Value Stream Implementations in Deutsche Telekom

Transcript

1. Value Stream Implementations in Deutsche Telekom 1
2. 2 DIONYSIS SVORONOS Project Manager Community Leader dionysis.svoronos@gmail.com • Project Manager, Deutsche Telekom | Digital Transformation initiatives for European National Companies • Leader of Deutsche Telekom Community of Practice “Project Manager as a Profession” “Disciplined Agile Value Stream Consultant” by PMI | 1st in Greece Leadership Top Writer | https://dionysis-svoronos.medium.com Executive Coach & Organisational Development Consultant LinkedIn
3. 3 How To Influence Decision-Makers to Use Value Streams?
4. How We Discovered VSM 4 5. Continuous Improvement • Regularly review and update our Value Stream Management practices • Committed to ongoing learning and adaptation 1. Initial Role & Responsibilities • Assigned as Organizational & Strategy Manager • Authorized to solve impediments and dependencies • Focused on delivering customer value 3. Use of Value Stream for Common Ground • Utilized Value Stream Management as a framework for focused discussions • Established common ground among cross-functional teams 2. Identifying the Need • Recognized gaps in our existing processes • Realized the need for an end-to-end accountable approach to deliver value 4. Overcoming Challenges • Solved various impediments and dependencies • Adapted and iterated our approach based on results
5. What We Did to Identify Our Value Streams 5 Problems 1. Bottlenecks 2. Dependencies 3. Decision making struggle 4. Long meetings with low value
6. What We Did to Identify Our Value Streams 6 1. Financial Planning 2. Collaboration with traditional ways-of-working
7. What We Did to Identify Our Value Streams 7 1. Financial Planning 2. Collaboration with traditional ways-of-working Dependency Management 1. Make visible - Review dependencies between teams 2. Manage - See if moving team members around will reduce some dependencies in how other teams get their work done - See if it makes sense to borrow a team member 3. Eliminate - Work on smaller items - Rework on value creation structure, cross-training Connecting to Executive Demands • Review quarterly • Release funds around Minimum Business Increments • Product Mindset: Lay out a roadmap instead of project milestones • Aggregates work around strategies
8. How To Influence Decision-Maker 1. Identify Decision-Maker - Manager - Wants to be seen successful in BoD - Delivery focused - Hands-on if something not working - Indirect communication style 2. Build Rapport - “How can I make you successful?” - Find wishes, fears, challenges - Common interests & common ground 3. Give Them What They Want - Reliability, Proactiveness, Initiative - Speak “their” language: reduce delivery time, increase offers - Use VS capabilities that derive from their needs 4. Open for Feedback & Failure - You won’t have every information - Your decision-maker won’t share all at the best way possible - Mistakes will happen - Even if triggered, don’t focus on blame game, but what to do better next time 5. Assume Responsibilities - Be Assertive and Value-provider; lead by example - Balance with compassion & engage people - Prepare for constructive conflicts
9. What We Did to Identify Our Value Streams 9 Project Management Community of Practice
10. How To Influence Decision-Maker 1. Identify Decision-Maker - Sponsor; Chapter Lead - Vision focused - Value driven 2. Build Rapport - “How can I make you successful?” - Find wishes, fears, challenges - Common interests & common ground 3. Give Them What They Want - Not bothering with details - Engage in feedback phase to guarantee scope follows vision - Ask for support in closed questions or predefined solutions 4. Open for Feedback & Failure - Be ready to adapt to personal perspectives. Address the emotion, not necessarily the content - Ask feedback from more stakeholders to ensure you collected a 360 review 5. Assume Responsibilities - Be Assertive and Value-provider; lead by example - Balance with compassion & engage people Project Management Community of Practice
11. Your Practical Applications 11 1. Embrace a New Perspective • Shift Focus: From tasks to value delivery. • Key Benefit: Enhances clarity on what brings value to customers and stakeholders. 2. Enhance Team Collaboration • Method: Utilize value streams to break down silos, both within teams and across stakeholder groups. • Key Benefit: Promotes cross-functional collaboration and transparency, aligning team efforts with stakeholder expectations. 3. Streamline Processes • Action: Identify and eliminate non-value-adding activities. • Key Benefit: Increases efficiency, reduces waste, and maximizes stakeholder value.
12. Your Practical Applications 12 Be the Change You Want to See in Your Organization 1. Embrace the mindset of influencing rather than controlling the environment. → Utilize value stream insights to identify areas where you can make impactful changes. 2. Increase your information input. → Regularly ask powerful questions: • "What purpose does this serve?" • "What is your need?" • "How can I support you?" 3. Use your growing expertise in value streams as a platform for career progression. → Demonstrating your ability to align business objectives with customer and stakeholder value can position you for advanced roles and responsibilities.