A G I L E T O U R B E I R U T 2 0 1 51 7 N O V 2 0 1 5
How To Start My KanbanHuman Relations Over Processes And Tools!
Who Am I?
Senior Lean Agile Coach Senior Scrum Coach & Trainer Agile Management Catalyst Dead, Brother & Son
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How to Start my Kanban
Agile by Nature
H IK I F I K
K I FA KÇÀ VA?
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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
F R O M T H E C L A S S
8Page § 97
Class Expedite
Make Expedite class visible on the board
Backlog Analysis Development Done Test
Standard
Doing Doing Doing Done Done Done
Defect
Expedite
Fixed date Expedite
F R O M T H E C L A S S
9Page § 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.
F R O M T H E C L A S S
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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
Releas
e 1
Releas
e 2
Releas
e 3
Releas
e 4
Failure Load
Number of total defects
Escaped Defects
Agile is not just a methodology or process, it’s a mindset, a culture and working coaching and management approach supported by techniques and tools.
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Let’s Make The Assumption That You Will Use This Tool To Visualise The Whole…And Get Engagement And Interaction
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W H AT M A D E S Y O U M A D D U R I N G Y O U R W O R K ?
W H AT M A K E S Y O U W H AT M A K E S Y O U H A P P Y ?
O N W H AT A R E Y O U A F R A I D ?
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B U S I N E S S A S U S U A L
D E M A N D
O U T C O M E
PR
OC
ES
S
R O O T S
F R U I T SSink&Cherrytree
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capacity
output
input
demand m
anagement
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
Phase 1focus on the output • delivering each time helps you to focus on what
matters and enables discussion between the stakeholders
• delivering drives fear out!
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Phase 2focus on input • managed by a single person to insure
permanent flow • empowers PO’s position • strong stakeholder’s engagement
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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.
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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.
B U S I N E S S A S U S U A L
R O O T S
F R U I T S
• 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.
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Too Frequently Observed Aberrations
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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).
Until One Day, When The Team Has Found Its Particular Work Process. Then You Can Start To Make It Fancy.
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P R O D U C T I V I T Y E F F I C I E N C E E F F E C T I V E NE S S
P R O D U C T I V I T Y:
Y O U D O A L O T O F W O R K , B U T I S I T T H E G O O D W O R K ?
E F F I C I E N C E :
Y O U D O Y O U R W O R K E A S I LY, B U T D I D I T R E A C H T H E
M A X I M U M I M PA C T ?
E F F E C T I V E N E S S :
Y O U D O T H E R I G H T W O R K AT T H E R I G H T T I M E . I S T H E P R O C E S S R E P E ATA B L E ?
A G I L E
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P U R P O S E
M A S T E RY
A U T O N O M Y
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
SO
UR
CE
: «
DR
IVE »
D.
PIN
K
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P U R P O S E
M A S T E RY
A U T O N O M Y
Outcome
SO
UR
CE
: «
DR
IVE »
D.
PIN
K
R E L AT E D N E S S
S A F E C O N TA I N E R
C O M P E T E N C E
M E A N I N G
66P I E R R E E . N E I S
P I E R R E N E I S @ U P WA R D . C O N S U LT I N G
Human
Agile by Nature
W W W. A G I L E 4 H R . N E T