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Starting with Managers Kanban - DARE13

Practice-informed theory about how to start a lean/agile journey. See http://bit.ly/LKCE12-Yuval for resources
by

Yuval Yeret

on 17 June 2013

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Transcript of Starting with Managers Kanban - DARE13

QA Teams
Dev Teams
Seeded Product Streams
Self-grown Product Streams
Meta Boards
Personal Kanbans
An Approach to Sustainable and Sticky Agile Journeys
This is a temporary change management pattern
Use it to test applicability of Kanban as well as seed the right kind of thinking ...

And then...
Idea to consider: Don't even talk too much about Improvement frameworks and models up front. Even organizations that will end up Continuously Improving are not receptive to the ideas when starting
Visualize Work
Manage Flow
Limit WIP
Improve Collaboratively
using Models
Make current policies explicit
Implement Feedback Mechanisms
Leadership - Give permission and Encourage Process Innovation from any and all team members, Managers first
Job = Work + Improvement, Especially when you are a manager
Applies to Scrum as well???
Therefore:
First bring flow under control
Only then start talking about approach to process improvement
Challenging your comfort zone
http://www.agilesparks.com
Catalyzing improvement in technology delivery organizations in Israel and Worldwide
Further Hypothesis:
Is it possible that over-emphasis on change management and the "Continuous Improvement" phase is a "turn-off" for people at the beginning of their agile journey?
http://bit.ly/DARE13-Yuval
Presentation & Resources at:
Key Takeaways about the Pattern
When to use
When to STOP using
Intent
Fast Learning/Training of MANAGERS about Flow
Fast learning whether Managers can lead flow
Ease into Kanban
The specific boards are just for illustration...
Although they represent an emerging good practice for similar groups
Change Management Approach
Spark
+
Test
change towards lean/agile by
starting
Kanban with managers
Improve execution agility and scalability by
involving people
in cross-silo Kanban

OPTION: Considering the shape of the demand - consider creating stable Kanban value streams (and cross-functional teams)
(Notice management communication overhead goes down)
Be Agile @
Team
level
http://www.infoq.com/minibooks/priming-kanban-jesper-boeg
http://leanagileprojects.blogspot.se/2013/04/the-kanban-kick-start-field-guide-now.html
Seriously good guidance!
Scale Up
Analysis Paralysis
Focus on Teams
Managers left
outside/behind
Fake Agile - Silo Teams
Common Anti-Patterns
! DARE
Pilot Approach - Managers Outside
Influences
Fair Process
http://en.q-bpm.org/mediawiki/index.php/Fair_Process
How change is sparked in books...
Agile
Sparks
Hypothesis: Lean/Agile can help here...
What is the riskiest assumption / leap of faith in going lean/agile here?
Middle and Line Managers will understand, support, drive
Flow will work here
We will allocate capacity to improvement
We are able to stop starting start finishing, can say no sometimes, can shape demand
We can work with MMFs/MVPs to achieve early value/learning
Management Team Work
Portfolio and Features Flow
Personal Kanbans
What value streams to manage?
Make room for improvement demand
Learn the ropes of Kanban
Validate the leaps of faith
Feature level Flow
and Story
How can we reflect level of involvement in Kanban Depth?
Kanban Breadth? Reach?

move beyond

Build Management Understanding
and drive for flow

Unleash
the whole group's ability
to manage and improve flow

Important!
This is Proxy/Representative Kanban
Work is pulled ON BEHALF of engineers by their managers
Minimum Viable Test of Change -
MANAGERs think and act
"Stop Starting start Finishing"
What "Representative Product Stream Kanban" Looks like day to day
Flow meetings 3 times a week
Weekly retrospective
Discovery sessions to pull Features->MMFs and review User Stories
Mainly TLs and above attend
"kind of" Kanban Agenda Meeting (Don't tell them... ;-)
Starting Kanban – Managers First!
How I'm using kanban to spark enterprise level change
OPTION: Extend Kanban Method to cover more of the value stream
Q: How will THIS show up on a Kanban Depth chart?
1
2
3
4
What j-curve matches which pattern?
Glass Ceiling
Spark
+
Test
change towards lean/agile by
easing
into Kanban with managers first

Visualize, Manage, Limit & Improve
a
more granular flow

(e.g. Stories not just Features)

Team Kanbans
might
surface

Where the F%$K is my gantt chart??? How do I know if I'm on track?
But how do we manage until we gather data?
CFDs. Cycle Time Charts.
Sounds great!
And most importantly reinforce fact that WIP Diet is key to earlier visibility!
Acknowledge the S-Curve
Value Stream Progress as proxy to "Working Tested Software"
Management Overhead/Scaling
Monitoring Several Queues
Product A
Product B
Product C
Challenges/Impediments
Use for Feedback, Questions, Ideas...
Pecha Kucha Go!
~10min
Another pass, now let me know what interests you more
Lets think how to apply this to a 1-2 of your scenarios
yuval@
agile
sparks
.com
blog: yuvalyeret.com/kanban
www.
agile
sparks
.com
Lean/Kanban Brickell Key Award Winner 2013
Beyond one team?
Component teams?
Virtual feature teams that change often?
virtual but stable feature teams (e.g. Scrum)?
Organization structured around feature teams?
http://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify
WHY?
WHERE?
WHEN?
HOW?
https://leanpub.com/holylandkanbanbestof/
Use DARE13 50% coupon
il.linkedin.com/in/yuvalyeret
Enterprise Lean/Agile Coach @
agile
sparks
Pragmatic
A Sparkie
When is it best to
this pattern?
Happier more empowered people
Happier Managers/Leaders
Better chance at the RIGHT time
Full transcript