How To Start My Kanban – Pierre Neis
•
0 j'aime•577 vues
It's quite easy to take an electronic device, write "to do" "in-progress" and "done" on it and thinking that's Kanban. It's almost easy to draw a board with more columns, add swim lines, make a collection of work limits on it, measuring a lot of stuff and call it Kanban. In the real life it's a bit different. "How to start my Kanban" are small patterns emerging from 10 years field word with my teams. "How to start my kanban" gives you the opportunity to emerge in coaching real world and focus on human interactions and effectiveness. We will start by understanding how people work. Then we will understand how people are working together. Then we will see the "whole". Delivery is the key. So we design our board nimble enough to change, large enough to reveal the blockers. "How to start my kanban" gives you the keys to agile effectiveness of high performing teams.
Recommandé
Contenu connexe
Similaire à How To Start My Kanban – Pierre Neis
Similaire à How To Start My Kanban – Pierre Neis (20)
Plus de Agile Tour Beirut
Plus de Agile Tour Beirut (20)
Dernier
Dernier (20)
How To Start My Kanban – Pierre Neis
- 1. AGILE TOUR BEI RUT 2 01 517 NOV 2 0 15 HowToStart MyKanban HumanRelationsOverProcessesAndTools!
- 4. WhoAmI? SeniorLeanAgileCoach SeniorScrumCoach&Trainer AgileManagementCatalyst Dead,Brother&Son CAPGEMINI, ERDF, RUEDUCOMMERCE.COM , REDMIND, #PLAY14, ORES, SAP U K, KINGFISHER, EUROCLEAR GROUP, GDF SUEZ EUROPE, AXA GROUP, INVIVO, CTIE, ATHOME, ACCENTURE, TOURING ASSURANCES, CLOUDWATT, SWINGMOBILITY, LUMENSION SECURITY, WEMANITY, UPWARD CONSULTING, AGILE4HR…
- 5. 5PIERRE E. NEI S | LUXEMBOURG | BEI RUT | GE NE VA | BRUSSE LS | LONDON How to Start my Kanban Agile by Nature HI KIFIK KIFAKÇÀ VA?
- 6. 6 People don’t have propensity to LAZINESS. People have propensity for HARD WORK. It just needs to be WORK THAT MATTERS TO THEM Jane McGonigal, Reality is Broken
- 7. Kanban + see the whole 1
- 8. FROM THE CLA SS 8 Page § 97 Class Expedite Make Expedite class visible on the board Backlog Analysis Development DoneTest Standard Doing Doing DoingDone Done Done Defect Expedite Fixed date Expedite
- 9. FROM THE CLA SS 9 Page § 38 Kanban Rules v Visualize the workflow v Split the work into pieces, write each item on a card and put on the wall. v Use named columns to illustrate where each item is in the workflow. v Limit Work In Progress (WIP) – assign explicit limits to how many items may be in progress at each workflow state. v Measure the lead time (average time to complete one item, sometimes called “cycle time”), optimize the process to make lead time as small and predictable as possible.
- 10. FROM THE CLA SS 10 Page § 74 Managing and measuring Flow Cycle Time Due Date Performance Throughput Cumulative Flow Diagram Flow Efficiency Issues and Blocked Work Items Failure Load 0 50 100 150 200 250 R elease 1R elease 2R elease 3R elease 4 Failure Load Number of total defects Escaped Defects
- 14. Really? 14
- 16. 16
- 19. Let’sMakeTheAssumptionThat YouWillUseThisToolToVisualise TheWhole…AndGet EngagementAndInteraction 19
- 21. WHAT MA DES YO U MAD DURI NG YOUR W ORK? WH AT M AKES YO U WHAT MA KE S YOU HAP PY? ON WHAT AR E YOU AF RAID?
- 23. EVE RY SINGLE TA SKS YOU ARE WORKI NG ON L IST
- 28. 28 BUSINESS A S USUA L DE MA ND OUTCOME PROCESS ROOTS FR UITSSink&Cherrytree
- 31. 31 Manage the Tap In Scrum, it’s PO’s job! DEM AND OUTCOME PROCESS
- 32. 32 Manage the Sink In Scrum, it’s Scrum Master’s job! DEM AND OUTCOME PROCESS
- 33. 33 what if your organisation is looking like this?
- 34. 34 or like this?
- 35. 35 How can this helping us?
- 36. 36 capacity output input demandmanagement In Agile, we use LEAN techniques to understand the demand workflow. The demand flow is a simple process: demand meets capacity and, according to the capacity, demand can be treated more or less swiftly. Agile Demand Management
- 37. Phase1 focus on the output • delivering each time helps you to focus on what matters and enables discussion between the stakeholders • delivering drives fear out! 37
- 38. Phase2 focus on input • managed by a single person to insure permanent flow • empowers PO’s position • strong stakeholder’s engagement 38
- 39. Phase3 focus on the sink, on the capacity 39
- 40. 40 then limit the WIP
- 41. 41 In all situations, no one sees the deposit to the bottom of the sink deposit
- 42. 42 phase 2 will trouble water trouble water
- 43. 43 Agile coaches and scrum masters focus to "toss" the container in the sink (the work and team members) during the retrospective with the aim to liquefying the deposit as soon as possible.
- 45. 45 BUSINESS A S USUA L ROOTS FR UITSHowToPrioritise?
- 46. 46 What’s work? There are 3 types of generally accepted work: • those that produce value (fruits) • those used to produce value (roots) • and routine (transactional) aka « business-as- usual » Fruits are the expected outcome of planting: CA, benefits, etc ... "Robots" are the feed channels for the existence and growth of fruits. Anything that is neither "fruit" nor "roots" are called Business-as-usual (BAU).The BAU is time consuming and can not be totally eliminated. But it can be controlled by treatment. BUSINESS AS USUAL ROO TS FRUI TS
- 47. •Lean explains that you have to optimise the flow i.e. reducing the BAU, optimise the « roots » so that each harvest produce the same « fruits ». •Agile is more pragmatic. We consider that BAU cannot be eliminated but should be under control. •Scrum explain that you have to focus on business value i.e. increasing fruits harvesting. •Agile also explains that both development and production proceed in a sustainable pace. 47
- 48. TooFrequentlyObservedAberrations 48 Usually performance indicators are on « BAU »: • the process is defined until the end-of-times • each input produces almost the same output (defined process) Working hypothesis have never been validated nor experienced.They are mostly driven by annual budget Here the organisation is disconnected from reality and objective is to reinforce functional silos (keeping the organisation performance at the lowest level).
- 49. 49 Important are the results (fruits) • short term thinking TooFrequentlyObservedAberrations
- 58. SomeExamples 58
- 60. Conclusion 60
- 62. VeryLastWords 62
- 63. 63 PR O DU CT IVITY E FF IC IEN CE EFFECTIVEN ESS P RO D UCTI V ITY: YOU D O A LOT OF WORK, BUT IS IT THE GOOD WORK? EFFICIENCE: YOU DO YOUR WO RK EASILY, BUT DID I T REAC H THE MAXIMUM IMPACT? EFFECTIVENESS: YO U DO THE RIGH T WO RK AT THE RIGH T TIME. IS THE PROC ESS REP EATAB LE? AGILE
- 64. 64 PUR POS E MAST ERY AUT ONOMY Purpose = only start the work with clear purpose Autonomy = good results come from autonomous people Mastery = mastery through continuous improvement Result = it’s by combining purpose/autonomy/mastery that you can create a sustainable value delivering organisation SOURCE: DRIVE »D.PINK
- 65. 65 PUR POS E MAST ERY AUT ONOMY Outcome SOURCE: « DRIVE »D.PINK RELATEDNESS SAF E CONTA INER COMPE TENCE MEA NI NG
- 66. 66 PIERR E E. N EIS PIERRENEIS@UPWARD.CONSULTING Human Agile by Nature W WW.AGILE4HR.NET