lkce16 - enterprise flow by klaus leopold

Dr. Klaus Leopoldweb: www.LEANability.comblog: www.klausleopold.commail: [email protected]: @klausleopold

Enterprise FlowLean Kanban Central Europe, 8. Nov. 2016, Hamburg, DE

http://www.klausleopold.com

mailto:[email protected]

www.LEANability.com@klausleopold

•company with ~80 development teams

•excellent order situation - more and more customer projects - many ideas for product development

•problems - long cycle time of projects - bad on time delivery

•suggested solution: let’s make all teams A G I L E

The Situation•project business - product development - (customization) projects

@klausleopold www.LEANability.com

started

finished

projects in progress

long ter

m average

arrival

rate

long term averag

e departure r

ate

#projects

time


ONGOING PROJECTS DONE

ll



l

l



l l


ACTIVE PROJECTS DONE

lINACTIVE PROJECTS

l

the amount of active working

time at the lead time is

often not more than 5%

limit number of projects in progress!


DONE

l

OPTIONS

limit number of projects in progress!

(2)

l

But where’s the benefit?

Before, project were waiting in INACTIVE

now they are sitting in OPTIONS.

PROJECTS


A

B

C

5 weeks

A B C

5 10 15

13 14 15

A AB BC C


A

B

C

5 weeks

5 10 15

16 18 20

A AB BC C

WIP limits - reduce cycle time & time to market - reduce switching overhead - reduce cost of delay - reduce delivery risk - increase predictability - …

A B C


Little‘s Law

Ø cycle time = Ø WIPØ throughput

John D.C. Little

= time, work spends in the system= number of work items in the system= number of completed work items in a timeframe

cycle timeWIP

throughput


A G I L ELet’s make all teams

You need to limit the entity where you want to see the benefits!

•lead by example - be the change that you want to see - let teams work and let them pull

change

•do strategic portfolio management - limit WIP in your company - cash cows, innovations, change

initiatives, etc.


clarification realizing lessons learned

limit WIP in your organization

0% 99%

PROJECTS

INNOVATIONS

ORG-CHANGES

concept realizing next steps

prepare realizing validate next steps

DONEOPTIONS


Coordination: weekly strategy meeting

•participants: top management and department leaders

•main purpose: - update the overall view - decide on starting new projects, innovations, and changes

• location: in front of the board

•duration: - scheduled for 30 minutes - mostly not longer than 10-15 minutes


started

finished

optionswork removed from options pool

throughput increased

delivered more, faster

Work in Progress decreased

#projects

time


•organizational performance increased significantly

•teams felt less stressful

•more and more teams started to use Kanban on team level

•That’s a very good thing! - Still, we must not sub-optimize too much.

Dynamic started


awesome methodAGILE

Team

“install” your favorite agile method here


Team

Team

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TeamTeam

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Team

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Team

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Team

Team

Team


Team

Team

Team

TeamTeam

Team

Team

Team

Team

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Team

Team

Team

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Team

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Team

Team

Team

Team

Team

Team

Team

An organization is not a container of

independent teams!!

Team

Team

Team

Team

Team

Team


Team

Team

Team

TeamTeam

Team

Team

Team

Team

Team

Team

Team

Team

Team

Team

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Team

Customer


team 1

team 2

team 3

team 4

customer wish: write a love letter


customer wish: write a love letter


The performance of a system is not

the sum of its parts.

It’S the product of its interactions.

— Russell Ackoff


Agility of an organization is not having many agile teams. Agility is about having

agile interactions between teams.


organizational structure operational structure

idea/order value


operational structure

1. identify, visualize and optimize work flow 2. limit work in progress 3. establish fast feedback loops

optimize

AGILE INTERACTIONS

idea/order value

for each portfolio item:


SYSTEM FOR A PLATFORM PROJECTcoordinates the work of - 6 development teams (including 2 Scrum teams & 1 Kanban) - enterprise architects - business representatives - sales representatives

doing approved int.

(24) concretize

idea

(12) define epic

(9) development

(8) review epics

ready for dev

rejected

(1) test

(1) ready to roll

(1) roll out

DONEINBOX

doing done doing done UAT0% 99%50% done

dev team planning

(12)

GO!

Start here!“scale down” later

Remember, teams didn’t change the

way they worked!


doing approved int.

(24) concretize

idea

(12) define epic

(9) development

(8) review epics

ready for dev

rejected

(1) test

(1) ready to roll

(1) roll out

DONEINBOX

doing done doing done UAT0% 99%50% done

dev team planning

(12)

GO!

(5) develop int. test UAT

(2) waiting 4 EPICdefine tasks

(4) NEXT

(1) review

READY 2 ROLL

Elephant 1 + Tasks

Elephant 2 + Tasks

(5) test

doing done

SYSTEM FOR A TEAM

This part of the board is POTENTIAL DEMAND

for the team!


Coordination•standup - twice a week, delegates

•retrospective - once a month, delegates

•team planning - weekly, delegates

project level

•team stand-ups - daily or twice a week, team

members plus “guests”

•team retrospectives - 2-3-4 weeks cadence, team

members plus “guests”

team level


Split Develop Review DONEAnalyze

Level 1: operational

Clar. Arch. Realization Roll-Out Train DONE

Level 2: coordination

Strategy X

Strategy Y

Project A

Idea Elaborate Realize DONE Level 3: strategy FLIGHT LEVELS


TAKE AWAYS

*Agile teams don’t lead to an

agile organization

* start “as high” as you can

-biggest bang for the buck

- limit WiP in your organization

- lead by example

*optimize operational structure

-changes in the organizational

structure might be a result

LEANability GmbH | Rögergasse 36/16 | A-1090 Wieno f f i c e @ L E A N a b i l i t y . c o m | + 4 3 6 7 6 3 3 0 4 8 0 3www.LEANabi l i ty.com | facebook.LEANabi l i ty.com

www.bit.ly/kcl-wiley

EXTRA: E-Book inside

klaus LEOPOLD

KANBAN

VOM TEAMFOKUS ZUR WERTSCHÖPFUNG

in der Praxis

www.bit.ly/kanbaninit-v2www.bit.ly/kanban-praxisbuch

lkce16 - enterprise flow by klaus leopold

Leadership & Management