management
  28. 28. WIP
  29. 29. CommandandControlAnarchy
  30. 30. $ 300/pound$ 600/pound$ 2.500/poundExample - Boeing 777Engineer Supervisor Program Manager
  31. 31. SprintBacklogProntoEm AndamentoThe “Boring” Demand
  32. 32. SprintBacklogProntoEm AndamentoYou will take careof the boring demandon this Sprint.
  33. 33. SprintBacklogProntoEm AndamentoRemark: The Cost-of-delaywas sensitive
  34. 34. SprintBacklogProntoEm AndamentoBad Performance
  35. 35. SprintBacklogProntoEm AndamentoBad PerformanceWhat would you do?
  36. 36. (5)Next Done(5)In progress
  37. 37. (5)Next Done(5)In progressWe needexplicitpoliciesManagerThe policy is up to you.I just need it defined.
  38. 38. (5)Next Done(5)In progressWe needexplicitpoliciesManagerNew policy:After doing 3 pink tickets you will selectthe next team member to do the 3 tickets
  39. 39. WIPDecentralizedControl
  40. 40. Peoples identity andself-esteemDecentralization Level
  41. 41. “People dont resist change.They resist being changed.”Peter Senge
  42. 42. IOSAndroidC++JavaRuby Rails
  43. 43. IOSAndroidC++JavaRuby RailsModule 1 Module 2 Module 3 Module 4 ... Module 17
  44. 44. ...Lets do Scrum...
  45. 45. ...
  46. 46. ...
  47. 47. ...
  48. 48. ...
  49. 49. ...
  50. 50. ...Process Perspective:Everythings OK!!!Management Perspective:It sucks!!!
  51. 51. Module 1 Module 2 Module 3 Module 4 ... Module 17Work-in-progress (WIP)
  52. 52. ...CHAOS!!!!
  53. 53. ...What wouldyou do?
  54. 54. Module 1ule 2
  55. 55. Module 1ule 2
  56. 56. Module 1ule 2
  57. 57. Module 1ule 2To do Doing Done
  58. 58. Module 1ule 2To do Doing Done
  59. 59. Module 1ule 2To do Doing Done
  60. 60. Module 1ule 2To do Doing Done
  61. 61. Module 1ule 2To do Doing Done
  62. 62. Tribal Behavior!!!
  63. 63. Tribal BehaviorPeoples identity andself-esteemDecentralization Level
  64. 64. Module 1ule 2To do Doing Done
  65. 65. Module 1ule 2To do Doing DoneProblemas:Tribal BehaviorLow Utilization(slack)
  66. 66. Module 1(OK)To do Doing DoneModule 3Module 2To do Doing Done
  67. 67. Module 1(OK)To do Doing DoneModule 3Module 2To do Doing Done
  68. 68. Module 1(OK)To do Doing DoneModule 3Module 2To do Doing DoneTribal Behavior:Solved with “Time”
  69. 69. SpecializationWIPDecentralizedControl
  70. 70. HeadcountRiskTecnicalPracticesCapacityAlocationVariabilityin FlowProcessPoliciesUtilizationSpecializationWIPDecentralizedControl
  71. 71. Obrigado!Rodrigo Yoshimablog.aspercom.com.br@rodrigoy

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