What if there were a Kanban board at the coffee machine? (or how we do it in Europe)
- And we could all note down, visualize and tackle day-to-day frustrations, ideas and challenges -
The advantages of using agile techniques inside and outside IT are clear and well-known, provided the agile processes have been defined for the right reasons.
Apart from using those techniques in business projects, we have implemented a way of tackling the non-work related issues based on techniques and ideas such as scrum, kanban, kaizen and sociocracy.
“People aren't happy because they're successful. They're successful because they're happy” – Jeff Sutherland
Following the above quote, we defined a framework, where all frustrations, questions, ideas and anything that was team-related but not work-related could be tackled.
Examples: working from home, flex desks, non core tasks that are too time consuming, dog-sitting, meeting rules, air-co usage... Everything that is keeping you from a happy workday should be as important as the work itself.
In this session, I want to explain how we do this, and how we keep the balance between what has to be done and the time needed to tackle those non-work related issues that are so critical for the happiness of the team members.
Outline/structure of the Session
- how did the idea raise
- use cases and examples in our company and outside
- frameworks, ideas and techiques used to achieve results
Anyone interested in how to use agile techniques in different ways
An open mind :-)
schedule Submitted 6 months ago
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In the rush towards business agility, let's make sure we don't create unsustainable change via Prescriptive Mandates. What's the problem with Prescriptive Mandates? People tend to ignore them or do the minimum required to wait until the storm passes. And the prescription might not work in the specific context we're applying it to. This is especially dangerous when leaving the relative comfort zone of Agile Development into new Business Agility areas.
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Also make sure that you don't apply a "one size fits all" and you aren't religious about methodology and practices. Emphasize values and principles and experiment with what practices work in each context and allow some variability at least initially.
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Prato, an HR Tech scaleup with over 100 people, organises its strategy in a number of “value streams”. Examples of value streams are: attracting new customers for existing products, building and selling new products, improving customer satisfaction, phasing out legacy software, opening up existing products for integration with 3rd parties, etc.
A dedicated budget (capacity) and strategic goal is allocated to each value stream. All work items on the end-to-end kanban board belong to one of the value streams and the flow is managed in accordance with the policy of that specific stream. Moreover value streams with a focus on innovation (changing the business) and operations (running the business) run in parallel; their work items are pulled by the same teams and each of those teams self-organizes around the different types of work.
Recently a new value stream was introduced, which involves the creation of a new innovative payroll engine system. For a scaleup like Prato this is a large-scale project (10k-20k person days) with dependencies in the entire organisation. From the beginning it was clear that the existing structures alone weren’t sufficient to tackle this challenge: the sheer complicatedness of the payroll engine development requires a coordinated effort of multiple teams and experts. Hence some people advised Prato to form a dedicated project team, separated from the people supporting the existing HR systems - this comes down to Gartner's Bimodal IT approach. However Prato believed that Bimodal IT is an outdated approach that creates conflict and fails to unlock the potential in the entire organisation.
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Lean and Agile practices are fundamentally changing the way we lead organisations. More and more business leaders are realising that old methods of management are being replaced by newer and better ones. That means business metrics are also evolving.
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