lean kanban france2013 : kanban for managers

KANBAN FOR MANAGERS

FROM I TO WE

26/09/13

Samuel RETIERE Agile Coach, Former Manager

@sretiere

2 26/09/13

AGENDA 2

3 26/09/13

0

20

40

60

80

100

120

140

Unknown

Agile

Crystal

Kanban

Scrum

Agile projects in 2 years

Agile Center Scrum Only

Yes, we kanban Agile properties Agile Maturity Assessment

AN AGILE TRANSFORMATION

Agile teams

1 2 3

Events

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4 EVENT 1

Agile Fair

Kanban Awareness

We need your help

Let’s try to help them

Sept 2012

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5 EVENT 2

Dev 40%, Ops 2% Agile

Top manager : Start by ourself

What is our current level ?

I need a maturity model

Feb 2013

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6 EVENT 3

Agile for Ops Initiative

See the dev team

We have a daily with all

managers

That’s more complicated

Apr 2012

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AGENDA 7

8 26/09/13

MANAGER

Management in all business and organizational activities is the act of coordinating the efforts of people to accomplish desired goals and objectives

using available resources efficiently and effectively.

https://en.wikipedia.org/wiki/Management

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MANAGER : NOT ALWAYS THE SAME JOB

TOP MANAGER

MIDDLE MANAGER

OPERATIONAL MANAGER

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MIDDLE MANAGER

•  Strategic directives

•  Supervising subordinate managers

•  KPI

•  Reporting

DOWNSTREAM UPSTREAM

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I WORK FOR MY BOSS MATURITY 1

FROM I TO WE

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LEADERSHIP : MATURITY 1

n Obeya

n  Individual objectives Ø Reporting Ø Control

n Pattern

n Analogy

Ø Waterfall

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IS THERE ANOTHER WAY ?

n Limits Ø Lack of common culture Ø Knowledge sharing

One project : One team

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SHARING

n Tool : Visual management

n Objectives ● Give the status of the process ● Direct the leadership to areas that need support ●  Indicate the actions or countermeasures that are in process ● Show normal versus the abnormal, or what is right and what is wrong

Transparency Problems are good

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I WORK FOR MY BOSS

I KNOW WHAT MY COLLEAGUES DO MATURITY 2

MATURITY 1

FROM I TO WE

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n Pattern

n Analogy Ø One project : one team

LEADERSHIP : MATURITY 2

n Obeya

n  Individuals objectives Ø Project KPI Ø Sharing knowledge

http://blog.maskell.com/?p=374

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IS THERE ANOTHER WAY ?

n Limits Ø No anticipation / prioritization Ø No global assignation Ø A view of projects is a view of silos

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n Tool : Kanban for manager

n Objectives ● Empowerment of the managers on team objectives ● Systems thinking ● Team development

SYSTEM THINKING

Product Backlog Metrics Manage flow

Stop starting, Start finishing

Limit work in progress

To Do In Progress Done

A

B

C

Initiative Initiative

Initiative Initiative

Initiative Initiative

Initiative

Initiative Initiative Initiative

Objectives

- P

riorit

y +

4

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HIGHLIGHTS

n Prioritization / Cadence ● Main tool to switch from visual management to kanban : Visual backlog ● A full « Done » column is a clue that there is a lack of cadence

n Cost of delay ● 3 classes of services used : Expedite, Standard (to be done by managers), Followed (to be

done by teams) n Limit work in progress ● Mindset change needed to focus on the flow rather than focusing on people occupation

n Continuous improvement ● One of the most challenging part to implement kanban at managers level. Most

improvements done during daily meetings. n Workflow ● Mostly basic : To Do, In Progress (0-100%), Done. Sometimes more complicated. ● Split of the « Done » Column in 2 swimlanes to highlight Success (vs Achievments). ● Focus on team objectives : Difficult to switch from projects to initiatives with dev team.

n Measure ● Easier with operations team to focus on cycle time.

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CHANGE MINDSET : SOME INITIATIVES MAY FAIL

SUCCESS FAILURE OR

Lean start-up (Eric RIES)

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I WORK FOR MY BOSS

I KNOW WHAT MY COLLEAGUES DO

WE THINK TOGETHER

MATURITY 2

MATURITY 1

MATURITY 3

FROM I TO WE

22 26/09/13

LEADERSHIP : MATURITY 3

n Obeya

n  Individual objectives Ø  Close to the team objectives Ø  Continuous Improvement

n Pattern

n Analogy Ø Agile team

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TRIBAL LEADERSHIP : BENEFITS AT LEVEL 4

n People collaborate and work toward a noble cause, propelled from their values

n Fear and stress go down as the ‘interpersonal friction’ of working together decreases

n The entire team shifts from resisting leadership to seeking it out

n Organizational learning becomes effortless, with the tribe actively teaching its members the latest thinking and practices

n Setting and implementing a successful competitive strategy becomes stunningly easy as people’s aspirations, knowledge of the market, and creativity are unlocked and shared

n People report feeling more alive and having more fun

Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization (Dave Logan, John King, Halee Fischer-Wright)

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IS THERE ANOTHER WAY ?

n Limits Ø Working with someone is not working together

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n Tool : Pair Work

n Objectives ● Personal development

WORK TOGETHER

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CROSS FUNCTIONAL TEAM

n Tool : Communities

n Objectives ● Develop people ● Manage dependencies ● Deal with big projects

http://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify (Henrik Kniberg, Anders Ivarsson)

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I WORK FOR MY BOSS

I KNOW WHAT MY COLLEAGUES DO

WE THINK TOGETHER

WE WORK TOGETHER

MATURITY 2

MATURITY 1

MATURITY 3

MATURITY 4

FROM ORGANIZATION TO OBJECTIVES

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LEADERSHIP : MATURITY 4

n Obeya

n  Individual objectives Ø  No SMART objectives Ø Team objectives Ø  360°

n Pattern

n Analogy Ø Pair programming

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AGENDA 29

30 26/09/13

AN AGILE MATURITY MODEL

Agile Enterprise

Continuous Delivery of

Value

Do it Fast

Do the Right Thing

Do the Thing Right Agile First Star

TBD

TBD

TBD

Agile basics

Value, Stability

DevOps

Agile portfolio, Kanban for managers

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QUESTIONS