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LKIN15 Integrating Kanban with High Collaboration Frameworks
1.
LeanKanban India 2015 Integrating Kanban
Scalability with High Collaboration Frameworks 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 training” 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 Frameworks
16.
LeanKanban India 2015©Masa K
Maeda Strategic level Tactical level Operational level Kanban High Collaboration Frameworks 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
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