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Patrick steyaert lean adaptive management - achieving complex business goals with end-to-end flow, tailored project management and organizational maturity
The document discusses lean and adaptive management approaches. It describes different types of projects including enhancements, extensions, emergent projects, and sensitive projects. Each project type has different risk profiles and challenges. Adaptive management is presented as an approach that recognizes every project is unique but some are more unique than others, requiring tailored approaches.
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Patrick steyaert lean adaptive management - achieving complex business goals with end-to-end flow, tailored project management and organizational maturity
- 1. Lean adaptive management Lean & Kanban Benelux 2011 Patrick Steyaert October 2011 [email protected] Twitter: @PatrickSteyaert www.TeamProsource.eu www.TeamProsource.eu
- 2. Quiz … Further fill in your CEO’s shopping list: 1. Higher quality 2. Higher throughput 3. Shorter lead and cycle times 4. <<fill in>> 5. 6. Lean & Kanban Benelux 2011 www.TeamProsource.eu 2
- 3. Our purpose isto deliver value Value should at least be understood in the same level of detail as effort and cost* *Freely quoted from “Waltzing With Bears: Managing Risk on Software Projects”, Tom DeMarco & Timothy Lister Lean & Kanban Benelux 2011 www.TeamProsource.eu 3
- 4. Scale (in)variance Mathematics Reality Lean & Kanban Benelux 2011 www.TeamProsource.eu 4
- 5. Case • Developing and delivering software applications in regulated domain • Management and development distributed over locations in Europe • Part of an international group • Leader in an international market Lean & Kanban Benelux 2011 www.TeamProsource.eu 5
- 6. Complex challenges The organization is faced with complex challenges in its product engineering and development process: – delivering on time and with the right quality – product development as well as custom projects – a complex and changing business domain (many codes and norms) – uncertainty about user needs and market opportunities – complexities of a function oriented, geographically distributed, organisation (product engineering versus product development) – technological complexity – substantially re-engineer the product at the same time keep on delivering new functionality at a high pace Lean & Kanban Benelux 2011 www.TeamProsource.eu 6
- 7. Organization Management CT1 SE SE SE SE CT2 CT3 Product Mgmt. QA SW development 360° Improvement Case www.TeamProsource.eu 7
- 8. The end-to-end valuestream Narratives Models Product in use Idea Condept Requirement Verification Validation Implemented Concepts Product in development Lean & Kanban Benelux 2011 www.TeamProsource.eu 8
- 9. The end-to-end valuestream – in practice Narratives Models Product in use Idea Condept Requirement Verification Validation Implemented Concepts Product in development Lean & Kanban Benelux 2011 www.TeamProsource.eu 9
- 10. Kanban Kanban • Visualize the workflow Narratives Models Product in use • Limit WIP Idea Condept Requirement Verification Validation Implemented • Manage Flow • Make Process Policies Explicit • Improve Collaboratively (using models & the scientific method) Concepts Product in development Lean & Kanban Benelux 2011 www.TeamProsource.eu 10
- 11. Lean & KanbanBenelux 2011 www.TeamProsource.eu 11
- 12. Source of confusion Change-the-business Run-the-business In an emergent market In the core market Value is speculative Value is clear (smaller (large but uncertain) but certain) Start with low quality No less than highest but prepare to grow quality standards Lean & Kanban Benelux 2011 www.TeamProsource.eu 12
- 13. Being on theedge Value maximization Value renewal Lean & Kanban Benelux 2011 www.TeamProsource.eu 13
- 14. Emergent Extension Large potential (uncertain) Return and investment with return, incremental assessable risk investment 14 Novel / Sensitive Enhancement Large upfront investment with Small investment with small uncertain returns return Lean & Kanban Benelux 2011 www.TeamProsource.eu www.cognitive-edge.com
- 15. Different risk profiles High e.g. novel Novel market Uncertainty about value Enhance ment Low e.g. existing market Low High e.g. fits within current e.g. challenges architecture current architecture Uncertainty about capabilities Lean & Kanban Benelux 2011 www.TeamProsource.eu 15
- 16. Emergent Extension Cumulate success Managing the risk 16 Novel / Sensitive Enhancement Cascading failure repeated and increasingly efficient delivery of quality Lean & Kanban Benelux 2011 www.TeamProsource.eu www.cognitive-edge.com
- 17. Challenges for enhancements One routine project does not make a success, it is the repeated and increasingly efficient delivery of quality that makes a success Lean & Kanban Benelux 2011 www.TeamProsource.eu 17
- 18. Challenge for extensions Identifying risk removing risk producing value Lean & Kanban Benelux 2011 www.TeamProsource.eu 18
- 19. Challenge for emergentprojects Creating cumulative success Lean & Kanban Benelux 2011 www.TeamProsource.eu 19
- 20. Challenge for sensitiveprojects Cascading failure Lean & Kanban Benelux 2011 www.TeamProsource.eu 20
- 21. Adaptive management Every project is unique … … but some are more unique than others! Lean & Kanban Benelux 2011 www.TeamProsource.eu 21
- 22. How do wediscover and deliver value? Lean & Kanban Benelux 2011 www.TeamProsource.eu 22
- 23. The end-to-end valuestream Discovery Kanban Delivery Kanban • Visualize the flow of • Visualize the workflow options Product in use Narratives Models • Ensure minimal options • Limit WIP Idea Condept Requirement Verification Validation Implemented • Manage Flow • Manage Flow • Make Process Policies • Make Process Policies Explicit Explicit • Improve Collaboratively (using models & the • Improve Collaboratively scientific method) (using models & the scientific method) Concepts Product in development Lean & Kanban Benelux 2011 www.TeamProsource.eu 23
- 24. Linear flow • When discovery precedes delivery – The user is engaged at the beginning and at the end – The needs are discovered at the start and the results of the project are delivered at the end DISCOVERY DELIVERY Verified Validated Implemented Request Option Requirement solution solution solution Lean & Kanban Benelux 2011 www.TeamProsource.eu 24
- 25. Iterative flow • When discovery and delivery are intertwined – The user is continuously involved in the project Implemented solution Idea – The needs are discovered iteratively and Validated Concept project results are also solution delivered iteratively – Risks are managed and Verified solution Requirement benefits are realised incrementally during the project Lean & Kanban Benelux 2011 www.TeamProsource.eu 25
- 26. Lean adaptive management Iterative Emergent Iterative discovery Product in use Level of iteration Extension Iterative development Product in development Enhancement Small batch linear Feature>Feature>Feature Sensitive Large batch linear Narrative>Model>Product Linear Lean & Kanban Benelux 2011 www.TeamProsource.eu 26
- 27. How do weorganize? Lean & Kanban Benelux 2011 www.TeamProsource.eu 27
- 28. Entrepreneurial Project culture management culture 28 High reliability High culture maturity culture Lean & Kanban Benelux 2011 www.TeamProsource.eu www.cognitive-edge.com
- 29. Lean adaptive management • End-to-end flow – Create flow in the end-to-end value stream (Delivery + Discovery) • Tailored project management – Differentiate between the need for linear workflow and iterative workflow • Ambidexterity – Integrate different cultures in the organization Lean & Kanban Benelux 2011 www.TeamProsource.eu 29
- 30. www.teamprosource.eu THANK YOU Do you want to be kept informed? http://www.kanbanforprojects.eu/ Lean & Kanban Benelux 2011 www.TeamProsource.eu www.TeamProsource.eu 30