Monday 28th April, 2014
11:30am to 12:10pm
The Current Approach
Most organisations today encourage and embed a command & control management style. This approach separates what needs to be done and how it should be done from the worker and is the result of thinking and training based on the scientific management first introduced by Fredrick Taylor.
This thinking is reflected in the organisational structures with many functional silos and a high ratio of managers to workers; with over reliance on utilisation efficiency.
Organisations operating in this model use a push based batch-and-queue approach. One team or function delivers a batch of work to another team or function. The purpose is to optimise the creation and processing of the batches and serve “the Boss” as opposed to serving the customer.
This functional view of the work creates a separation between the customer, the work item and the people doing the work.
The teams, departments and divisions are focused on their part of the work and use local optimisation to ensure through high utilisation they are highly efficient in processing their part of the work to the detriment of the overall completion time.
This approach of local optimisation and over reliance on utilisation has led to
“Thinking sooner we start sooner we finish.” or “The more we start the more we deliver.”
The Lean-Kanban Approach
Customer demand creates the work item which flows through the organisation and each person acts on the work item to ensure the customer request is fulfilled effectively. The organisation structures itself to ensure that the customer is served effectively.
The value stream based structure aligns customer purpose with the work.
This pull based approach creates a direct link with the customer and the work item. The organisation’s focus is on the effective flow of customer demand to its fulfilment by the organisation and embedding a continual improvement habit.
This presentation shows the impact that wait time has on when the customer receives the product or service.
How by focusing on wait time we can improve the flow of products or services to our customers and significantly reduce the time to delivery to the customer.
Deliver with higher frequency and better quality with example from recent engagements that highlight the impact of waiting and how this visualisation leads to focused improvements.
Agile practitioner, Business & Technology leadership of Software Product Development. bio from Twitter
Experienced agile practitioner specialised in leading organisational transformations, working with delivery teams as well as with leadership teams and key stakeholders to implement focused and aligned improvements in the process, people and technology aspects that reduce time to go-live and deliver business value faster with high quality in a range of customer focused businesses.
Nader started his IT career as an analyst programmer and has worked as software engineer, project manager, solution architect, manager and head of department.
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