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Visual management con il design thinking, Andrea De Muri, 10/07/2015

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Il Design Thinking rappresenta un importante approccio progettuale alla creazione di prodotti e servizi e ha cambiato il modo in cui sono percepiti i progetti.

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Visual management con il design thinking, Andrea De Muri, 10/07/2015

  1. 1. Il Design Thinking per Pianificare Udine, 10 Luglio 2015
  2. 2. Imprenditore e temporary manager mi occupo dello sviluppo di progetti innovativi e startup. Come temporary manager, affianco imprenditori e senior manager aiutandoli a far funzionare i processi interni e realizzare progetti e strategie di crescita. Ho fondato The Fab Sessions, esperimento di innovativa didattica esperienziale destinata al mondo dell’innovazione e ai creatori di nuovi modelli di business. Andrea De Muri - andrea.demuri@gmail.com Tel +39 335 5744 243
  3. 3. Il planning come processo per pensare alle cose da fare, isolare gli elementi critici, stimare la complessità di un obiettivo
  4. 4. Il planning per stabilire la sequenza delle attività, gestire le tempistiche, coordinare persone e risorse
  5. 5. Il planning per controllare lo stato di avanzamento del progetto, i costi, il rispetto dei vincoli
  6. 6. E le persone non sono lineari, prevedibili, controllabili
  7. 7. Pianificare e realizzare un progetto ha una dimensione emotiva
  8. 8. Il Design Thinking puo essere la chiave per pensare alla componente umana della pianificazione
  9. 9. Esecuzione in fasi sequenziali Esecuzione flessibile
  10. 10. - Pre-definita sequenza di fasi - Il rispetto di una Previsione - Deriva dal mondo della produzione manifatturiera
  11. 11. Una concenzione meccanicistica delle cose
  12. 12. Richiede di anticipare e prevedere il futuro
  13. 13. M. Tyson “Everybody has a plan until they get punched in the mouth” I sistemi di pianificazione lineare non gestiscono bene gli imprevisti
  14. 14. MINIMUM VIABLE PRODUCT: versioni minime del prodotto per realizzare un esperimento PIVOT: Cambiare direzione e strategia per testare nuove ipotesi ITERAZIONE: Piccolo esperimento e parte del progetto complessivo
  15. 15. - Scarsa conoscenza del contesto - Una sequenza non stabilita a priori - Learning-by-doing - Imprevisti - Deriva dal mondo del software e dal lean thinking
  16. 16. Quello che non viene detto, pensieri, usanze, ambiguità, personalità Quello che viene detto, che si immagina, che si sa
  17. 17. MISTERI, AREE BUIE, POCA CHIAREZZA
  18. 18. Tensioni personali Incertezze Scarsa QualitàContrasti Emergono tutti i problemi Cosa succede se guardiamo sotto?
  19. 19. Un Sistema Visual Rimuove le incertezze Si autoregola E’ efficiente E’ efficace
  20. 20. Visual Planning Togliere la testa dalla sabbia
  21. 21. LAY-OUT REGOLE RITUALI
  22. 22. Decisioni su come riprodurre le informazioni: Supporti, Assi, Unità Misura, Metriche, Colori, Forme….. LAY-OUT
  23. 23. Tempo Dimensione 1 Sviluppo Prodotti Programmazione Gantt Pianificazione
  24. 24. Dim 1 Dim 2 SWOT Analysis Analisi Competitiva Sviluppo Strategico Comparazione
  25. 25. Funnels Idea Management
  26. 26. Post-it Colori Forme Testi
  27. 27. SIAMO TUTTI MAESTRI A FARE QUESTO!!
  28. 28. SCALE Sviluppo nel tempo della pianificazione. Come si usa il sistema di planning? REGOLE
  29. 29. Chi fa Cosa?
  30. 30. La si barra con una riga rossa Attività Completata La si barra con una croce rossa Attività Eliminata Attività Posticipata CAUSA Quando si fa Cosa?
  31. 31. CAUSA Tempo CAUSA
  32. 32. Rituali per un utilizzo condiviso, disciplinato e dinamico della pianificazione RITUALIRITUALI
  33. 33. Cadenza La regolarità degli aggiornamenti è essenziale al corretto funzionamento della pianificazione i.e. giornaliera, settimanale, mensile Giornalmente Ogni settimana Ogni mese
  34. 34. Incontri Regolari Cliente Product Owner Team 15 min Daily Scrum Meeting Sprint Retrospective Scrum Master Sprint Review Sprint Sprint Planning Meeting Final product1w-4w 24h Product Owner e Cliente definiscono le priorità Tempi e complessità stimati dal team. Committment del team Product Backlog
  35. 35. Stand-Up Meeting La pianificazione serve per allineare Gli approfondimenti vengono effettuati in seguito Incontri Time-Boxed 15 min
  36. 36. Ciascuno è responsabile delle proprie attività nei confronti del team Responsabilità
  37. 37. Product Owner Scrum Master Product Owner: responsabile per quello che entra nel product backlog, priorità, voce del cliente Facilitatore (Scrum Master): assicura che ci sia quello che serve per portare a termine il progetto. Coordina i meeting periodici. Risolve problemi. Ruoli
  38. 38. 1514 16 1817 19 20 … A B C Visual Planning
  39. 39. Periodi Temporali Nella parte alta del tabellone Giorni, settimane, mesi 1514 16 17 Progetti, responsabili, altro Sul lato
  40. 40. Il team Includere un Product Owner che rappresenta il cliente ed è responsabile del progetto, e un Facilitatore con compiti di cordinamento e supporto del gruppo La pianificazione visual è un lavoro di team
  41. 41. Descrizione contenuto Responsabile Docs correlati, discussioni Attività Tip: scrivere una doppia copia dei post it che i partecipanti possono portare con se
  42. 42. Maggio 25 Milestones Date non posticipabili Eventi correlati Fiera a Roma Attenzione a spostarle o quando vi ci si avvicina!
  43. 43. 1514 16 1817 19 20 … A B C
  44. 44. Daily Stand-up Meeting Backlog DonePhase 1 Phase 2 Phase 3 3 max 3 max 4 max - 15-30 Minuti - In Piedi - Tutto il Team - Cosa è successo ieri? - Cosa non ha funzionato? - Cosa significa per il progetto?
  45. 45. Disciplina e Costanza Backlog DonePhase 1 Phase 2 Phase 3 3 max 3 max 4 max Il Visual Planning necessita di costanza e partecipazione da parte di tutti i membri del team Sottovalutare la dinamica degli incontri giornalieri lo rende inefficace
  46. 46. Assunzione delle responsabilità Backlog DonePhase 1 Phase 2 Phase 3 3 max 3 max 4 max Il team si incontra senza prevaricazioni gerarchiche Le date sono decise con il responsabile della attività I post it vengono modificati dal responsabile.
  47. 47. Non è incontro tecnico! Backlog DonePhase 1 Phase 2 Phase 3 3 max 3 max 4 maxIl visual planning serve per coordinare le attività, gli approfondimenti tecnici sono da svolgersi a parte
  48. 48. I processi di programmazione LINEARI massimizzano l’utilizzo del tempo
  49. 49. E’ l’obiettivo corretto?
  50. 50. “flow” è funzione di e del traffico velocità densità
  51. 51. Esercizio sul trafficoEs. 1 “Com’è il flow?” Quale è la densità? Quale è la velocità?
  52. 52. Esercizio sul traffico Quale è la densità? Quale è la velocità? Es. 2 “Com’è il flow?”
  53. 53. Esercizio sul traffico Quale è la densità? Quale è la velocità? Es. 3 “Com’è il flow?”
  54. 54. Velocità Densità Throughput Rate A B Velocita Unità per ora
  55. 55. Velocità Densità Throughput Rate A B Velocita Unità per ora
  56. 56. La programmazione settimanale Lunedì Martedì Mercoledì Giovedì Venerdì Efficienza = riempire più caselle possibile
  57. 57. Durante la settimana Lunedì Martedì Mercoledì Giovedì Venerdì Entrano nuove priorità, Alcuni lavori sono più lenti del previsto Si accumulano problemi Si modificano i piani Programmate 21 Fatte 10 Da fare 26
  58. 58. Un approccio alternativo Lunedì Martedì Mercoledì Giovedì Venerdì Abbandono la programmazione tradizionale
  59. 59. Kanban Board To-do Doing Done Ordino i task secondo le priorità del momento
  60. 60. Kanban Board To-do Doing Done Fisso il numero massimo di post-it a cui posso lavorare contemporaneamente 3 Max
  61. 61. Kanban Board To-do Doing Done Comincio con non più di 3 post-it 3 Max
  62. 62. Kanban Board To-do Doing Done Quando finisco un post-it lo porto in Done 3 Max
  63. 63. Kanban Board To-do Doing Done E’ adesso possibile cominciare a pensare ad un nuovo post-it 3 Max
  64. 64. Vantaggi del kanban To-do Doing Done 3 Max Incorpora la variabilità Massimizza il flow Monitora le risorse disponibili Dinamico Focalizzato Visualizza i problemi
  65. 65. Kanban su un progetto Backlog DonePhase 1 Phase 2 Phase 3 3 max 3 max 4 max In lavorazione Terminati
  66. 66. Kanban su un progetto Backlog DonePhase 1 Phase 2 Phase 3 3 max 3 max 4 max Non posso cominciare nuove operazioni Posso aiutare la fase 4?
  67. 67. Pianificare un progetto complesso Pianificare un progetto complesso
  68. 68. La pianificazione a capacità illimitata Si pianifica a partire dalle esigenze, ignorando i vincoli e la capacità di fare effettivamente tutto Step 1
  69. 69. i.e. Pianificare con Gantt Da scadenze esterne ….a deadline interne … a sequenza attività interne
  70. 70. La pianificazione a Capacità LimitataStep 2 Assegnare le responsabilità agli individui/teams
  71. 71. i.e. il tabellone del Visual Planning 1514 16 1817 19 20 … A B C
  72. 72. La gestione del flow con i tabelloni kanbanStep 3 Fare scorrere i progetti nonostante gli imprevisti
  73. 73. i.e. Tabellone Kanban settimanale Backlog DonePhase 1 Phase 2 Phase 3 3 max 3 max 4 max
  74. 74. Misurare la velocitàStep 4 “Vedere la luce in fondo al tunnel”
  75. 75. Ore Tempo, (Sprint) Lavoro rimanente (storie, ore) Strumenti per la gestione del processo e il rispetto dei termini Burndown chart Facilitatori di processo Rituali e meeting
  76. 76. Riassumendo
  77. 77. Personal Kanban Forse il miglior libro per capire l’essenza del kanban Utile, a prescindere che vogliate avviare una startup, per controllare la propria agenda quotidiana
  78. 78. Teoria dei Vincoli Scritto come un romanzo affronta il tema dei processi e dei colli di bottiglia Memorabile il passaggio dei boy scout che scalano la montagna
  79. 79. Bibliografia E adesso che sapete tutto non ci sono più scuse. Good Luck!
  80. 80. Andrea De Muri - andrea.demuri@gmail.com Tel +39 335 5744 243 The End

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