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ChangeLessonsLearned
DesignandImplementationofaKanbansystemforEnterpriseAgility
ShoaibShaukat@shoaibshaukat
Change is the end result of all true learning.
Leo Buscaglia
Lean Kanban Leadership Retreat – Bali 2016
About Me | Lean Agile & Kanban Coach and Management Consultant | Shoaib Shaukat
Context ImplementSituation LearningThinking
Company Competitors Customers
Context ImplementSituation LearningThinking
Large Energy Distributor in Victoria is looking to achieve Enterprise Agility within IT and Business
• LackofProcessTransparency• LowDecisionMaking (Priorityof
work)• Waterfall/Prince2process• Automatedsystems/rigid
processes• LotofWIPclogging theteams• Pushdriven (fungible resource
mindset)
• 2500+employees• Lackofbigpicture
understanding• LowCommitment• LowAccountability
• Functional/Siloed• Leadershiphierarchy• Cost&Efficiencydriven• CentralCustomerservices
model
Context ImplementSituation LearningThinking
Structures
Processes
People
Industry• Energydistribution• RegulatedbyGovt.• Facingtechnology disruption
frombatterystorage• Lowcommercialfocus
SowhatbusinesswassayingaboutIT…
Percep
tions
Lackofvisibility inITprocesses
ITnot takingownershipofissuesorchangesoroutcomes
Stagnationof systemonceprojecthasbeen
finished
Slownessduetocostrecoveryprocesses->reducing flexibility,
agility,responsiveness
Busin
essN
eeds Leadership Fasterdelivery Customercentric
&responsiveTransparency&
Visibility Agileandflexible
Collaborative Valueadding Ownershipandaccountability Innovative
Context ImplementSituation LearningThinking
Organizationisasocialandinteractionspace– verydifficulttochangelargeorganisations
Tofomentchangeallofthisneedstobechanged:
People,Process,Culture
Context ImplementSituation LearningThinking
Courtesy:LindaRising
Implementingprocessesisallaboutshapingbehavior
• Thetraditionalviewisthatbydefiningprocessesyoucancontrolpeoplesbehavior,butitisactuallytheotherwayaround.
• Organization'sprocessesandpracticesareanoutcomeofpeople'sthinkingandbehavior.
Context ImplementSituation LearningThinking
Pred
ictability Adaptability
Emergence
Convergence
AEPEPC AC
Ad-Hoc
Lean/Agile Agile
LeanStartup
Teams
LowTrust
BecomePredictable ReduceBatchSize
FullyDecouple
PhaseOne
PhaseThree
PhaseFour
PhaseTwo
PhaseFive
PhaseFive• Investto
Learn
Context ImplementSituation LearningThinking
PhaseFour• IncreaseLocal
Autonomy
PhaseThree• Break
Dependencies
PhaseOne• Stabilizethe
System
PhaseTwo• ReduceBatch
Size
• Everyteamwillbeanexpeditionteamwiththeirownexperienceandculture• Focusonthegovernance,empowertheteamsandpromotesharedvalues• Everyteamwilltravelatownpacedependingupontheluggagetheycarryon
pathtoAgility
Context ImplementSituation LearningThinking
Transformation:ExpeditionApproach– Knowyourtrek
Transformation:ChangeAdoptioncurve
Innovators– 2.5%This isnew– soit’scool!
Earlyadopters– 13.5%It’sinterestingbutIwanttolearnmore. Earlymajority– 34%
Iwanttoknowwhatotherpeople think.
Latemajority– 34%IfIhaveto– Iguess.
Laggards– 16%Wehavealwaysdoneitthisway.
Context ImplementSituation LearningThinking
Courtesy:LindaRising
Context ImplementSituation LearningThinking
• Enterprisewidesystemchangerequestsincludingsmalltolargechanges.
• Lackofbusinessengagement• Lackofaccountabilityonpartofteams• Highlydissatisfiedbusinessstakeholders• Backloggrownto>800outstandingissues• ~80newfeature/changerequestseverymonth
Transformation:Pickahighvisibilityproblemwithenterprisewideimpact
CaseStudy
Context ImplementSituation LearningThinking
Questions:• Wheretolocatethisnewprojectteam?• Whereistheproductowner?• Scrumneedsalltherolesco-located
Decisions
Kanbanisthehumane“startwithwhatyoudonow”approachtochange
TransparencyBalanceRespect
Understanding
CollaborationCustomerfocusAgreementLeadership
AchievingDepthofKanban(Practices)
Visualise
LimitWIP
ManageFlowMakePoliciesExplicit
ImplementFeedbackLoop
Improve Collaboratively,EvolveExperimentally
Context ImplementSituation LearningThinking
ImproveCollaboratively– EvolveExperimentally
• BuildingaGovernanceteam(initiallyBusinessPartnershipManagers)andexpandingtoincludetheITGroupManagers(influentialcoalition)• IdentifyBusinessManagers(Finance,Strategy,HR,Legal,ElectricityNetworks,Services,Customergroupetc.)whocouldprioritiseorinfluencetheyteams• IdentifiedprocesschampionsfromApplicationteamsandBusinessteams.• Approaches• Carrot&Stick• Experimentation• Coaching&Mentoring
Context ImplementSituation LearningThinking
Transparencyprovidesmanagementcontrolwithlessoverhead
Context ImplementSituation LearningThinking
VisualisePortfolioWall
• Providesclarityandsenseofachievingitcreatesmotivation(Zeigarmik Effect)• Positivefeedbackfromyourpeers re-enforces thebehaviour• Also helps us tosee problem(s)anddosomethingabout them
Visualizationaccelerateslearningandtheabilitytoprioritise
Context ImplementSituation LearningThinking
ImprovedDecisionMaking
• Createdpipelinesofworkbybusinessunits• Prioritise(basedonValue) collaborativelywithbusinessstakeholdersatwalleveryfortnight• WorkingwithDeliveryteamstoEstimate(Effort) theprioritisedbacklogeveryfortnight• SimpleT-ShirtSizes(1,2,3,4,5)forValueandEffort• Rank=Value/Effort(WSJF)• Settingtherulesofengagement• Everyteamwillonlyworkfromaprioritisedbacklogetc.
Context ImplementSituation LearningThinking
Turnthefocusonfinishinganddeliveringwork.
• Easywithsometeamsvsothers(ongoingcoaching)• Educatingthebusinessisacontinuouseffort
Context ImplementSituation LearningThinking
MakePoliciesExplicit
• Classesofservice(standardisingtypesofrequests)• Prioritisationpoliciesforbusinessunitse.g.Regulatory,Strategic,BAUetc.• Introducingfastlane(Superhighway)forurgentrequestswithagreement• Simplifyaccountingpractices
Context ImplementSituation LearningThinking
ImplementFeedbackloops
• MonitorBalance(Story/Issuecounts– CFDs)• Regularshowcases• Teamretrospectives• Releaseshowcases• JointplanningsessionswithBusiness&ITteams
Context ImplementSituation LearningThinking
AchievingResults
• Arenewedfocusonmakingtheworkvisibleandprioritisedhelpedthesameteamstobecomemoreproductive.• Backlogof800itemswasreducedto<350within4monthsoftheintroductionofnewprocess.• Thiswasdespitethefactthatnewissueswerecomingatthesamerate~80permonth.
Context ImplementSituation LearningThinking
• Anexpeditionapproachforagiletransformationisrequired–acknowledgedifferentteamswilladoptagileattheirownpace.• Organisationsaretoodifficulttochange– establishingalongtermgoalatstartbutbepreparedtoadaptandsetshorttermgoals.• Usechangeadoptioncurvetoyourbenefit– movepeopletowardstheinnovatorsgroup.• Focusonpeopletochangethemindsets&beliefs.• Useprocessasatooltoshapebehavioursnottocontrolpeople.• UsedepthofKanbanprocesstoimproveyoursystem.• Collaborateatalllevelsandbuildcoalitionstomakethechangehappenandtakeroots.
Learnings:Sustaininglongtermchange…
Context ImplementSituation LearningThinking