management and change - avoiding the rocks
DESCRIPTION
Management and change are key concepts to successfully run businesses on the 21st century. The Lean Flow Paradigm requires a cultural change about how companies and teams are managed. The Kanban approach to change is evolutionary. Kanban simple practices are easily to adopt and effectively raise teams awareness of problems and leverage points. This talk is about how management and change work together to create the evolutionary environment road to success helping Change Agents to answer questions like: - Why Kanban? - How to deal with people's natural resistance to change? - What is tribal behavior? - Some unusual flow problems... With more than 3 years experience with Kanban on small, medium and big companies in Brazil, Rodrigo Yoshima will share on this talk several problems and solutions he faced on the field.TRANSCRIPT
ManagementManagementand Changeand Change
avoiding the rocksavoiding the rocks
Rodrigo Yoshima
Rodrigo Yoshima
Software Developer since 1994
RUP (1999 – now)
Agile (2003 – now)
Kanban (2009 – now)
LKU Trainer and Coach
Creator of FlowKaizen and Wiphub
Sailing addicted
WIP LimitsIntroduced
More predictableSystem
WIP LimitsIntroduced
Cap
acity
Time
Status Quo
New Status Quo
Cap
acity
20th century
Time
Status Quo
New Status Quo
Cap
acity
20th century“Revolution”
Time
Status Quo
New Status Quo
Cap
acity
20th century“Revolution”
Time
Status Quo
New Status Quo
Cap
acity
20th century“Revolution”
Time
Status Quo
New Status Quo
21st century
Cap
acity
KAIKAKU20th century“Revolution”
Time
Status Quo
New Status QuoKAIZEN21st century“Evolution”
Cap
acity
KAIKAKU20th century“Revolution”
Time
Status Quo
New Status QuoKAIZEN21st century“Evolution”
J-Curve of ChangeJ-Curve of ChangeVirginia Satir’s Change Process Model
“be like water...”
Management Tool
Demand
Management Tool
Demand
Bug Tracking
Bugs
Management Tool
Demand
Bug Tracking
Bugs
32
168
Management Tool
Demand
Bug Tracking
Bugs
32
168
Dissatisfaction
?????
Management Tool
Demand
Bug Tracking
Bugs
32
168
What wouldyou do?
?????
Management Tool
Demand
Bug Tracking
Bugs
32
168
The real problem:- HIGH WIP
?????
TEST!DEV!
Kanban:
Like Water...
People's identity andself-esteem
Management Tool
Demand
Bug Tracking
Bugs
32
168
How do youfeel about thesenumbers?
?????
Visual Management
Visual Management
Visual Management
Visual Management
Visual Management
WIP
Com
man
d an
d C
ontr
ol
Ana
rchy
$ 300/pound
$ 600/pound
$ 2.500/pound
Example - Boeing 777
Engineer Supervisor Program Manager
Sprint Backlog
ProntoEm Andamento
The “Boring” Demand
Sprint Backlog
ProntoEm Andamento
You will take careof the boring demand
on this Sprint.
Sprint Backlog
ProntoEm Andamento
Remark: The Cost-of-delay was sensitive
Sprint Backlog
ProntoEm Andamento
Bad Performance
Sprint Backlog
ProntoEm Andamento
Bad Performance
What would you do?
(5)Next Done
(5)In progress
(5)Next Done
(5)In progress
We needexplicitpolicies
Manager
The policy is up to you.I just need it defined.
(5)Next Done
(5)In progress
We needexplicitpolicies
Manager
New policy:
After doing 3 pink tickets you will selectthe next team member to do the 3 tickets
WIPDecentralized
Control
People's identity andself-esteem
Decentralization Level
“People don't resist change.They resist being changed.”
Peter Senge
Throughput
Throughput
Throughput
Throughput
IOS
Android
C++
JavaRuby Rails
Throughput
Throughput
IOS
Android
C++
JavaRuby Rails
Module 1 Module 2 Module 3 Module 4 ... Module 17
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
Let's do Scrum...
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
Process Perspective:Everything's OK!!!
Management Perspective:It sucks!!!
Throughput
Throughput Module 1 Module 2 Module 3 Module 4 ... Module 17
Work-in-progress (WIP)
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
CHAOS!!!!
Throughput
Throughput
Module 1 Module 2 Module 3 Module 4 ... Module 17
What would you do?
Throughput
Throughput
Module 1Module 2
Throughput
Throughput
Module 1Module 2
Throughput
Throughput
Module 1Module 2
Throughput
ThroughputModule 1Module 2
To do Doing Done
Throughput
ThroughputModule 1Module 2
To do Doing Done
Throughput
ThroughputModule 1Module 2
To do Doing Done
Throughput
ThroughputModule 1Module 2
To do Doing Done
Throughput
ThroughputModule 1Module 2
To do Doing Done
Tribal Behavior!!!
Tribal Behavior
People's identity andself-esteem
Decentralization Level
Throughput
ThroughputModule 1Module 2
To do Doing Done
Throughput
ThroughputModule 1Module 2
To do Doing Done
Problemas:
Tribal Behavior
Low Utilization(slack)
Throughput
Throughput
Module 1(OK)
To do Doing Done
Module 3
Module 2
To do Doing Done
Throughput
Throughput
Module 1(OK)
To do Doing Done
Module 3
Module 2
To do Doing Done
Throughput
Throughput
Module 1(OK)
To do Doing Done
Module 3
Module 2
To do Doing Done
Tribal Behavior:Solved with “Time”
Specialization
WIPDecentralized
Control
Headcount
RiskTecnicalPractices
CapacityAlocation
Variabilityin Flow
ProcessPolicies
UtilizationSpecialization
WIPDecentralized
Control
Obrigado!Rodrigo Yoshimablog.aspercom.com.br@rodrigoy