Title: Integrating Kanban Scalability with High Collaboration Dynamics, Human Aspect and Mindset to achieve sustainable economic hyper growth

1. LeanKanban
India 2015
Integrating Kanban Scalability with
High Collaboration Dynamics, Human Aspect and Mindset
to achieve sustainable economic hypergrowth
Masa K. Maeda
CEO, Valueinnova LLC USA
@masakmaeda masa@valueinnova.com

2. LeanKanban
India 2015©Masa K Maeda
Masa K Maeda, PhD
CEO & Founder, Valueinnova LLC USA
Masa’s customers include Mega corporations and all the way down to small startups in America,
Europe, Asia and Africa. He is pioneering figure on Lean and kanban for knowledge work and one of
the people who started the Lean Kanban University. He is also a leading figure on serious games and
an early adopter of Agile.
Previously, he did R & D al Apple Inc in Cupertino and for JustSystems in Japan. He was a founding
team member at four startups Silicon Valley that pioneered, online security, social media, virtual
environments and online entertainment.
Masa earned a PhD and MS in Japan and holds multiple professional certifications. He relocated to
Silicon Slopes, Utah, recently after living 20 years in Silicon Valley, CA.
Masa has 26 years of international experience and is the creator of Serious LeAP™,
a lean-agile model for to make organizations prosperous. He is a senior consultant
with the Cutter Consortium, a member of the steering committee of the Agile
Testing Alliance and a registered teacher at the University of California at Berkeley.

3. LeanKanban
India 2015©Masa K Maeda

4. LeanKanban
India 2015©Masa K Maeda
The entire value chain

5. LeanKanban
India 2015©Masa K Maeda
Heliocentric
agilism
http://www.eoccc.org.uk/Media/Default/common/orrery.jpeg

6. LeanKanban
India 2015©Masa K Maeda
Systems
agilism

7. LeanKanban
India 2015©Masa K Maeda
Systems
agilism
Economic flow

8. LeanKanban
India 2015©Masa K Maeda
Scalable

9. LeanKanban
India 2015©Masa K Maeda
Them: ¨We want 2 days of Scrum trainning¨
Masa: ¨Why_¨
Them: ¨?!¨
Masa: ¨Let me help you find out
what you really need¨
Them: ¨ok…¨
One of the 4 largest telecoms worldwide

10. LeanKanban
India 2015©Masa K Maeda
High%
Collaboration.
Dynamics
Engaged
Real%time.
perspectives
No.blind.
spots
Satisfying
Fun
Participative
Involved
Creative
Balanced
Better.
results
Shorter.
time
Avoids.
influence
No.
Silos
Equalitarian
Viewpoints

11. LeanKanban
India 2015©Masa K Maeda
High%
Collaboration.
Dynamics
Engaged
Real%time.
perspectives
No.blind.
spots
Satisfying
Fun
Participative
Involved
Creative
Balanced
Better.
results
Shorter.
time
Avoids.
influence
No.
Silos
Equalitarian
Viewpoints
Some things you can do with HCDs
• Understanding of the state of the
organization
• Effective requirements generation
• Economic analysis of the components of an
existing product or service to be created
• Planning
• Prioritization
• Roadmapping
• Prototyping
• Identify new business opportunities
• Modeling customers and users
• Innovation
• Retrospectives
• Monitor project status , quality and risk

12. LeanKanban
India 2015©Masa K Maeda
Lighthouse
Tug of War

13. LeanKanban
India 2015©Masa K Maeda
0
1
2
3
4
Gestión
Liderazgo
Infraestructura3y3
tecnología
Recursos3Humanos
Empresa3/3Negocio
Calidad
Comunicación3y3
Colaboración
Clima3Laboral
Area3Comercial
Clientes
Mgmt
Leadership
Infrastructure and
technology .
HHRR
Company image
Quality
Communication
& collaboration
Climate
Marketing
The customer
The company

14. LeanKanban
India 2015©Masa K Maeda
0
0.5
1
1.5
2
2.5
3
3.5
4
Aplicaciones
Soporte5y5Errores5
en5Producción
Pruebas5
Avanzadas5de5…
Entregables
Arreglo5de5Errores5
de5Producción
ServicioSoporte5en5Sitio
Herramientas5para5
Automatización5…
Ambiente5de5
Pruebas
Espacio5de5DBs
Fuegos
Quality Applications
Support and errors
on production .
Advanced
testing
Delivery
Production errors fix
.
ServiceIn situ support
Automation
tools .
Test
environment
DBs
Fires

15. LeanKanban
India 2015©Masa K Maeda
Conclusion: what they need isn’t Scrum.
They need to improve the value chain from the very beginning
and
they need to improve value flow (including generation)
and
Given the nature of what they do
Scrum could be helpful only in a small portion of the value chain
whereas
with Kanban they get to have one same method across the entire chain
and
Kanban isn’t enough
so
It is necessary to integrate High Collaboration dynamics

16. LeanKanban
India 2015©Masa K Maeda
Strategic level
Tactical level
Operational level
Kanban
High
Collaboration
Dynamics
Scrum
They aren’t mutually exclusive

17. LeanKanban
India 2015©Masa K Maeda
T
o
p
-
d
o
w
n
A c r o s s t h e o r g a n i z a t i o n
LeanKanban
India 2015©Masa K Maeda

18. LeanKanban
India 2015©Masa K Maeda
Mindset and Mehod

19. LeanKanban
India 2015©Masa K Maeda

20. LeanKanban
India 2015©Masa K Maeda
Value
Stream
Map
…very
low
efficiency…

21. LeanKanban
India 2015©Masa K Maeda

22. LeanKanban
India 2015©Masa K Maeda

23. LeanKanban
India 2015©Masa K Maeda

24. LeanKanban
India 2015©Masa K Maeda
Scientific
Management

25. LeanKanban
India 2015©Masa K Maeda
Project portfolio Kanban: from 42 blocked projects…

26. LeanKanban
India 2015©Masa K Maeda
Project portfolio Kanban: to 9 projects blocked in 2.5 months

27. LeanKanban
India 2015©Masa K Maeda
Customer support country-wide
.

28. LeanKanban
India 2015©Masa K Maeda
Kanban and HCDs influenced each other
Awareness of the wellbeing of people to accelerate improvement
Acknowledgement of the need to improve the beginning of the value chain

29. LeanKanban
India 2015©Masa K Maeda
People involved
(tech and non-tech)
Departments involved
(tech and non-tech)
0
1
2
3
4
5
6
7
8
Start Week 5
0
25
50
75
100
125
150
175
200
Start Week 5
0
10
20
30
40
50
60
70
80
90
100
110
Start Week 5
Kanban boards
(tech and non-tech)
Scaling across the entire organization

30. LeanKanban
India 2015©Masa K Maeda
Making progress
through HCDs

31. LeanKanban
India 2015©Masa K Maeda
Identifying opportunities
for improvement through
HDCs and Kanban
Moi Map Sailboat

32. LeanKanban
India 2015©Masa K Maeda
Improving the corporate climate
.

33. LeanKanban
India 2015©Masa K Maeda
Impact at strategic level: Annual Project Portfolio Prioritization

34. LeanKanban
India 2015©Masa K Maeda
Annual Project Portfolio Prioritization

35. LeanKanban
India 2015©Masa K Maeda
Annual
Project
Portfolio
Prioritization

36. LeanKanban
India 2015©Masa K Maeda
Proyecto Prioridad
ESTRATEGIA CEMCUSTOMER EXPERIENCE MANAGEMENT (CRM) 1
FIDELIZACIÓN DE CLIENTES 2
PLAN A LA MEDIDA 3
PROYECTO POSTPAGO PREPAGO 4
IMPLEMENTAR CALIFICACIÓN DE CRÉDITO EN POSTVENTA (CUPO PRE CALIFICADO) 5
HERRAMIENTA PARA LA LIQUIDACIÓN Y PAGO DE COMISIONES A LOS DIFERENTES
CANALES DE VENTA
6
PROYECTO MULTIPUNTO 7
BI DE VENTAS 8
RECAUDACIÓN DE SERVICIOS DE POSTPAGO EN LOS EQUIPOS DE RECARGAS
MOVILPOS
9
NUEVO PORTAL CAUTIVO 10
ABASTECIMIENTO EQUIPOS DE RECARGAS MOVILPOS POR MEDIO DE RETAILERS 11
VENTA Y POSTVENTA SUPER SIMPLE 12
PROYECTO DTH + MOVIL 13
CONTACT CENTER VIRTUAL (CLOUD) 14
CLARO CONTIGO 15
MÓDULO DE NEGOCIACIÓN 16
VARIOS CANALES, UNA MISMA EXPERIENCIA 17
Annual Project Portfolio Prioritization

37. LeanKanban
India 2015©Masa K Maeda
masa@valueinnova.com
@masakmaeda