Process Ownership from Projects to Business as Usual

Transcription

1 Process Ownership from Projects to Business as Usual Robert S. Falkowitz Director, Concentric Circle 1

2 Structure of this talk Some basic principles Feedback about my experience Open discussion 2

3 Chain of logic of this talk itsmf DK Conference about BAU Role of process owner in BAU change BAU must adapt regularly Make change part of BAU Change approaches: ineffective & risky 3

4 Traditional change creates dichotomies Run Change Developers Operators Design/ Transition Operate/ Improve Change Requesters Change Analysts 4

5 Projects...and not really projects (Mythical) man-days Cost (Perceived) Risk 5

6 The Problem with Projects Risky Inefficient Scope out of control Copyright 2016 Concentric Circle Consulting. All rights reserved. 6

7 The J Curve Big improvement starts here Objectives Value Costs of making the improvement Improvement breaks even Improvement deployed Benefit finally realized Time 7

8 The J Curve Redux Problem of scope Problem of changing change Value Problem of risk Problem of cost Time 8

9 Change by small increments Small period of risk Value Benefits achieved more quickly Time 9

10 In which way is BAU change most likely to happen? BAU Change is possible BAU Change is extremely unlikely 10

11 Facilitating BAU Change Frameworks talk about processes & roles, but nothing about BAU change ABC is important, but it must be linked to organizational structure and working methods Teams controlling their own activities (lowering coordination costs) 11

12 The ABCs of Structure and Method Attitude Structure Culture Behavior Method 12

13 Two Patterns for BAU Change Pattern 1 Pattern 2 Structuring principle Technology Services Improvement approach Ownership of process change Lean(-ish) Six Sigma Individuals Kanban Teams 14

14 Project Structure & Method 16

15 Kanban Structure & Method Slack time Experimentation Improvement Collaboration Daily Standup Meeting Transparency Collaboration Service orientation Operations Review Structural change Resource allocation Review & reward 17

16 The Good, the Bad and the Ugly Pattern 1 Very slow getting started Difficulties in learning the method Top-down changes imposed on practitioners Improvements concerning two (or more) processes were extremely difficult to identify and to implement Dependent on process owner personality Changes tended to concern tools Bottom line: Like a big change, not at all BAU 18

17 The Good, the Bad and the Ugly Pattern 2 Slow in getting started (people too busy to improve) Method does not require much learning to start All changes were selected by consensus Difficult personalities became better team players IT Manager became more of a leader than a boss Changes tended to concern ABC rather than processes Approach was expanded to facilities management and to HR 19

18 The Value of Change Value Time 20

19 The Cost of Change Pattern 1 Pattern 2 Transaction Costs Medium to High Low to Medium Coordination Costs High Low 22

20 Summary Traditional process improvement encourages dichotomies and conflicts Project-oriented change is costly, slow to value and high in risk Incremental change is best suited to BAU change Lean, centralized process improvement retains many characteristics of large project oriented change Each team is its own process owner in a kanban approach 23

21 If an organization wants to improve in a BAU way......and get benefits of change more quickly...and limit its risks...and lower its costs...and evolve more agilely...it might consider distributed process ownership with teams working in a kanban way 24

22 Thank you Robert S. Falkowitz Director, Concentric Circle 25