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Agile China -  Deep Kanban - Worth The Investment?
 

Agile China - Deep Kanban - Worth The Investment?

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Implementing deeper Kanban and the extra value it brings for organizations who make the investment. The Depth of Kanban Assessment Framework and how to use it.

Implementing deeper Kanban and the extra value it brings for organizations who make the investment. The Depth of Kanban Assessment Framework and how to use it.

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    Agile China -  Deep Kanban - Worth The Investment? Agile China - Deep Kanban - Worth The Investment? Presentation Transcript

    • Deep Kanban worth the investment? Assessing the increasing sophistication of your Kanban implementation Agile China Beijing, August 2013 dja@djaa.com, @djaa_dja
    • Remember the definition of the Kanban Method? dja@djaa.com, @djaa_dja
    • The Kanban Method for Creating an Adaptive Capability in your Organization The Generalized Version Visualize Limit Work-in-progress Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally (using models & the scientific method) dja@djaa.com, @djaa_dja
    • Assessing Kanban Implementations dja@djaa.com, @djaa_dja
    • Are we doing Kanban or not? It isn’t a question of evaluating practice usage but rather a question of intent? Do you intend to use visualization & virtual kanban systems as a core driver of a culture of continuous improvement? Do you view your organization as a network of service-oriented workflows and seek to improve the balance of capability against demand? dja@djaa.com, @djaa_dja
    • If the intent is there, then the question should be…. How Deep is your Kanban? Depth Shallow Visualize Limit Work-in-progress Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally Deep (using models & the scientific method) dja@djaa.com, @djaa_dja
    • In reality it isn’t so easy, practice adoption isn’t linear nor does it follow a predictable sequence Improvements No Implied sequence Visualize Limit WIP Feedback Loops Shallow Deep Explicit Policies dja@djaa.com, @djaa_dja Manage Flow
    • In reality it isn’t so easy, practice adoption isn’t linear nor does it follow a predictable sequence Improvements Visualize Larger implies Deeper Limit WIP Feedback Loops Explicit Policies dja@djaa.com, @djaa_dja Manage Flow
    • This raises the question, how do we put a scale on the six axes? dja@djaa.com, @djaa_dja
    • Visualize Work Different Work Item Types Workflow Kanban Limits Ready for pull ("done") Blocking issues (special cause variations) Capacity Allocation Metrics-related aspects such as - lead time, local cycle time, SLA target • Inter-work item dependency (incl hierarchical, parent-child dependency) • Inter-workflow dependency • Other risk dimensions - cost of delay (function shape & order of magnitude), technical risk, market risk • • • • • • • • dja@djaa.com, @djaa_dja
    • Limit WIP • Deferred commitment & dynamic staff assignment (no WIP limits) aka “last responsible moment” • Proto-kanban • • • personal kanban WIP limit per person workflow with infinite limits on "done" queues • Single workflow full pull system with WIP limits • Multiple interdependent workflows with pull system dja@djaa.com, @djaa_dja
    • Proto-Kanban Pool of Ideas Next G I GY dja@djaa.com, @djaa_dja Done 3 F Testing Development Ongoing 5 ∞ Deployment Ready Ongoing 3 Done ∞ I am a buffer! Infinite limits on done columns D P1 means that there really isn’t a The clue is in my name – “… E kanban pull system present. PB Ready” DE MN proto-kanban AB This style of I am buffering non-instant controls multi-tasking but availability or activity with a doesn’t limit workflow WIP cyclical cadence ∞ Done
    • Manage Flow • • • • • • • Daily meetings Cumulative Flow Diagrams Delivery rate (velocity/throughput) control chart SLA or lead time target Flexible staff allocation or swarming behavior Deferred pull decisions, or dynamic prioritization Metrics for assessing flow such as number of days blocked, lead time efficiency dja@djaa.com, @djaa_dja
    • Make Policies Explicit • Workflow/Kanban System policies explicit • Pull criteria (definition of done, exit criteria) • Capacity allocation • Queue replenishment • Classes of service • Staff allocation / work assignments • Explicit over-ride and modify authority • More?... dja@djaa.com, @djaa_dja
    • Feedback Loops The Kanban Kata Operations Review Improvement Kata Standup Meeting dja@djaa.com, @djaa_dja
    • Standup Meeting Disciplined conduct and acts of leadership lead to improvement opportunities Kaizen events happen at after meetings dja@djaa.com, @djaa_dja
    • Improvement Kata A mentor-mentee relationship Usually (but not always) between a superior and a sub-ordinate A focused discussion about system capability Definition of target conditions Discussion of counter-measures – actions taken to improve capability dja@djaa.com, @djaa_dja
    • Operations Review Meet monthly Disciplined review of demand and capability for each kanban system Provides system of systems view and understanding Kaizen events suggested by attendees dja@djaa.com, @djaa_dja
    • Improve collaboratively, evolve experimentally (using models & scientific method) • Evidence of local process evolution - changes to workflow, policies, WIP limits • Evidence of increasing depth of Kanban implementation on other 5 practices • Evidence that process evolution was model-driven - use of metrics, identification of bottlenecks, common/special cause variation, transaction/coordination costs, other models not specified in current literature • Evidence of process or management policy evolution as a result of mentor-mentee relationship • Evidence of inter-workflow process or management policy evolution as a result of operations review dja@djaa.com, @djaa_dja
    • Map evaluation criteria onto chart Improvements Visualize 10+ Ops review coached Allows multidimensional assessment Model-driven Impl deepening Observed evo Feedback Loops (Kata)Ops review 1 LRM improv team kanban proto 1 1 multi Limit WIP 7 5+ Explicit Policies dja@djaa.com, @djaa_dja Manage Flow
    • We can now map known Kanban case studies onto this framework for assessment Corbis from 2007 dja@djaa.com, @djaa_dja
    • Corbis IT department circa October 2007 Improvements Visualize 10+ Very deep implementation Ops review coached Model-driven Impl deepening Observed evo Feedback Loops (Kata)Ops review 1 LRM improv team kanban proto 1 1 multi Limit WIP 7 5+ Explicit Policies dja@djaa.com, @djaa_dja Manage Flow
    • XIT Microsoft 2005 dja@djaa.com, @djaa_dja
    • XIT Microsoft 2005 Improvements Visualize 10+ Much shallower early implementation Ops review coached Model-driven Impl deepening Observed evo Feedback Loops (Kata)Ops review 1 LRM improv team kanban proto 1 1 multi Limit WIP 7 5+ Explicit Policies dja@djaa.com, @djaa_dja Manage Flow
    • A Typical Proto-Kanban Implementation Very shallow Improvements Visualize 10+ Ops review coached Shallower than original (2005) implementation Model-driven Impl deepening Observed evo Feedback Loops (Kata)Ops review 1 LRM improv team kanban proto 1 1 multi Limit WIP 7 5+ Explicit Policies dja@djaa.com, @djaa_dja Manage Flow
    • A More Explicit Definition of the Kanban Method Specific Practices for Adaptive Capability Visualize work, workflow & business risks (using large physical or electronic boards in communal spaces) Implement Virtual Kanban Systems Manage Flow Make Policies Explicit (based on models of workflow from Implement the Kanban Kata bodies of knowledge such as Theory of Constraints, W.E. Deming’s Profound Educate your Lean/Toyota Way, & Risk Management such as Knowledge, workforce to enable Option Theory) collaborative evolution of policies & ways of working dja@djaa.com, @djaa_dja
    • Scaling out across an organization dja@djaa.com, @djaa_dja
    • Treat each service separately Demand Observed Capability Demand Observed Capability Demand Observed Capability dja@djaa.com, @djaa_dja
    • Some systems have dependencies on others Demand Observed Capability Demand Observed Capability Demand Observed Capability dja@djaa.com, @djaa_dja
    • Organizational Improvements Emerge dja@djaa.com, @djaa_dja
    • Scaling Kanban Each Kanban System is designed from first principles around a service provided Scale out in a service-oriented fashion Do not attempt to design a grand solution at enterprise scale The Kanban Kata are essential! Allow a better system of systems to emerge over time dja@djaa.com, @djaa_dja
    • Relative vs Absolute Assessment dja@djaa.com, @djaa_dja
    • Practitioners in smaller organizations have tended to adopt a relative assessment model Improvements Visualize Outer edge defines specific local goals Limit WIP Feedback Loops Activity Not present Where we would like to be Explicit Policies dja@djaa.com, @djaa_dja Manage Flow
    • Relative model usage Pioneered by Pawel Brodzinski The relative model is used with the Improvement Kata to help drive a specific local improvement under supervision of a coach Avoids concerns of a “CMMI levels” style model for Kanban and pursuit of practice adoption for the sake of it IMO, requires an expert coach with deep knowledge of Kanban (and other concepts) to drive it. dja@djaa.com, @djaa_dja
    • Pawel Brodzinski, http://blog.brodzinski.com/wp-content/uploads/kanban-radar-chart-6.png dja@djaa.com, @djaa_dja
    • Absolute model adoption The absolute model is gaining traction with larger organization such as space & defense and public sector in USA, Canada and Sweden. Provides a clear framework to guide deep Kanban adoption. Allows wider audience to understand why their coach is steering them in a direction. Helps management to adopt appropriate expectations of outcomes based on appraised depth dja@djaa.com, @djaa_dja
    • Jack Vinson, http://limitedwipsociety.ning.com/photo/kiviat-radar-spider-depth-ofimplementation?context=album&albumId=6474535%3AAlbum%3A4302 dja@djaa.com, @djaa_dja
    • Bernadette Dario, http://limitedwipsociety.ning.com/photo/kiviat4?context=album&albumId=6474535%3AAlbum%3 A4302 dja@djaa.com, @djaa_dja
    • Extending the Framework Some larger firms have customized and extended the framework adding a 7th axes… dja@djaa.com, @djaa_dja
    • Increasing depth, increasing benefits dja@djaa.com, @djaa_dja
    • A Typical Proto-Kanban Implementation Very shallow Benefits Visualize Improvements 10+ Transparency Model-driven Engage people Impl deepening emotionally Observed evo Collaboration 1 LRM Greater empathykanbanmulti team proto improv Reduced 1 1 multitasking Ops review coached Feedback Loops (Kata) Ops review Limit WIP 7 Explicit Policies dja@djaa.com, @djaa_dja 5+ Manage Flow
    • XIT Microsoft 2005 A little Deeper Benefits Improvements Visualize 10+ Predictability Model-driven Shorter Lead Times Impl deepening Increased Throughput Observed evo 1 Improved trust with Feedback Loops LRM business stakeholderskanbanmulti team proto (Kata) Ops review improv 1 Eliminated Disruptions 1 Measurable Benefits Ops review coached Limit WIP 7 Explicit Policies dja@djaa.com, @djaa_dja 5+ Manage Flow
    • Corbis IT department circa October 2007 Very deep Benefits Improvements Cultural shift Ops review Visualize 10+ Business unit wide implementation coached (across whole business) Model-driven Managers Managing Impl deepening Empowerment Observed evo 1 Autonomy Feedback Loops LRM team proto (Kata) Ops review improvContinuous 1 1 Improvement Viral Spread kanban multi Limit WIP 7 Explicit Policies dja@djaa.com, @djaa_dja 5+ Manage Flow
    • Thank you! dja@djaa.com, @djaa_dja
    • About David Anderson is a thought leader in managing effective software teams. He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers. He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola. David is the pioneer of the Kanban Method an agile and evolutionary approach to change. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban. David is a founder of the Lean Kanban Inc., a business dedicated to assuring quality of training in Lean and Kanban for knowledge workers throughout the world. dja@djaa.com, @djaa_dja
    • Acknowledgements Hakan Forss of Avega Group in Stockholm has been instrumental in defining the Kanban Kata and evangelizing its importance as part of a Kaizen culture. He also challenged the incremental sequence of practice adoption and catalyzed the discussion that led directly to adoption of the multi-dimensional depth of Kanban assessment framework. Pawel Brodzinski has led the healthy debate on relative versus absolute assessment. dja@djaa.com, @djaa_dja
    • David J Anderson & Associates, Inc. dja@djaa.com, @djaa_dja
    • Appendix dja@djaa.com, @djaa_dja
    • Can you draw this chart for your team or organization? dja@djaa.com, @djaa_dja
    • Use this template… Improvements What shape is your Kanban implementation? Visualize 10+ Ops review coached Model-driven Impl deepening Observed evo Feedback Loops (Kata) Ops review 1 LRM improv team kanban proto 1 1 multi Limit WIP 7 Explicit Policies dja@djaa.com, @djaa_dja 5+ Manage Flow
    • dja@djaa.com, @djaa_dja Fixed Date Intangible Standard Expedite Example Distributions
    • dja@djaa.com, @djaa_dja