Good and bad ways to kickstart agile the Kanban way
In fall 2014 there is no question that business agility is required. You will also be hard pressed to find anyone arguing against the core principles of lean/agility or against most of the practices. But most enterprise organizations have not yet reached the levels of agility you read about in books or hear about at conferences. Lean/Agile is now trying to cross the chasm into the mainstream enterprises where effective change management for today’s context is the name of the game. Through stories from the trenches of enterprise change management we will discuss different approaches to change and when each is appropriate. We will see how a combination of the Kanban evolutionary approach to change combined with "free market / pull based change management" helps accelerate the journey towards agility without risking its stickiness, and share some hard-learned lessons that resulted in patterns like “Manager’s first”, “Document/Methodology later”, “Market & wait for Pull”, “Case Study”, “Opt-in vs Mandate”, “Guidebooks OVER guided tours”.
Outline/Structure of the Talk
What is broken with typical agile implementations
Introducing pull-based change management and how kanban fits into the picture
Discuss the "crossing the chasm" view of organizations and how to deal with different stages of the adoption lifecycle
Lessons learned applying this approach in a big enterprise
This session will help you choose the right change management approach for your lean/agile change initiative and tweak it to improve the chances of crossing your own organizational chasm between where you are now and a sustainable sticky new way of working.
Lean/Agile Coaches/Consultants, Development Managers, Program Managers
schedule Submitted 5 years ago
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vinaya muralidharan / Sutap - The Snowball Effect - From Team Kanban to Enterprise Kanban
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.
Hrishikesh Karekar - An Empirical Approach to Agile TransformationsHrishikesh KarekarAgile CoachAmdocs
schedule 5 years agoSold Out!
Enterprises big and small are aspiring for agility these days and kick-starting Agile transformations. Agile is mainstream. The movement that started with a manifesto and principles has grown bigger. From product development and startups, agile is now being adopted in mainstream (read legacy) companies for all kinds of knowledge work beyond the scope of pure product development – in services, support, marketing, HR and so on.
With the widespread application, many ways to achieve agility have also sprung up. We have Scrum, Kanban, Scrumban, SAFe and probably few more variations. Each have their benefits and challenges depending on the organizational context that they are being used into.
For organizations that are just starting, this plethora of information is quite confusing and intimidating sometimes too. Transformations also involve a lot of investment - both financially and otherwise. Its a big change. Deciding on an approach at the outset is not trivial.
The talk would suggest an approach to Agile transformations that is based on the fundamental premise of Agile - the empirical philosophy of transparency, inspection and adaptation and provide practical tips and tricks based on my experience with large scale transformations.