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Lean Kanban France2013 : kanban for managers

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This document discusses kanban and agile maturity models for managers. It describes four levels of maturity for leadership: (1) focusing on individual objectives and obeying one's boss; (2) knowing what colleagues do on projects; (3) thinking together on objectives and continuous improvement; (4) working together through techniques like pair work and cross-functional teams to focus on team objectives rather than individual objectives. The document also outlines events in an organization's agile transformation, and tools managers can use at each level like kanban and communities to develop people and manage interdependent work.

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KANBAN FOR MANAGERS FROM I TO WE 26/09/13 Samuel RETIERE Agile Coach, Former Manager @sretiere
226/09/13 AGENDA 2
326/09/13 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
426/09/13 4EVENT 1 Agile Fair Kanban Awareness We need your help Let’s try to help them Sept 2012
526/09/13 5EVENT 2 Dev 40%, Ops 2% Agile Top manager : Start by ourself What is our current level ? I need a maturity model Feb 2013
626/09/13 6EVENT 3 Agile for Ops Initiative See the dev team We have a daily with all managers That’s more complicated Apr 2012
726/09/13 AGENDA 7
826/09/13 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
926/09/13 MANAGER : NOT ALWAYS THE SAME JOB TOP MANAGER MIDDLE MANAGER OPERATIONAL MANAGER
1026/09/13 MIDDLE MANAGER • Strategic directives • Supervising subordinate managers • KPI • Reporting DOWNSTREAM UPSTREAM
1126/09/13 I WORK FOR MY BOSSMATURITY 1 FROM I TO WE
1226/09/13 LEADERSHIP : MATURITY 1 n Obeya n Individual objectives Ø Reporting Ø Control n Pattern n Analogy Ø Waterfall
1326/09/13 IS THERE ANOTHER WAY ? n Limits Ø Lack of common culture Ø Knowledge sharing One project : One team
1426/09/13 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
1526/09/13 I WORK FOR MY BOSS I KNOW WHAT MY COLLEAGUES DOMATURITY 2 MATURITY 1 FROM I TO WE
1626/09/13 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
1726/09/13 IS THERE ANOTHER WAY ? n Limits Ø No anticipation / prioritization Ø No global assignation Ø A view of projects is a view of silos
1826/09/13 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 -Priority+ 4
1926/09/13 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.
2026/09/13 CHANGE MINDSET : SOME INITIATIVES MAY FAIL SUCCESS FAILUREOR Lean start-up (Eric RIES)
2126/09/13 I WORK FOR MY BOSS I KNOW WHAT MY COLLEAGUES DO WE THINK TOGETHER MATURITY 2 MATURITY 1 MATURITY 3 FROM I TO WE
2226/09/13 LEADERSHIP : MATURITY 3 n Obeya n Individual objectives Ø  Close to the team objectives Ø  Continuous Improvement n Pattern n Analogy Ø Agile team
2326/09/13 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)
2426/09/13 IS THERE ANOTHER WAY ? n Limits Ø Working with someone is not working together
2526/09/13 n Tool : Pair Work n Objectives ● Personal development WORK TOGETHER
2626/09/13 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)
2726/09/13 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
2826/09/13 LEADERSHIP : MATURITY 4 n Obeya n Individual objectives Ø  No SMART objectives Ø Team objectives Ø  360° n Pattern n Analogy Ø Pair programming
2926/09/13 AGENDA 29
3026/09/13 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
3126/09/13 QUESTIONS

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Lean Kanban France2013 : kanban for managers

  • 1. KANBAN FOR MANAGERS FROM I TO WE 26/09/13 Samuel RETIERE Agile Coach, Former Manager @sretiere
  • 3. 326/09/13 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. 426/09/13 4EVENT 1 Agile Fair Kanban Awareness We need your help Let’s try to help them Sept 2012
  • 5. 526/09/13 5EVENT 2 Dev 40%, Ops 2% Agile Top manager : Start by ourself What is our current level ? I need a maturity model Feb 2013
  • 6. 626/09/13 6EVENT 3 Agile for Ops Initiative See the dev team We have a daily with all managers That’s more complicated Apr 2012
  • 8. 826/09/13 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. 926/09/13 MANAGER : NOT ALWAYS THE SAME JOB TOP MANAGER MIDDLE MANAGER OPERATIONAL MANAGER
  • 10. 1026/09/13 MIDDLE MANAGER • Strategic directives • Supervising subordinate managers • KPI • Reporting DOWNSTREAM UPSTREAM
  • 11. 1126/09/13 I WORK FOR MY BOSSMATURITY 1 FROM I TO WE
  • 12. 1226/09/13 LEADERSHIP : MATURITY 1 n Obeya n Individual objectives Ø Reporting Ø Control n Pattern n Analogy Ø Waterfall
  • 13. 1326/09/13 IS THERE ANOTHER WAY ? n Limits Ø Lack of common culture Ø Knowledge sharing One project : One team
  • 14. 1426/09/13 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. 1526/09/13 I WORK FOR MY BOSS I KNOW WHAT MY COLLEAGUES DOMATURITY 2 MATURITY 1 FROM I TO WE
  • 16. 1626/09/13 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. 1726/09/13 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. 1826/09/13 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 -Priority+ 4
  • 19. 1926/09/13 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. 2026/09/13 CHANGE MINDSET : SOME INITIATIVES MAY FAIL SUCCESS FAILUREOR Lean start-up (Eric RIES)
  • 21. 2126/09/13 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. 2226/09/13 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. 2326/09/13 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. 2426/09/13 IS THERE ANOTHER WAY ? n Limits Ø Working with someone is not working together
  • 25. 2526/09/13 n Tool : Pair Work n Objectives ● Personal development WORK TOGETHER
  • 26. 2626/09/13 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. 2726/09/13 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. 2826/09/13 LEADERSHIP : MATURITY 4 n Obeya n Individual objectives Ø  No SMART objectives Ø Team objectives Ø  360° n Pattern n Analogy Ø Pair programming
  • 30. 3026/09/13 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