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MANAGER
Management in all business and organizational activities is
the act of coordinating the efforts of people to accomplish desired goals and objectives
using available resources efficiently and effectively.
https://en.wikipedia.org/wiki/Management
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IS THERE ANOTHER WAY ?
n Limits
Ø Lack of common culture
Ø Knowledge sharing
One project : One team
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SHARING
n Tool : Visual management
n Objectives
● Give the status of the process
● Direct the leadership to areas that need support
● Indicate the actions or countermeasures that are in process
● Show normal versus the abnormal, or what is right and what is wrong
Transparency Problems are good
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I WORK FOR MY BOSS
I KNOW WHAT MY COLLEAGUES DOMATURITY 2
MATURITY 1
FROM I TO WE
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IS THERE ANOTHER WAY ?
n Limits
Ø No anticipation / prioritization
Ø No global assignation
Ø A view of projects is a view of silos
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n Tool : Kanban for manager
n Objectives
● Empowerment of the managers on team objectives
● Systems thinking
● Team development
SYSTEM THINKING
Product Backlog Metrics
Manage flow
Stop starting,
Start finishing
Limit work in progress
To Do In Progress Done
A
B
C
Initiative
Initiative
Initiative
Initiative
Initiative
Initiative
Initiative
Initiative Initiative Initiative
Objectives
-Priority+
4
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HIGHLIGHTS
n Prioritization / Cadence
● Main tool to switch from visual management to kanban : Visual backlog
● A full « Done » column is a clue that there is a lack of cadence
n Cost of delay
● 3 classes of services used : Expedite, Standard (to be done by managers), Followed (to be
done by teams)
n Limit work in progress
● Mindset change needed to focus on the flow rather than focusing on people occupation
n Continuous improvement
● One of the most challenging part to implement kanban at managers level. Most
improvements done during daily meetings.
n Workflow
● Mostly basic : To Do, In Progress (0-100%), Done. Sometimes more complicated.
● Split of the « Done » Column in 2 swimlanes to highlight Success (vs Achievments).
● Focus on team objectives : Difficult to switch from projects to initiatives with dev team.
n Measure
● Easier with operations team to focus on cycle time.
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I WORK FOR MY BOSS
I KNOW WHAT MY COLLEAGUES DO
WE THINK TOGETHER
MATURITY 2
MATURITY 1
MATURITY 3
FROM I TO WE
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LEADERSHIP : MATURITY 3
n Obeya
n Individual objectives
Ø Close to the team objectives
Ø Continuous Improvement
n Pattern
n Analogy
Ø Agile team
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TRIBAL LEADERSHIP : BENEFITS AT LEVEL 4
n People collaborate and work toward a noble cause, propelled
from their values
n Fear and stress go down as the ‘interpersonal friction’ of
working together decreases
n The entire team shifts from resisting leadership to seeking it
out
n Organizational learning becomes effortless, with the tribe
actively teaching its members the latest thinking and
practices
n Setting and implementing a successful competitive strategy
becomes stunningly easy as people’s aspirations, knowledge
of the market, and creativity are unlocked and shared
n People report feeling more alive and having more fun
Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization (Dave Logan, John King, Halee Fischer-Wright)
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CROSS FUNCTIONAL TEAM
n Tool : Communities
n Objectives
● Develop people
● Manage dependencies
● Deal with big projects
http://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify (Henrik Kniberg, Anders Ivarsson)
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I WORK FOR MY BOSS
I KNOW WHAT MY COLLEAGUES DO
WE THINK TOGETHER
WE WORK TOGETHER
MATURITY 2
MATURITY 1
MATURITY 3
MATURITY 4
FROM ORGANIZATION TO OBJECTIVES
30. 3026/09/13
AN AGILE MATURITY MODEL
Agile
Enterprise
Continuous
Delivery of
Value
Do it Fast
Do the Right Thing
Do the Thing Right
Agile
First Star
TBD
TBD
TBD
Agile basics
Value, Stability
DevOps
Agile portfolio, Kanban for managers
