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Scaling Kanban
                                                     Deliver big Projects with 10+ Teams
                                                     and still sleep well



Traian Kaiser, Lean Kanban Central Europe, October 2011                                    2
Traian Kaiser
Director Agile Project Management & PMO (XING AG)

            13 years of Internet-Business
            Companies: IBM, Yahoo, XING, …
            MBA, Agilist, People Manager
~140
       Employees in product development




50
Releases a year
The challenges of scaling
 Kanban (or a lean/agile
      organisation)




                            6
Manage Complexity


     Manage Technology


Maintain Leadership & Motivation

                                   7
Think about how to increase
structure while maintaining
 core agile/lean practices at
       the same time




                                8
“As a rule, every time a company
growth by 50 percent, you should
evaluate whether organizational
changes are required, and by the time
growth reaches 100 percent, you
should already have made changes to
accommodate that growth.“



                                  Jurgen Appelo
                                 Management 3.0
Scale by building an autonomous,
fractal organization. Delegate as
much as possible to the
lower hierarchy level.
Try not to have over 150
colleagues
dependent on
one another.




                                    10
Create permanent,
cross-functional
teams organized
along the
communication
bandwidth.




                    11
In addition to a
superior team,
you may need a
kick-start and
convergence
team at the
beginning and
end of big
projects or
releases.


                   12
Think about process &
   communication




                        13
Expectation management
is increasing in larger
organizations.




                          14
Planning is much more work now:
• Same planning principles for all
• Same (digital) tools for planning
• Plan a “bootcamp”
• Plan “set based”
• Use a epic board
• Plan a “fixcamp”




                                      15
Aggregated, consistent and lean
communication vs. unread spam.
Think about technology




                         17
“Schedules should be decoupled…
Decoupled schedules are not really
practical unless the architecture is also
decoupled“




                                  Mary & Tom Poppendieck
                         Leading Lean Software Development
Modular architecture with less
dependencies between “units”
and a clean code policy




                                 19
Standardization (and maybe
reduction) of useful tools & workflows.




                                          20
All-embracing,
multistage development-
and test-environment for
stress-free releases.




                           21
Be rigorous on frequent
deployment and refactoring.
Do not tap into the big release-trap.




                                        22
Think about leadership




                         23
Learn. Educate (this time including
the middle management).
Build teams, not groups.




                                      24
Have a vision and sound goals.
Be clear on priorities.
Be rigorous on focus.
Communicate openly & transparently.




                                      25
If teams are only a
smaller part of the
bigger picture,
motivation fades
away, distrust
emerges and real
leadership is more
important than ever.




                       26
“A team that is unwilling to work with
the established framework disrupts the
work the same way that individuals
who are unwilling to work within the
team framework do“




                                       Jim Highsmith
                            Agile Project Management
What we learned @ XING




                         28
Scaling is a manager topic


   You will find out how agile your
          company really is


Keeping autonomy and leadership is key

                                         29
And, of course, we need the best professionals.


                                              We hire:
                      Agile Project Manager / Coaches
                                      Quality Manager
                                        Product Owner
                                  Interaction Designer
                                   Frontend Developer
                                Ruby & Perl Developer
                                                    ...



                                http://careers.xing.com
Thank you
                                                                  Questions?

                      Traian Kaiser
                      Director Agile Project Management & PMO
                      XING-Profile: xing.to/traian




See what‘s up in our Lean Software Development Group:
http://www.xing.com/net/leansoftwaredevelopment/



                                                                The Professional Network
                                                                          www.xing.com
XING – Powering Relationships                                                         31
Creative Commons Picture Credits




    • Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photostream/) from cuellar




XING – Powering Relationships                                                                                    32
DISCLAIMER
  This presentation was produced in May 2010 by XING AG (the "Company") solely for use as an information source for potential business partners and is strictly confidential. It has
  been made available to you solely for your own information and may not be copied, distributed or otherwise made available to any other person by any recipient. This presentation is
  not an offer for sale of securities in the United States. The distribution of this presentation to you does not constitute an offer or invitation to subscribe for, or purchase, any shares of
  the XING AG and neither this presentation nor anything contained herein shall form the basis of, or be relied on in connection with, any offer or commitment whatsoever.
  The facts and information contained herein are as up-to-date as is reasonably possible and are subject to revision in the future. Neither the Company nor any of its subsidiaries, any
  directors, officers, employees, advisors nor any other person makes any representation or warranty, express or implied as to, and no reliance should be placed on, the accuracy or
  completeness of the information contained in this presentation. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors or any other person shall
  have any liability whatsoever for any loss arising, directly or indirectly, from any use of this presentation. The same applies to information contained in other material made available
  at the presentation.
  While all reasonable care has been taken to ensure the facts stated herein are accurate and that the opinions contained herein are fair and reasonable, this document is selective in
  nature and is intended to provide an introduction to, and overview of, the business of the Company. Where any information and statistics are quoted from any external source, such
  information or statistics should not be interpreted as having been adopted or endorsed by the Company as being accurate.
  This presentation contains forward-looking statements relating to the business, financial performance and results of the Company and/or the industry in which the Company operates.
  These statements are generally identified by words such as "believes," "expects," "predicts," "intends," "projects," "plans," "estimates," "aims," "foresees," "anticipates," "targets,"
  and similar expressions. The forward-looking statements, including but not limited to assumptions, opinions and views of the Company or information from third party sources,
  contained in this presentation are based on current plans, estimates, assumptions and projections and involve uncertainties and risks. Various factors could cause actual future
  results, performance or events to differ materially from those described in these statements. The Company does not represent or guarantee that the assumptions underlying such
  forward-looking statements are free from errors nor do they accept any responsibility for the future accuracy of the opinions expressed in this presentation. No obligation is assumed
  to update any forward-looking statements.




XING – Powering Relationships                                                                                                                                                                      33

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Scaling Kanban

  • 1.
  • 2. Scaling Kanban Deliver big Projects with 10+ Teams and still sleep well Traian Kaiser, Lean Kanban Central Europe, October 2011 2
  • 3. Traian Kaiser Director Agile Project Management & PMO (XING AG) 13 years of Internet-Business Companies: IBM, Yahoo, XING, … MBA, Agilist, People Manager
  • 4.
  • 5. ~140 Employees in product development 50 Releases a year
  • 6. The challenges of scaling Kanban (or a lean/agile organisation) 6
  • 7. Manage Complexity Manage Technology Maintain Leadership & Motivation 7
  • 8. Think about how to increase structure while maintaining core agile/lean practices at the same time 8
  • 9. “As a rule, every time a company growth by 50 percent, you should evaluate whether organizational changes are required, and by the time growth reaches 100 percent, you should already have made changes to accommodate that growth.“ Jurgen Appelo Management 3.0
  • 10. Scale by building an autonomous, fractal organization. Delegate as much as possible to the lower hierarchy level. Try not to have over 150 colleagues dependent on one another. 10
  • 12. In addition to a superior team, you may need a kick-start and convergence team at the beginning and end of big projects or releases. 12
  • 13. Think about process & communication 13
  • 14. Expectation management is increasing in larger organizations. 14
  • 15. Planning is much more work now: • Same planning principles for all • Same (digital) tools for planning • Plan a “bootcamp” • Plan “set based” • Use a epic board • Plan a “fixcamp” 15
  • 16. Aggregated, consistent and lean communication vs. unread spam.
  • 18. “Schedules should be decoupled… Decoupled schedules are not really practical unless the architecture is also decoupled“ Mary & Tom Poppendieck Leading Lean Software Development
  • 19. Modular architecture with less dependencies between “units” and a clean code policy 19
  • 20. Standardization (and maybe reduction) of useful tools & workflows. 20
  • 22. Be rigorous on frequent deployment and refactoring. Do not tap into the big release-trap. 22
  • 24. Learn. Educate (this time including the middle management). Build teams, not groups. 24
  • 25. Have a vision and sound goals. Be clear on priorities. Be rigorous on focus. Communicate openly & transparently. 25
  • 26. If teams are only a smaller part of the bigger picture, motivation fades away, distrust emerges and real leadership is more important than ever. 26
  • 27. “A team that is unwilling to work with the established framework disrupts the work the same way that individuals who are unwilling to work within the team framework do“ Jim Highsmith Agile Project Management
  • 28. What we learned @ XING 28
  • 29. Scaling is a manager topic You will find out how agile your company really is Keeping autonomy and leadership is key 29
  • 30. And, of course, we need the best professionals. We hire: Agile Project Manager / Coaches Quality Manager Product Owner Interaction Designer Frontend Developer Ruby & Perl Developer ... http://careers.xing.com
  • 31. Thank you Questions? Traian Kaiser Director Agile Project Management & PMO XING-Profile: xing.to/traian See what‘s up in our Lean Software Development Group: http://www.xing.com/net/leansoftwaredevelopment/ The Professional Network www.xing.com XING – Powering Relationships 31
  • 32. Creative Commons Picture Credits • Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photostream/) from cuellar XING – Powering Relationships 32
  • 33. DISCLAIMER This presentation was produced in May 2010 by XING AG (the "Company") solely for use as an information source for potential business partners and is strictly confidential. It has been made available to you solely for your own information and may not be copied, distributed or otherwise made available to any other person by any recipient. This presentation is not an offer for sale of securities in the United States. The distribution of this presentation to you does not constitute an offer or invitation to subscribe for, or purchase, any shares of the XING AG and neither this presentation nor anything contained herein shall form the basis of, or be relied on in connection with, any offer or commitment whatsoever. The facts and information contained herein are as up-to-date as is reasonably possible and are subject to revision in the future. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors nor any other person makes any representation or warranty, express or implied as to, and no reliance should be placed on, the accuracy or completeness of the information contained in this presentation. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors or any other person shall have any liability whatsoever for any loss arising, directly or indirectly, from any use of this presentation. The same applies to information contained in other material made available at the presentation. While all reasonable care has been taken to ensure the facts stated herein are accurate and that the opinions contained herein are fair and reasonable, this document is selective in nature and is intended to provide an introduction to, and overview of, the business of the Company. Where any information and statistics are quoted from any external source, such information or statistics should not be interpreted as having been adopted or endorsed by the Company as being accurate. This presentation contains forward-looking statements relating to the business, financial performance and results of the Company and/or the industry in which the Company operates. These statements are generally identified by words such as "believes," "expects," "predicts," "intends," "projects," "plans," "estimates," "aims," "foresees," "anticipates," "targets," and similar expressions. The forward-looking statements, including but not limited to assumptions, opinions and views of the Company or information from third party sources, contained in this presentation are based on current plans, estimates, assumptions and projections and involve uncertainties and risks. Various factors could cause actual future results, performance or events to differ materially from those described in these statements. The Company does not represent or guarantee that the assumptions underlying such forward-looking statements are free from errors nor do they accept any responsibility for the future accuracy of the opinions expressed in this presentation. No obligation is assumed to update any forward-looking statements. XING – Powering Relationships 33