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Kanban: Foundation for Leadership
 

Kanban: Foundation for Leadership

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Do what makes Lean sense

Do what makes Lean sense

Presented at Atlanta PMI Agile LIG May 2011

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  • May be internal or external customers
  • David Anderson quoting Dennis Stevens
  • Think of a stream. Water flows but not always smoothly. We want our cards to flow. When we see it not moving smoothly, we have a problems to look into. Make value flow Dja p 31“The team will no longer be overloaded”“Much stress will be lifted off the organization and people”
  • Who played the airplane game? What were the benefits of flow?Lead TimeCycle Time (Velocity)Team satisfactionWe want valuable features to flow… Through the TeamThrough the Extended TeamWork with customers to understand what is valuableWhat is inhibiting Flow?
  • Throughput (items/time) = WIP (items) / Lead Time (time)Lead Time and Throughput are results. WIP is what we can manage.
  • We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:
  • A bias for less of the items on the rightWe are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:
  • We are trying to solve the problem, not hide it. Review Why?
  • Acid Test for Value Added vs Cost“Would we do more of this?”If we did twice as much of this activity, would we be better?Yes then it is value added. No then it is a cost. Coding? Planning? Stand up meetings? Documentation? Requirements?Minimize or eliminate these costs.
  • Go back and do it again

Kanban: Foundation for Leadership Kanban: Foundation for Leadership Presentation Transcript

  • KanbanFoundation for Leadership
    Do What Makes Lean Sense
    Dean’s Twitter @leanopinions
    Email Dean.Stevens@Synaptus.com
  • “Management is doing things right;
    Leadership is doing the right things.”
    … Peter Drucker
    2
  • Product Owner and Kanban
    Product Owner Role in Scrum
    Responsible for the business value of the project
    Feed business value increments to the development team
    Product Backlog
    Sprint Backlog
    This gets harder at scale
    Kanban Method
    Foundation for Leadership
    Based on Lean & Deming Principles
    Promotes adoption of Agile values and principles beyond the team
    Pull based Authority–
    Earn the authority to lead
    Do what makes Lean sense
    3
  • Customer Stakeholders
    Lead Time
    Speed
    Time from start to finish
    Reliability & Quality
    Works as expected
    4
  • Business Stakeholders
    Predictability
    “Make promises you can keep”… most of the time
    “Predictable service delivery”
    Velocity is average completion rate
    Return
    Forecasted Return?
    Actual Return!
    5
  • Development Stakeholders
    Positive Work Environment
    Focus on one or two meaningful things at a time
    Work together productively across functions
    6
  • Kanban Method
    “Make everything as simple as possible,
    but no simpler.”
    … Albert Einstein
    “Do what makes Lean sense.”
    … Dean Stevens
    7
  • Kanban MethodFive Core Properties
    Visualize Workflow
    Limit Work-in-progress
    Measure and Manage Flow
    Make Process Policies Explicit
    Use Models to Recognize Improvement Opportunities
    Key Thinking
    Address Stakeholder needs
    Start where you are
    Agile dev teams? Fine
    Start now
    8
    This is
    Leadership
  • Visualize Work FlowWhat We Want
    Value
    Dev Team
    Analyze(3)
    Develop(5)
    Ready(5)
    Accept(3)
    Ready for Release
    Ready for Accept
    Ready for Dev
    Dev
    Analyze
    Story
    Story
    Story
    Story
    Story
    Story
    Story
    Story
    Story
    Story
    Story
    Urgent
    Extended Team
    9
  • Limit Work in ProgressLittle’s Law
    Lead Time = WIP / Throughput
    (time) = (items) / (items/time)
    Where:
    Lead Time: Time from start to finish
    WIP: Work in Progress
    Throughput: Average completion rate
    Reduce WIP to improve Lead Time
    10
    Makes Customer Happy
  • Limit Work in ProgressExposes Problems
    But, reducing WIP exposes hidden problems due to
    Complexity
    Delay
    Variability
    Reduce WIP AND solve problems to
    Establish predictable throughput
    Promote quality, team work and trust
    11
    This is
    Leadership
    Makes Employees Happy
    Makes Business Happy
  • Measure & Manage Flow
    “The easy way out usually leads back in.”
    … Peter Senge, The Fifth Discipline
    “Beware of common sense.”
    … Dean Stevens
    12
  • Measure & Manage FlowWhat’s the Problem?
    What’s the problem?
    Anything that inhibits flow
    Anything that inhibits our Why’s
    Why Flow?
    Speed
    Return
    Predictability
    Quality
    Work Environment
    13
  • Measure & Manage Flow Look for Causes – Agile Manifesto
    Individuals and interactions over process and tools
    Working software over comprehensive documentation
    Customer collaboration over contract negotiation
    Responding to change over following a plan
    14
    Causes – too much of the items on the right
    Lead to complexity, delay and variation
  • Measure & Manage Flow Potential Solutions – Agile Manifesto
    Individuals and interactions over process and tools
    Working software over comprehensive documentation
    Customer collaboration over contract negotiation
    Responding to change over following a plan
    15
    Experiment with potential solutions
    Bias for more on the left and less on the right
  • Measure & Manage Flow Analyze for Causes – Lean Thinking
    Remember, reducing WIP exposes hidden problems due to
    Complexity
    Delay
    Variability
    No problem, no good
    Expose problems
    Look for root cause
    5 Why, not 5 Who
    16
  • Measure & Manage Flow Potential Solutions – Lean Thinking
    Kanban Method Recipe for Success
    Focus on Quality
    Reduce Work-in-Progress
    Deliver Often
    Balance Demand against Throughput
    Prioritize
    Attack Sources of Variability to Improve Predictability
    17
    Experiment with potential solutions
  • Measure & Manage Flow Decide on Solutions
    Transaction Costs: Set up and clean up activities
    Coordination Costs: Activities that involves communicating or scheduling
    Failure Load: Demand that may have been avoided through higher initial quality
    Speak in business language
    18
  • Make Process Policies ExplicitAction Plan
    “So much of what we call management consists of making it difficult for people to work.”
    … Peter Drucker
    Help your team discover “the right things”
    19
    This is
    Leadership
  • Make Process Policies Explicit
    Customer/ Business
    “Make promises you can keep”… most of the time
    Establish SLA with the business
    Project/ Process Leadership
    Lead to better ways to work together
    Reach agreements collaboratively
    Do what makes Lean sense
    20
  • Continuous Improvement
    A3 Thinking – PDCA
    Reflect on the system
    Do it again
    21
    Change is Hard
  • Summary
    Get started – visualize work flow
    Earn the authority to lead
    Do what makes Lean sense
    22
  • Further Reading
    Leanopinions.blogspot.com
    DennisStevens.com
    23