How to start my Kanban

Kanban (agile process management framework) isn't only a technique, it's all about people and facilitation.

Transcript

1. AGILE TOUR BEI RUT 2 01 5 1 7 NOV 2 0 15 How To Start My Kanban Human Relations Over Processes And Tools!
2. Thank You To Our Sponsors 2 GOLD SILVER BRONZE HOST
3. Thanks To Our 3 Media Partners Eco-System Partners Support Sponsors Organizer
4. Who Am I? Senior Lean Agile Coach Senior Scrum Coach & Trainer Agile Management Catalyst Dead, Brother & Son CAPGEMINI, ERDF, RUEDUCOMMERCE.COM , REDMIND, #PLAY14, ORES, SAP U K, KINGFISHER, EUROCLEAR GROUP, GDF SUEZ EUROPE, AXA GROUP, INVIVO, CTIE, ATHOME, ACCENTURE, TOURING ASSURANCES, CLOUDWATT, SWINGMOBILITY, LUMENSION SECURITY, WEMANITY, UPWARD CONSULTING, AGILE4HR…
5. 5 PIERRE E. NEI S | LUXEMBOURG | BEI RUT | GE NE VA | BRUSSE LS | LONDON How to Start my Kanban Agile by Nature HI KIFIK KIFAK ÇÀ VA?
6. 6 People don’t have propensity to LAZINESS. People have propensity for HARD WORK. It just needs to be WORK THAT MATTERS TO THEM Jane McGonigal, Reality is Broken
7. Kanban + see the whole 1
8. F R OM THE C LA SS 8 Page § 97 Class Expedite Make Expedite class visible on the board Backlog Analysis Development Done Test Standard Doing Doing Doing Done Done Done Defect Expedite Fixed date Expedite
9. F R OM THE C LA SS 9 Page § 38 Kanban Rules v  Visualize the workflow v  Split the work into pieces, write each item on a card and put on the wall. v  Use named columns to illustrate where each item is in the workflow. v  Limit Work In Progress (WIP) – assign explicit limits to how many items may be in progress at each workflow state. v  Measure the lead time (average time to complete one item, sometimes called “cycle time”), optimize the process to make lead time as small and predictable as possible.
10. F R OM THE C LA SS 10 Page § 74 Managing and measuring Flow Cycle Time Due Date Performance Throughput Cumulative Flow Diagram Flow Efficiency Issues and Blocked Work Items Failure Load 0 50 100 150 200 250 R elease 1 R elease 2 R elease 3 R elease 4 Failure Load Number of total defects Escaped Defects
11. How Sexy Is That? 11
12. How Motivating? 12
13. Are You Doing That To Your Teams? 13
14. Really? 14
15. I Guess You Missed Something 15
17. Agile is not just a methodology or process, it’s a mindset, a culture and working coaching and management approach supported by techniques and tools. 17
18. Human Relations over processes and tools 18
19. Let’s Make The Assumption That You Will Use This Tool To Visualise The Whole…And Get Engagement And Interaction 19
20. Let’s Start In A Mad Retrospective 20
21. WHAT MA DES YO U MAD DURI NG YOUR W ORK? WH AT M AKES YO U WHAT MA KE S YOU HAP PY? ON WHAT AR E YOU AF RAID?
22. Ask To Individuals On What They Are Working On (No Laptop Permitted) 22
23. EVE RY SINGLE TA SKS YOU ARE WORKI NG ON L IST
24. then ask them to consolidate all the different types of work in a common stream 24
26. When You Are Aligned, Then Start To Improve It 26
27. Kanban + improve 2
28. 28 BUSINESS A S USUA L DE MA ND OUTCOME PROCESS ROOTS FR UITS Sink&Cherrytree
29. 29 DEM AND OUTCOME PROCESS This Is The Work Stream
31. 31 Manage the Tap In Scrum, it’s PO’s job! D EM AND OUTCOME PROCESS
32. 32 Manage the Sink In Scrum, it’s Scrum Master’s job! DEM AND OUTCOME PROCESS
33. 33 what if your organisation is looking like this?
34. 34 or like this?
35. 35 How can this helping us?
36. 36 capacity output input demand management In Agile, we use LEAN techniques to understand the demand workflow. The demand flow is a simple process: demand meets capacity and, according to the capacity, demand can be treated more or less swiftly. Agile Demand Management
37. Phase 1 focus on the output • delivering each time helps you to focus on what matters and enables discussion between the stakeholders • delivering drives fear out! 37
38. Phase 2 focus on input • managed by a single person to insure permanent flow • empowers PO’s position • strong stakeholder’s engagement 38
39. Phase 3 focus on the sink, on the capacity 39
40. 40 then limit the WIP
41. 41 In all situations, no one sees the deposit to the bottom of the sink deposit
42. 42 phase 2 will trouble water trouble water
43. 43 Agile coaches and scrum masters focus to "toss" the container in the sink (the work and team members) during the retrospective with the aim to liquefying the deposit as soon as possible.
44. 44 prioritise, sort
45. 45 BUSINESS A S USUA L ROOTS FR UITS How To Prioritise?
46. 46 What’s work? There are 3 types of generally accepted work: • those that produce value (fruits) • those used to produce value (roots) • and routine (transactional) aka « business-as- usual » Fruits are the expected outcome of planting: CA, benefits, etc ... "Robots" are the feed channels for the existence and growth of fruits. Anything that is neither "fruit" nor "roots" are called Business-as-usual (BAU). The BAU is time consuming and can not be totally eliminated. But it can be controlled by treatment. BUSINESS AS USUAL ROO TS FRUI TS
47. •Lean explains that you have to optimise the flow i.e. reducing the BAU, optimise the « roots » so that each harvest produce the same « fruits ». •Agile is more pragmatic. We consider that BAU cannot be eliminated but should be under control. •Scrum explain that you have to focus on business value i.e. increasing fruits harvesting. •Agile also explains that both development and production proceed in a sustainable pace. 47
48. Too Frequently Observed Aberrations 48 Usually performance indicators are on « BAU »: • the process is defined until the end-of-times • each input produces almost the same output (defined process) Working hypothesis have never been validated nor experienced. They are mostly driven by annual budget Here the organisation is disconnected from reality and objective is to reinforce functional silos (keeping the organisation performance at the lowest level).
49. 49 Important are the results (fruits) • short term thinking Too Frequently Observed Aberrations
50. Then You Are Ready To Design Your Board 50
51. … And Improved It… Again And Again 51
52. Until One Day, When The Team Has Found Its Particular Work Process. Then You Can Start To Make It Fancy. 52
58. Some Examples 58
60. Conclusion 60
61. Kanban Helps To Make The Work Transparent 61
62. Very Last Words 62
63. 63 PR O DU CT IVITY E FF IC IEN CE E FF E CT I V EN E SS P RO D UCTI V ITY: YOU D O A LOT OF WORK, BUT IS IT THE GOOD WORK? E FFI CI EN CE : YOU DO YOUR WO RK EASILY, BUT DID I T REAC H THE MAXIMUM IMPACT? E FF E CT I V EN E S S: YO U DO THE RIGH T WO RK AT THE RIGH T TIME. IS THE PROC ESS REP EATAB LE? AGILE
64. 64 PUR POS E MAST ERY AUT ONOMY Purpose = only start the work with clear purpose Autonomy = good results come from autonomous people Mastery = mastery through continuous improvement Result = it’s by combining purpose/autonomy/mastery that you can create a sustainable value delivering organisation SOURCE: DRI VE » D. PI NK
65. 65 PUR POS E MAST ERY AUT ONOMY Outcome SOURCE: « DR IVE » D. PINK RELATEDNESS SAF E CONTA INER COMPE TENCE MEA NI NG
66. 66 PIERR E E. N EIS PIERRENEIS@UPWARD.CONSULTING Human Agile by Nature W WW.A GI LE 4 HR. NE T