Lean-Kanban Europe 2010 End-to-end flow

From idea to implementation

Creating
C ti end-to-end
dt d flflow iin
project organisations

Lean-Kanban Europe
Antwerpen, September 2010

www.TeamProsource.eu
www.TeamProsource.eu

Accelerated projects and services flow through 360°improvement

360°diagnostic and
improvement to accelerate
the flow of projects and services

A competence improvement
platform, including public training
platform training,
in-company training programmes,
and coaching

Flexible staffing of highly skilled

resources with quality guarantee

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Lean-Kanban Europe 2010 End-to-end flow

Accelerated projects and services flow through 360°improvement

Let'ss enter into a

Let
dialogue, shall we?

TeamProsourceEU

TeamProsource LinkedIn company page

TeamProsource LinkedIn group

ProsourceAcademy LinkedIn group

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Lange wapper
(aka Osterweel verbinding)

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Lean-Kanban Europe 2010 End-to-end flow

From idea to implementation

discovery delivery
Understand what to deliver Deliver according commitment

Business Engineering
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Feedback and feed forward

discovery delivery
Understand what to deliver Deliver according commitment
Misinformed commitment

Failure load
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(c) TeamProsource 2010 3

Lean-Kanban Europe 2010 End-to-end flow

Flow
discovery delivery
Understand what to deliver Deliver according commitment

FLOW

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Even bigger feedback loops

discovery delivery
Understand what to deliver Deliver according commitment

FLOW

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(c) TeamProsource 2010 4

Lean-Kanban Europe 2010 End-to-end flow

End-to-end flow
discovery delivery
Understand what to deliver Deliver according commitment

FLOW
FLOW

End-to-end flow | Lean-Kanban Europe 2010 www.TeamProsource.eu 9

Linear
• 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
• Benefits are realised (long) after the
project has ended
… linearly or iteratively
Iterative
• The user is continuously involved in
the project
• The needs are discovered
incrementally and project results are
also delivered incrementally
• Benefits are realised incrementally
during the project

Implementation Discovery
Implement
Discovery Strategy Delivery
ation

Delivery Strategy

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Lean-Kanban Europe 2010 End-to-end flow

One size fits all … or not?

Every project is unique …

… but some are more

unique than others!

Become the 360° PM | PMI BeNeLux 2010 www.TeamProsource.eu 11

End-to-end
kanban so that
projects flow
through the
organisation

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Lean-Kanban Europe 2010 End-to-end flow

Delivery starts with an informed commitment

• The supplier shall
provide that all of
user data is to be
recoverable to within
one working day,
with 99.9 p percent
reliability.

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… rapidly converges
Inspiration.: http://Alistair.Cockburn.us

Knowledge growing Business value growing

(risk reduction)

End-to-end flow | Lean-Kanban Europe 2010 www.TeamProsource.eu time14

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Lean-Kanban Europe 2010 End-to-end flow

…by eliminating risks and options

Step-wise refinement allows you to
move from vague idea to realization
eliminating risks and options as
you go.

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This has led to kanban for delivery

• Value stream of
products in different
stages of
development

• Limit work-in-
progress

• Pull of work Pull of work through

WIP constraints

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Lean-Kanban Europe 2010 End-to-end flow

Delivery kanban
WIP Limit
Training 2 2 1
Proposals
Scope Elaborate Realize Done

pull pull pull

Scope Elaborate Training

content content delivery
package
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Discovery generates options

Discovery prepares informed
commitment
i by
b generating
i options.
i

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Lean-Kanban Europe 2010 End-to-end flow

…finding what you are not looking for

Ref.: Front End of Innovation, Peter A. Koen, Ph.D.

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Serendipity can be shaped

Serendipity can
End-to-end flow | Lean-Kanban Europe 2010 www.TeamProsource.eu be shaped 20

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Lean-Kanban Europe 2010 End-to-end flow

Be prepared to scale fast

Pivot point

Delivers nearly
no knowledge
(or risk reduction)

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Requirements for a kanban for discovery

• Reliably produces (high value) options
– Requisite variety of options to start with

– Manage the cost of failure

• Value stream with

– many low effort options at the start

– Few high effort options at the end

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Lean-Kanban Europe 2010 End-to-end flow

Training discovery kanban

Minimal options
p
Training 5 2 1
ideas
Speculate Explore Adapt Done

Cancel
pull pull

Customer Market Full

validation probe marketing

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Training discovery kanban

Minimal options
p
Training 5 2 1
ideas Visualize workflow
option flow
Speculate Explore Adapt Done
Ensure
Limit workminimal options
in progress

Measure & manage flow

Make process policies explicitCancel

pull pull
Use models to recognize improvement
Customer Market Full
validation opportunities
probe marketing

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Lean-Kanban Europe 2010 End-to-end flow

Reflection
• Avoid
– Discovery = brainstorming

– Under pressure generate more options

– Being to tied up in long shot opportunities

End-to-end flow | Lean-Kanban Europe 2010 www.TeamProsource.eu 25

End-to-end flow
discovery
y delivery
y

• Value stream of • Value stream of

options products

• Ensure minimal • Limit work-in-

options progress

• Pull of options • Pull of work

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Lean-Kanban Europe 2010 End-to-end flow

patrick.steyaert@teamprosource.eu

Follow us on 360°Project Manager LinkedIn group

http://www.linkedin.com/groups?gid=3177436

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