About two years ago, we embarked on our journey towards Agility and Kanban was our vehicle.

But Kanban had people worried.

How can we not have detailed plans?! How can we limit WIP when we have so many things to work on?!

We have due dates to meet! And so on.

We would like to share one of the approaches that we adopted to help move the change along.

In addition to focusing on the Kanban implementation at the project levels, we adopted another route – to work through the individuals and the teams – a grounds up approach. We encouraged people and teams to use Kanban boards to manage their daily tasks.

You have difficulty in managing personal stuff? We’ll help you manage better!

You have issues in managing team level priority? Look what we did within our team- we have a Team Kanban and we are now much better organized!

One by one we saw people getting interested. The movement gathered steam - we worked directly with a handful of people and they in turn got their peers onboard. And we saw various flavors like Personal Kanban, Team Kanban cropping up all over the place – even in our Travel Office and Corporate Office. What this did was give people a safe, controlled environment to experiment and learn in.

As they got used to the ideas of limiting WIP, pulling work, visualizing work and “stop starting, start finishing”, it gave them the confidence to work this way at the project level too. And it made our lives as change agents just a wee-bit easier!

We welcome you to come hear our story about nurturing the change towards Agility by making it a grass roots movement.

A brief introduction to Amdocs - Amdocs is a leading provider of Customer Experience systems and services in the telecommunications domain, typically doing large scale transformation projects.

 
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Outline/structure of the Session

  • Introduction / Setting up the context (5-6 minutes)
    • Overview of the Amdocs Delivery Environment
    • Kanban implementation at Amdocs Delivery
  • How Personal/Team Kanban helped with change adoption (10-12 minutes)
    • Buy in challenges
    • Alternate grounds-up approach to the change
    • The Snowball Effect
  • Wrapping up (2-3 minutes)
    • Key Success Indicators

Learning Outcome

We will share a bottoms-up approach to scale up to an Enterprise level Kanban implementation.

And share with concrete indicators how to influence big changes through individuals and teams.

Target Audience

agile practitioners, agile coaches, scrum masters, change agents, project managers

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Tathagat Varma
    By Tathagat Varma  ~  2 years ago
    reply Reply

    Vinaya - can you share the strawman of your deck? I want to understand your contents and flow of your proposal talk.

    -TV

    • vinaya muralidharan
      By vinaya muralidharan  ~  2 years ago
      reply Reply

      Hi Tathagat

      Please see the outline of what we plan to talk about

      ·         Overview of Amdocs Delivery Environment

      • Size, complexity, challenges of Delivery in Amdocs

      ·         Kanban implementation at Amdocs

      • Why Kanban – evolutionary change management approach
      • Kanban implementation at Amdocs Delivery – how many projects, what elements have we implemented, what were our roadblocks

      ·         Buy-in challenges

      • Resistance to this big change from the ground – perception of yet another management fad

      ·         Alternate approach to the change

      • Trying our hand at a grounds up approach
      • Start slow and in less risky areas – Personal and Team level Kanban

      ·         The Snowball Effect

      • Personal and Team level Kanban starting to crop up in many teams (also in unexpected areas like Travel, Corporate office etc)
      • Word of mouth publicity
      • Easier to work that way in projects since already working that way in teams

      ·         Key Success indicators 

      • The Kanban implementation graph in terms of number of projects adopting Kanban

       

      Hope this helps.

      Please let us know if you would like to know more.

      Regards,

      Vinaya/Sutap

      • Naresh Jain
        By Naresh Jain  ~  2 years ago
        reply Reply

        Hi Vinaya, I'm worried if you can actually do justice to all these topics in 20 mins? Instead of increasing the time, I would suggest you focus on max 3 challenges and highlight key outcomes and how your team overcame those challenges.

        • vinaya muralidharan
          By vinaya muralidharan  ~  2 years ago
          reply Reply

          Hi Naresh

          I would say that “Overview of the Amdocs Delivery Environment” and “Kanban implementation at Amdocs Delivery” are largely the introduction to our talk to help set up the context.

           

          We would not need more than 5-6 mins.

          We could consider shortening this.

          We plan to focus on the “Buy in challenges” and our experimentation with “Alternate approach to the change” and how it gathered steam “The Snowball Effect”.

           

          I think we would spend about 10 – 12 mins on these 3 topics.

          This is the core of our talk.

          “Key Success Indicators” are a wrap-up of our talk and would take roughly 3 – 4 mins.

           

           

          Please let me know what you think.

          Regards,

          Vinaya 

          • Naresh Jain
            By Naresh Jain  ~  2 years ago
            reply Reply

            Thanks for the clarification. Since people won't read the comments, please update your proposals with the same. Also I see that the session type is marked as Talk. I would suggest you change that to Experience Report.

            • vinaya muralidharan
              By vinaya muralidharan  ~  2 years ago
              reply Reply

              Hi Naresh

               

              Thanks for the comment. I updated the outline as well as the category as you suggested.

              Regards

              Vinaya

  • Prasad
    By Prasad  ~  2 years ago
    reply Reply

    Vinaya,

    It will be useful  if you can bring out following .. did you do this at portfolio level/ or LOB. What kind of management invlovement was there? and how did you get that? any measurable impact / outcome?

    ~PP

    • vinaya muralidharan
      By vinaya muralidharan  ~  2 years ago
      reply Reply

      Hi Prasad

      The way we went about it is that we presented the idea of having Team Level or Personal Kanban in various forums – sometimes in specific projects, sometimes in competency centers (which are communities which cut across multiple projects) within our Delivery Organization.

       

      We didn’t have explicit management support for this. Some managers did act as champions for this by inviting us to share the idea with their groups but they did it in their personal capacity and not because they “had” to.

       

      We do plan to present some concrete indicators of how this helped in the overall Kanban implementation in the Delivery organization as a part of our proposed talk.

       

       

      Regards

      Vinaya / Sutap

  • Naresh Jain
    By Naresh Jain  ~  2 years ago
    reply Reply

    This certainly sounds like an interesting case study. I'm curious to know how adding Kanban, gave people a safe, controlled environment to experiment and learn in?

    Also highlighting few measurable outcomes, from a business or company's point of view, will make this case study much more interesting. Thanks.

    • vinaya muralidharan
      By vinaya muralidharan  ~  2 years ago
      reply Reply

      Thanks for the comment, Naresh.

      We had started implementing Kanban at the project levels but we were facing some resistance from the ground – mostly buy-in issues.

      Asking them to take the plunge into a big change at the project level meant implementing the change under the spotlight  with a high cost of failure.

      As opposed to this, when they were experimenting with Kanban for managing their personal work or managing team activities alone – the impact, if something went wrong, was low and also they could learn at their own pace, appreciate the key Kanban messages and find what worked best for them.

      As they got the hang of it at a personal and team level, taking it one step further to the project level became easier and more organic.

      About the outcomes, it basically made the change management process easier – we were influencing the individuals who make up the culture of the org and they in turn were influencing their peers.

      We do have some more concrete indicators as well - we can show how we are consistently adding more and more projects into the Kanban fold. Also we have been running internal surveys which capture the mood of the users.

      Not sure if this is the kind of thing you had in mind J but we are open to suggestions on how we can present it better or differently.

       

      Thanks.

      • Jerry Rajamoney
        By Jerry Rajamoney  ~  2 years ago
        reply Reply

        Hi Vinaya,

        Thanks for the nice topic. Based on the above response I have the following query. You have underlined " change management process easier in your response. Is this is the main motivator / reason for introducing the Kanban for your team? Do you want to share any other value add received by team?

        Thanks,

         

        • vinaya muralidharan
          By vinaya muralidharan  ~  2 years ago
          reply Reply

          Hi Jerry

          Thanks for your interest in the topic.

          The team level Kanban and Personal Kanban helped the teams and individuals visualize, focus and complete work better.

          So they definitely gained from this.

          However, the focus of our talk is on how this route helped us with adopting the change at the project level.

          And in this context, introducing Kanban to teams/individuals primarily helped us with the larger change management.

          And hence the underlining :)

          Hope I have answered your question. If not, you know what to do :)

          Regards

          Vinaya

  • Joel Tosi
    By Joel Tosi  ~  2 years ago
    reply Reply

    Hi Vinaya,

        This case study does sound interesting - I like the format, duration, and approach.  If you can add those concrete indicators you mention in your reply to Naresh, that would be awesome.

     

    Best,

    Joel

    • vinaya muralidharan
      By vinaya muralidharan  ~  2 years ago
      reply Reply

      Hi Joel

      I added success indicators to the outline/structure of our talk.

      Please let me know what you think or if you have any other comments about this.

       

      Regards

      Vinaya


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