Lean Kanban India 2017 | Scaling without cross-functional teams | Mike Burrows

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The document discusses three case studies of scaling organizations without insisting on cross-functional teams. The first case study describes an early growth period where different roles like development, support, and management were separated. The second case study examines a global department with separated roles across regions. The third case study outlines rebuilding internal capabilities through a discovery-alpha-beta process. The document argues that scaling is best achieved by focusing on skills and capabilities rather than rigid roles and structures, allowing for both generalists and specialists. Coordination and customer delivery are also important principles.

Education

Scaling without
cross-functional teams
Copyright © 2017 Positive Incline Ltd. All rights reserved.
Mike Burrows – founder, Agendashift
Email: mike@agendashift.com
Twitter: @asplake, @agendashift & @KanbanInside
Home: www.agendashift.com

Mike Burrows
Email: mike@agendashift.com
Twitter: @asplake, @agendashift, @KanbanInside
Blog: positiveincline.com, blog.agendashift.com
• Consultant, trainer, coach, facilitator
• Founder, Agendashift
Author, Kanban from the Inside and Agendashift
• Brickell Key Community Contribution Award 2014
• Former Executive Director and global development
manager, then IT Director
• Interim delivery manager for two UK government digital
“exemplar” projects
#hello, my name is Mike Burrows

Scaling without
cross-functional teams
Copyright © 2017 Positive Incline Ltd. All rights reserved.
Three case studies:
1. Early growth
2. The global department
3. Rebuilding internal capability

“A complex system that works is invariably found to
have evolved from a simple system that worked.
A complex system designed from scratch never works
and cannot be patched up to make it work.You have to
start over with a working simple system.” [emphasis
mine]
Systemantics, John Gall (1975)

Dev
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
BA/PM
GDM

Dev
TS
BA/PM
TS
BA/PM
Dev
TS
BA/PM
Dev
TS
Dev
TS
BA/PM
GDM

TS
BA/PM
TS
BA/PM
TS
BA/PM
Dev
TS
Dev
TS
BA/PM
GDM
QAQA
Dev Dev

TS
BA/PM
TS
BA/PM
QA
TS
BA/PM
Dev
TS
Dev
TS
BA/PM
GDM
C C C C
QA
Dev

Rel n+4 Rel n+3 Rel n+2 Rel n+1 Rel n
Planning Development QA Deployment Fully live

Rel n+4 Rel n+3 Rel n+2 Rel n+1 Rel n
Planning Development QA Deployment Fully live
Rel n+4 Rel n+3 Rel n+2 Rel n+1Rel n+5

Front
Middle
Back
Many systems
Frequent changes
Few systems
Infrequent changes

Front
Middle
Back
Many systems
Frequent changes
Few systems
Infrequent changes
Asyncronous Self-describing
Asyncronous Self-describing

Simon Kaplan
Start with
needs*
*user needs not government needs
www.slideshare.net/j_boye/simon-kaplan

1. Discovery
• Strategic needs; initial service design; mobilisation
2. Alpha
• Initial user testing; building capability; scoping beta
3. Beta (private / public)
• Rapid iteration; repeatability, sustainability, measurability
4. Live
• Continue to refine, extend, and deepen

Mobilisation then sustainability
Service
Manager
User
Research
User
Experience
Delivery
Manager
Product
Owner
Project
Manager
Dev Test
Content
Design
Tech
Design

Principles of scaling
1. People, skills, and capabilities over roles and
structure
• Start with respect for what you have and for what works
now (you ignore Gall’s law at your peril)
• Role is often the wrong abstraction
• Structure is an impediment only through choice
• Let needs drive capabilities and skills
– without [insisting on] cross-functional teams

Principles of scaling
1. People, skills, and capabilities over roles and structure
2. T-shaped or specialists?You have room for both!
– without [insisting on] cross-functional teams

Principles of scaling
1. People, skills, and capabilities over roles and structure
2. T-shaped or specialists?You have room for both!
3. Coupling and cohesion still matter
• Corollary: pay attention to how you coordinate
• It’s possible to do it without imposing hierarchy and
syncronisation and without destroying self-organisation
– without [insisting on] cross-functional teams

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هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق The Agile PMO قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال Agile وعرفت أيضا مكتب إدارة المشاريع PMO ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق Agile PMO. بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق Agile PMO والفوائد الناتجة من تطبيقه في المؤسسات. ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق Agile PMO وذلك لجلب الرشاقة او ال Agility للمؤسسة التي يعمل فيها ال PMO.

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Kanban India 2023 | Seshabhargavan R and Shobha Kumari | Project Ignite

LeanKanbanIndia

Project Ignite aims to help new projects get off to the right start by establishing clear objectives, stakeholder engagement, and risk management strategies. It will do this by implementing Kanban practices to track project initiation activities and reduce the cycle time for project setup. This is expected to improve operational efficiency, stakeholder management, and predictability. Kanban is not a project methodology itself but can be used to incrementally improve existing processes.

Kanban India 2023 | Mohit Anand |Continuous Improvement aligned to Business V...

LeanKanbanIndia

This document discusses establishing alignment between business and technical objectives using Kanban principles to address common challenges. It proposes adopting Kanban to align engineering OKRs to business OKRs, prioritize work, limit work in progress, visualize work and dependencies, understand measures focused on flow, and continuously improve around flow. A 9-step success model is presented including assessing maturity, agreeing objectives and measures, extracting metric data, setting baselines and goals, and regularly reporting and analyzing metrics to improve. An example from a platform that adopted this model and saw progress reported on agreed key results is provided.

Kanban India 2023 | Sriram Rajagopalan | Using Kanban to Boost Business Agili...

LeanKanbanIndia

This document provides an overview of a presentation on using Kanban to boost business agility. The presentation introduces the STEP framework, which focuses on strategic agility, technical agility, execution agility, and portfolio agility. It discusses how Kanban can help maximize value when implemented to support these four areas of business agility. Case studies are used to illustrate how Kanban was previously implemented in a transactional way rather than focusing on business value. The framework aims to operationalize Kanban in a way that better aligns with business objectives and increases agility.

Kanban India 2023 | Jayalatha Ramachandran and Sanjay Adasul | Embracing sim...

LeanKanbanIndia

The document describes an organization's implementation of Kanban principles to improve their support workflow. They started by visualizing their current work and processes on a Kanban board. They identified different ticket types and implemented work-in-progress limits to prioritize work. Policies were made explicit to manage workflow. Feedback loops and transparency were introduced by giving all stakeholders access to dashboards. This evolutionary approach reduced lead times by 4x, improved throughput by 2x, increased innovation and client satisfaction, and boosted team morale.

Kanban India 2023 | Mike Burrows | Between Spaces Scopes and Scales What the ...

LeanKanbanIndia

This document summarizes Mike Burrows' model of the deliberately adaptive organization. The model presents an organization as having three overlapping spaces - delivery, discovery, and renewal - which are managed through adaptive strategizing, mutual trust building, and relationships across multiple scales. The document discusses how this model can help organizations deal with common problems like structures with poor fit, managing the wrong things in the wrong places, dealing poorly with surprise, and failures of context that disappoint customers.

Kanban India 2023| Priyank Pathak | Scrum Master's K.R.A. (Key Responsibility...

LeanKanbanIndia

The document discusses strategies for a Scrum Master's key responsibilities, including applying Kanban concepts to Scrum. It advocates moving beyond meetings-focused workflows to focus on continuous flow. This includes visualizing and improving the flow of work through workflows, eliminating wait times, improving content quality, and implementing entry and exit criteria at workflow steps like "ready", "commit", "done" and "release". The goal is to establish an upstream-downstream connected flow and cadence of delivery to optimize productivity.

Kanban India 2023 | Mahadevan and Rajsekhar | Startup's and Hiccups.pptx

LeanKanbanIndia

This document discusses how Kanban practices can help address operational challenges at startups. It notes that startups face limited resources, uncertain demand, competition, funding issues, and team churn. Common reasons for startup failure include no market need, running out of cash, the wrong team, and being outcompeted. Kanban practices like visualization, work-in-progress limits, and feedback loops can help startups prioritize work, align teams, manage flow, and improve collaboratively. Specifically, minimum viable boards for hypotheses flow, information flow, functions flow, and people flow can optimize cash burn and reduce operational chaos. Kanban aims to help startups navigate the unknown through quick decision making.

Kanban India 2023 | Usha Ramaswamy | Kanban Chronicles - A Tale of Plans and ...

LeanKanbanIndia

This document summarizes Kanban implementation at an organization with multiple teams across locations. It describes establishing ways of working using Kanban including defining classes of service, cadences, metrics and Kanban boards. An implementation plan involved workshops, trainings, socialization and a pilot with one team. Results included a Kanban starter kit and ongoing journey with frequent releases and evolving ways of working. Key lessons included understanding stakeholders, packaging changes as experiments, aligning on goals, flexibility to tune processes to the team needs, and encouraging experimentation.

Kanban India 2023 | Debbie Siah | Building Agile Communities with Kanban.pptx...

LeanKanbanIndia

This document describes how Debbie Siah used Kanban principles to build the Kanban SG community in Singapore. It discusses how the organizers applied the STATIK framework iteratively to identify needs, model workflows, and continuously improve their Kanban board for managing community events. Through this approach, Kanban SG saw increased engagement, volunteers inspired to use Kanban in their work, and the community impact of avoiding duplicated efforts across organizations.

Kanban India 2023 | Vinod and Umesh | Evolution of Supply Chain Management th...

LeanKanbanIndia

This document discusses the evolution of supply chain management through the use of systems thinking and new technologies. It provides examples of how operations research models have historically been used for supply chain planning and optimization. Recent developments in machine learning, artificial intelligence, computing power and data availability are driving increased interest in applying these techniques. The document advocates adopting an integrated platform approach and reimagining business processes to fully leverage new technologies. Key considerations for successful transformation include choosing the right use cases, data, talent and change management approach.

Kanban India 2023 | Debopom Sanyal |Do you have the courage to break your sys...

LeanKanbanIndia

The document discusses implementing Kanban to improve workflow processes. It begins by describing some typical problems with existing systems like lack of prioritization, long queues and missed deadlines. Implementing Kanban involved defining workflows, limiting work in progress, introducing visual controls and policies. This led to continuous improvement through small experiments, identifying bottlenecks, celebrating wins and building a feedback culture. The results included increased flow efficiency of around 10%, better collaboration and elimination of non-value adding work. The purpose of Kanban is to surface problems and enable continuous design improvements.

Kanban India 2023 | Sudipta Lahiri | Deliver MVV from your Kanban System.ppsm...

LeanKanbanIndia

This document provides tips for delivering value from a Kanban system, beginning with the basics. It recommends using the STATIK method to structure the Kanban system and define the workflow. It suggests distinguishing between upstream and downstream work, with upstream focused on clarifying work and removing impediments. Tips include enforcing user work-in-progress limits to improve flow, monitoring card aging to address slippage, conducting meaningful retrospectives, and humanizing work by celebrating individuals and milestones. For software development teams, it recommends following INVEST principles for user stories, automating where possible, and stopping estimating in favor of prioritizing completed work. The overall message is to start with the basics of Kanban and focus on continuous improvement over

Kanban India 2023 |Gopal Devanahalli | Modern Work Management in Healthcare....

LeanKanbanIndia

The document discusses opportunities to improve efficiency in India's healthcare system through modern work management practices. It notes that public health infrastructure is below WHO norms and there are disparities in health outcomes across states. While government initiatives like Ayushman Bharat and investments in digital health are positive, the majority of healthcare spending remains out of pocket. There is a shift from communicable to non-communicable diseases. The document outlines challenges like long wait times and identifies areas like appointments, discharges, and chronic disease management where work processes could be streamlined using tools like Kanban. It concludes that healthcare is complex with many stakeholders and there is significant potential to improve patient experience and operations through structural changes and efficiency gains.

Kanban India 2022 | Priyank Pathak |Evangelising Agile Environment - to not l...

LeanKanbanIndia

The document discusses reasons why Agile implementations may fail and how to create an environment for Agile success. It suggests that inconsistencies in practices, culture conflicts, resistance to change, skills gaps, and lack of leadership involvement or sponsorship support can cause Agile to fail. However, the key factor for success or failure is the environment where Agile is being implemented, which can be complex, complicated or chaotic. Elements like governance, education, inclusion, cooperation, information flow and developing a growth mindset are proposed to establish an environment that enables Agile to succeed.

Kanban India 2022 | Poornima V | Bringing Agile to schools

LeanKanbanIndia

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