Change Lessons Learned - Implementing a Kanban System for Enterprise Agility

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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&responsive

    Transparency&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 soitscool!

    Earlyadopters 13.5%ItsinterestingbutIwanttolearnmore. 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

    Kanbanisthehumanestartwithwhatyoudonowapproachtochange

    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