Lean Enterprise: Maersk Line's journeyÖzlem Yüce
schedule 6 months agoSold Out!
- Does your organisation treat I.T. like a factory, taking orders from “the business”?
- Does your funding and approval process force you to work in large batches with commitment to fixed time, budget and scope?
- Do your KPIs lead people to optimise for their role or department?
- Do your legacy applications limit how fast your organisation can innovate?
- Is your fuzzy front end full of queues, analysis paralysis and fighting for approval?
If you want to hear about how Maersk Line, the world’s largest container shipping company wrestled with and changed each of these, this session is for you!
Our journey starts with a revolutionary approach: A $60m mega-project to deliver a new customer facing website. Set up as a “startup” within the company, we attempted to implement and scale Scrum. You’ll learn what worked, what didn’t and what we learned along the way – and how it was ultimately seen as a huge failure in the eyes of senior management.
We then pivoted to take a more evolutionary approach. This time by tailoring and adapting a set of Lean-Agile practices that would fit our context and culture – and mostly focused on increasing end-to-end speed. We studied the whole system and selected 8 Lean-Agile practices that could scale up to the enterprise level and across the whole portfolio:
The challenges of driving change in a Fortune 500 behemoth
How focusing on changing the whole end-to-end value-stream helped to reduce cycle time (and how that also hindered us).
How important changing the funding model was
How to argue for changing KPIs that damage the whole
How to “Do Agile” and make massive improvements in cycletime *without* any changes in downstream practices like automated testing and continuous delivery.
How we changed the common perception that Agile is for Greenfields only.
Agile beyond IT - Applying Kanban in HR functions for enterprise agilityPadma Satyamurthy
schedule 6 months agoSold Out!
Human Resources is an important function of an organization today. Like before, it's no more all about recruitment and people management but a complete paradigm shift on People Development. Today's organizations are more knowledge workers and hence they are no more looking out for jobs but are aspiring for long lasting and rewarding careers.
However, HR practices that are followed today are many a times still primitive and not updated to match with the aspirations of today's players. A shift in mind set and practices are very much the need of the day if an organization truly wants to develop its people and create a knowledge organization.
Kanban is an extremely effective way to bring in Resilience into the HR practices. This paper will walkthrough the case study of how HR has been implemented successfully in my client organization to keep up with both the speed and the development aspects of the organization.
We used most of the key Kanban principles while applying Kanban for the HR team. Here is an example for one of the HR teams – Talent Acquisition – on how Kanban was implemented: I will have multiple examples in the ppt.
- Visualize the workflow - we used this specifically in the talent acquisition teams to track the number of applications, applications selected, interviews lined up, offers rolled out and candidate joining. These were the columns we used in our Kanban board and each item was tracked and during the daily stand up, if any of the line item was in the same column for more than 3 working days. Each column was further split into – To Do, WIP and Completed (refer to the ppt for the visual of the board)
- Applying WIP Limits – We had a two –way limit to the WIP – one at the time level with a 3 working day limit for completing the pending work and second – not having more than 3 work items on the board
- Manage flow – since the requests for hire come from all over the organization, managing flow and identifying a point of contact for the business units was critical and helped manage the flow and predict the flow for the future as well
- Make process and policies explicit – since all of the business units are the customers, being transparent with them on making the hiring process explicit and bringing them into the Kanban fold was essential
- Feedback – As all the business units are the customers, taking a monthly feedback on the talent acquisition process and a retrospection on the feedback for continuous improvement was essential
- Improve and Evolve – Improving on the feedback as well as inspections within the team and evolving as an efficient lean team was not just a principle for us but it was our Goal!
The key problem we were trying to solve were:
1. Agility in IT only can only bring that much change and will continue to be constrained on human factors. Hence agility should go beyond software development and we started with HR to begin with.
2. Agile is a team and people focused philosophy. If these are ignored, the initial improvements we will see in IT will stagnate without able support from the HR function over a period of time. So to sustain the IT agility, it's essential we go beyond to bring in enterprise agility
The key measures that helped us to tell that we are in the right direction were:
1. Frequent feedback - from teams, managers, stakeholders on any new changes / processes we introduce (e.g.: managing recruitment pipeline for various business units - current # of days vs post Kanban implementation days etc)
2. Feedback from candidates on recruitment experience
3. Learning & Development progress - participation, applying the learning
4. Feedback on new performance / talent development process
All changes were introduced gradually and frequent inspect and adapt helped in streamlining the gaps. We looked not only at Kanban principles but also the 4 values and 12 principles of agile manifesto to see and measure our progress.