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
4 26/09/13
4 EVENT 1
Agile Fair
Kanban Awareness
We need your help
Let’s try to help them
Sept 2012
5 26/09/13
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
6 26/09/13
6 EVENT 3
Agile for Ops Initiative
See the dev team
We have a daily with all
managers
That’s more complicated
Apr 2012
7 26/09/13
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
9 26/09/13
MANAGER : NOT ALWAYS THE SAME JOB
TOP MANAGER
MIDDLE MANAGER
OPERATIONAL MANAGER
10 26/09/13
MIDDLE MANAGER
• Strategic directives
• Supervising subordinate managers
• KPI
• Reporting
DOWNSTREAM UPSTREAM
11 26/09/13
I WORK FOR MY BOSS MATURITY 1
FROM I TO WE
12 26/09/13
LEADERSHIP : MATURITY 1
n Obeya
n Individual objectives Ø Reporting Ø Control
n Pattern
n Analogy
Ø Waterfall
13 26/09/13
IS THERE ANOTHER WAY ?
n Limits Ø Lack of common culture Ø Knowledge sharing
One project : One team
14 26/09/13
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
15 26/09/13
I WORK FOR MY BOSS
I KNOW WHAT MY COLLEAGUES DO MATURITY 2
MATURITY 1
FROM I TO WE
16 26/09/13
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
17 26/09/13
IS THERE ANOTHER WAY ?
n Limits Ø No anticipation / prioritization Ø No global assignation Ø A view of projects is a view of silos
18 26/09/13
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
19 26/09/13
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.
20 26/09/13
CHANGE MINDSET : SOME INITIATIVES MAY FAIL
SUCCESS FAILURE OR
Lean start-up (Eric RIES)
21 26/09/13
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
23 26/09/13
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)
24 26/09/13
IS THERE ANOTHER WAY ?
n Limits Ø Working with someone is not working together
25 26/09/13
n Tool : Pair Work
n Objectives ● Personal development
WORK TOGETHER
26 26/09/13
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)
27 26/09/13
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
28 26/09/13
LEADERSHIP : MATURITY 4
n Obeya
n Individual objectives Ø No SMART objectives Ø Team objectives Ø 360°
n Pattern
n Analogy Ø Pair programming
29 26/09/13
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
31 26/09/13
QUESTIONS
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