Kanban is the New Scrum! Failure Transformation Patterns, Similarities, and Learning
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The document discusses experiences and observations from agile transformations, emphasizing the use of Kanban and Scrum methodologies in different organizational contexts, particularly in government and banking sectors. It highlights the importance of leadership direction, addressing cultural challenges, and the necessity of adapting the methodology to fit the organization's needs. Ultimately, it posits that the choice between Kanban and Scrum is less significant than the organization's commitment to transformation and addressing systemic inefficiencies.
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Kanban is the New Scrum! Failure Transformation Patterns, Similarities, and Learning
- 1. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Kanban is The New Scrum! Failure Transformation Patterns, Similarities and Learning Shahin Sheidaei @sheidaei
- 2. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Entrepreneur & Coach Trouble Maker & Problem Solver! Elevate you and your organization with a smile! Hello, It’s Nice to Meet You! Shahin Sheidaei Founder & Principal Coach Elevate Change Inc. Elevate To Coach Program Lean On Agile Podcast
- 3. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO What Are We Going to Talk About? 1. Experiences, observations, and learnings of Agile Transformations 2. Failures and Patterns 3. A tool that you might use, and it might be stinky! 3
- 4. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO A very quick introduction on Kanban and Scrum David Anderson initial work of 2004 at Microsoft David Anderson work 2006–2007 project at Corbis in which the kanban method was identified. 4 1986 HBR article “The New New Product Development Game”, Takeuchi and Nonaka In 1995, Jeff Sutherland and Ken Schwaber, ”The SCRUM Development Process” My Assumption
- 5. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO 5
- 6. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO 6
- 7. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Agile Transformation in a Government Organization First Story! Are you ready? 7
- 8. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story - Signs of Success Kanban Support for transformation visible Sign: big consulting company there Success with Kanban Very Early Sign: one of their biggest program in portfolio A big program to go Agile Sign: a huge room used for visualization of flow 8
- 9. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story - Shu Ha Ri Kanban Scrum Everyone else doing scrum We don’t need much support as before. We can do it, we learned all secrets Scrum seems to be more fit for Dev teams! Successful Let’s expand that to other part of organization 9
- 10. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story Kanban Scrum Still lots of handoffs, miscommunication, missed requirements ... Still lots of dependencies, with other teams to make it Done Done! Scrum working well for Dev teams. However, we don’t see Done Done! 10
- 11. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story Nature of work disruptive People not attending events Seeing SM as not effective For Infrastructure Teams Tried “Scrum” Not as expected Security Tooling Incident Infra 11
- 12. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story Kanban Kanban Scrum Infrastructure teams “Nature” fits Kanban very well. CIO changed. Let’s do Kanban. We know how to do it! Hire coaches to help with Kanban Scrum is good for small dev teams. What shall we do about externals to the team? 12
- 13. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story Kanban for the Infrastructure Team It’s a gentle change, meet them where they are ... It’s a flow, let’s Kanban! Security Tooling Incident Infra 13 My Engagement Started Here
- 14. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story Started locally, to elevate all to a level that we can talk about flow. To show them the common denominator to agree upon. If you think about it, each providing a service. Although systematically looking was a service for Dev teams. Security Tooling Incident Infra 14
- 15. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story We got some local to whole flow optimization: Agree on Dissatisfactions was not there: The basis of evolution. Each providing a service. Changes of managers in between, consultants as managers, not there for the full picture. Security Tooling Incident Infra 15
- 16. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO What Happened at Last? Was it the culture the root cause? A complex domain it is. No more consultants! No more transformations! Organization-wide cease. Was it the layers of Decision Making? Was it the vision? 16
- 17. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Government Story - Highlights Kanban Pioneers in Kanban once others Scrum CIO Direction 17
- 18. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Many Lessons to Learn ● Locally Optimizing can be done in Kanban or Scrum ○ None would be effective ● Leadership Direction ○ Constant vision about Transformation helps a lot ● No real urgency ○ Business Model Monopoly ● Speed to market not a concern ○ Customer have to come to them ● Shall we put all pins on Culture? ○ We saw an organization that raised thought leader and lost them too 18 Let’s Talk about The Change Onion.
- 19. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO How Would you Take a Bite? 19 How much appetite do you have? How much can you have at the same time? And How? ● Cut it? ● Take a bite? ● Smash it? ● Peel layer by layer?
- 20. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Is that All? More Story? Around It? In Depth? 20
- 21. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Speed of “things” ... Startup Telecommunications Banks Government 21
- 22. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Work/Life Balance After a month No one showed up This was for a session to agree on change 22
- 23. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Doers v.s. Deciders Security Tooling Incident Support Infrastru cture 4 Senior Leadership w/o CIO Team of 6 23
- 24. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Decision Making Complicated Decision Making By people not doing the groundwork 24
- 25. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO How Would you Take a Bite? 25 How much appetite do you have? How much can you have at the same time? And How? ● Cut it? ● Take a bite? ● Smash it? ● Peel layer by layer?
- 26. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Kanban, Scrum, or Both? What’s the Real Lesson? It doesn’t matter what you pick! 26 It’s all about The Change Onion & Your Appetite for it How would you take a bite out of it?
- 27. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO 27
- 28. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Agile Transformation in a Big Bank Biggest Bank in Canada It has presence in US as well, and huge there too! Agile Program Coach For a multi-million dollar program expanding over multiple years Few hundreds people program 28 Rapid Kanban Scrum
- 29. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO The Big Bank Story Teams are Agile for over 2 years (they are mature) Value Streams, SoS, Product Owner ... My perception: Transforming VPs and Directors and what they do 29
- 30. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO The Big Bank Story They had their own framework. Umbrella Level It works for them I said! Top down Scrum Masters Scrum Master 30 My Engagement Started Here
- 31. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO The Big Bank Story Felt more like this! Scrum Masters Scrum Master 31
- 32. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO The Big Bank Story My Initial Understanding of the program. More Vertical. PM ⇒ SM Scrum Masters Scrum Master 32
- 33. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO The Big Bank Story Scrum Masters Scrum Master 33 Two Pizza Rule!
- 34. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO The Big Bank Story SoS run by Program Manager (Status update) Scrum Masters Program Manager 34
- 35. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Middle Managers heavily involved Rely on Middle Managers a lot, not much self empowerment Scrum Masters Program Manager Middle Managers take part in Retro and take action items They tell what others have to improve on! 35 The Big Bank Story
- 36. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Communication Complexity increases at the order of n^2 with any addition to the system. UI Mid MFDB Scrum Masters Program Manager 36
- 37. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Communication, it’s not all that! MainFrame One man Show UI Mid MFDB Scrum Masters Program Manager Agile in Budgeting land Move to Product Model 37 The Big Bank Story
- 38. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Chief Product Owner, Duh! Decides amongst the Product Owners UI Mid MFDB Scrum Masters Program Manager We never stop working on “things” it is a product after all 38 The Big Bank Story
- 39. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Give up, Kanban is a gentle approach to change Start from where you are! UI Mid MFDB Scrum Masters Program Manager It’s a flow, it’s not fit for Scrum Path of no resistance. Let’s do Kanban! 39
- 40. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO UI Mid MFDB M Scrum Masters Program Manager 40
- 41. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Middle Managers still not agree need to change UI Mid MFDB M Scrum Masters Program Manager Old habits from Scrum days (doesn't matter which framework) Wait Still ... 41
- 42. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Locally looking at the flows. We’re locally optimizing UI Mid MFDB Scrum Masters Program Manager Relying on middle managers. Making it efficient rather than effective. Result 42
- 43. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO What Happened at Last? Was it the Scrum or Kanban for them? No Transformation Director left! No more transformations! Was it the silos? Was it the middle managers? 43
- 44. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Many Lessons to Learn Prioritize the followings over introducing Kanban or Scrum ● Becoming productive over following the hype ● Breaking the Silos ● Culture of Blame, Finger Pointing ● Locally Optimizing, thinking about your immediate gain v.s. the system ● Encourage Bravery ○ Willingness to address the root causes Let’s Talk about The Change Onion. 44
- 45. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO How Would you Take a Bite? 45 How much appetite do you have? How much can you have at the same time? And How? ● Cut it? ● Take a bite? ● Smash it? ● Peel layer by layer?
- 46. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Kanban, Scrum, or Both? What’s the Real Lesson? It doesn’t matter what you pick! 46 It’s all about The Change Onion & Your Appetite for it How would you take a bite out of it?
- 47. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO What Did We Talk About? 47 1. Experiences, observations and learning on Agile Transformations 2. Failures and Patterns 3. The Change Onion
- 48. © Shahin Sheidaei | sheidaei.com | elevatechange.co | sli.do/AgileTO Any Questions? ● Will be glad to see you more! a. LinkedIn /in/sheidaei b. Twitter @sheidaei c. Website shahin.sheidaei.com d. Email [email protected] Thanks Shahin Sheidaei Founder & Principal Coach Elevate Change Inc.