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Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
Kanban's 3 Agendas (London Lean Kanban Day)
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Kanban's 3 Agendas (London Lean Kanban Day)

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When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and …

When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.

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  • 1. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Presenter David J. Anderson CEO, Lean Kanban Inc. London Lean Kanban Day London February 2014 Release 1.0 Kanban’s 3 Agendas Sustainability, Service-orientation, Survivability
  • 2. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Daniel Kahneman has given us a simple model for how we process information Daniel Kahneman System 1 Sensory Perception Pattern Matching System 2 Logical Inference Engine Learning by Experience Learning from theory FAST But slow to learn SLOW But fast to learn
  • 3. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. How we process change… Daniel Kahneman Silicon-based life form Carbon-based life form I logically evaluate change using System 2 I adapt quickly I feel change emotionally using System 1 I adapt slowly
  • 4. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Adopting new processes challenges people psychologically & sociologically • New roles attack identity • New responsibilities using new techniques & practices threaten self-esteem & social status • Most people resist most change because individually they have more to lose than gain • It is safer to be conservative and stick to current practices and avoid shaking up the current social hierarchy • Only the brave, the reckless or the desperate will pursue grand changes
  • 5. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. The Kanban Method… • Rejects the traditional approach to change • Believes, it is better to avoid resistance than to push harder against it • Don’t install new processes • Don’t reorganize • Is designed for carbon-based life forms • Evolutionary change that is humane
  • 6. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. The Kanban Method… • Catalyzes improvement through use of kanban systems and visual boards* • Takes its name from the use of kanban but it is just a name • Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken *also known as "kanban" in Chinese and in Japanese when written with Chinese characters
  • 7. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. The Kanban Method is a new approach to improvement Kanban is a method without methodology
  • 8. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Water flows around the rock “be like water” the rock represents resistance
  • 9. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Kanban should be like water* In change management, resistance is from the people involved and it is always emotional (system 1) To flow around the rock, we must learn how to avoid emotional resistance * http://joecampbell.wordpress.com/2009/05/13/be-like-water/
  • 10. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Principles behind the Kanban Method • Start with what you do now • Agree to pursue evolutionary change • Initially, respect roles, responsibilities and job titles • Encourage acts of leadership at all levels The first 3 principles were specifically chosen to address System 1 objections, to flow around the rock of emotional resistance in humans
  • 11. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. 6 Practices Enable Process Evolution The Kanban Method Visualize Limit Work-in-progress Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally (using models & the scientific method)
  • 12. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Motivation for Managers • Senior Level • Make promises they can keep • Lead the business (strategy, positioning) • Mid-level • Up-managing – answer the hard questions with confidence • Down-managing – make difficult decisions with confidence • Line-level & Individual Contributors • Relief from abusive environment Survivability Agenda Service-Oriented Agenda Sustainability Agenda
  • 13. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Survivability Agenda
  • 14. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Start with what you do now • The Kanban Method evolved with the principle that it “should be like water” - enable change while avoiding sources of resistance • With Kanban you start with what you do now, and "kanbanize" it, catalyzing the evolutionary process into action. Changes to processes in use will occur • Evaluating whether a change is truly an improvement is done using fitness criteria that evaluate an external outcome
  • 15. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Fitness criteria are metrics that measure observable external outcomes • Fitness criteria are metrics that measure things customers or other external stakeholders value • Delivery time • Quality • Predictability • Safety (conformance to regulatory requirements) • or metrics that value actual outcomes such as • customer satisfaction • employee satisfaction
  • 16. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Evolutionary change has no defined end point Evolving Process Roll forward Roll back Initial Process Future process is emergent Evaluate Fitness Evaluate Fitness Evaluate Fitness Evaluate Fitness Evalua Fitnes We don’t know the end-point but we do know our emergent process is fitter!
  • 17. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Validate Fitness Criteria with real customers • It is necessary to keep checking that the fitness criteria we are measuring do indeed matter to customers • Variation in what matters to different customers provides the opportunity to segment demand and offer different classes of service within your kanban system • e.g. Will you pay extra to have your pizza delivered faster?
  • 18. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Which system is fitter? We don’t know! System B is faster but without understanding customer expectations, both may be fit enough 0 2 4 6 8 10 12 14 Lead Time (Days) System A Frequency 0 5 10 15 20 25 30 5 10 15 20 25 30 More Lead Time in Days System B Frequency Mean 17 days Mean 12 days
  • 19. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Measuring delivery against expectation 0 2 4 6 8 10 12 14 Lead Time (Days) System A Frequency 0 2 4 6 8 10 12 Lead Time Expectation Spread (Days) System A Frequency 0 5 10 15 20 25 30 5 10 15 20 25 30 More Lead Time in Days System B Frequency 0 5 10 15 20 25 30 35 40 45 -15 -10 -5 0 5 10 15 20 More Lead Time Expectation Spread (Days) System B Frequency Mean 17 days Mean 12 days System B is clearly fitter! System B delivers 5/7 within expectations System A only delivers 3/7 within expectations
  • 20. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Business Risks, Fitness Criteria & Classes of Service should all align • If your kanban system is designed properly the classes of service you are offering should align with the true business risks in the domain • And the metrics being used to evaluate system capability, should be fitness criteria that are derived from the business risk being managed • For example, cost of delay requires us to measure lead time
  • 21. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Institutionalize feedback systems to enable evolutionary change Operations Review Service Delivery Review Standup Meeting manager to subordinate(s) (both 1-1 and 1-team)
  • 22. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Organizational Improvements Emerge
  • 23. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Disintermediate! Risks, fitness criteria & classes of service should be explicit & transparent Operations Review Service Delivery Review Standup Meeting manager to subordinate(s) (both 1-1 and 1-team) Expose risk, classes of service & fitness criteria at all 3 levels of feedback Lead time Quality Predictability Lead time Quality Predictability Lead time Quality Predictability
  • 24. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Know why you are using a metric! • Is your metric a fitness criteria that assesses system capability and indicates fitness for purpose and likelihood of surviving and thriving by satisfying customers? • Or, is your metric evaluating and guiding a specific change to improve fitness of the system? • If neither, you don’t need it! • Metrics guiding improvements should be temporary & discarded when no longer needed
  • 25. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Benefits of an Adaptive Capability Benefits Risk from changes greatly reduced Sensitive to Changing External Environment Capability to Change Quickly & Continually Improved Customer Satisfaction
  • 26. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. The Service-Oriented Agenda
  • 27. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. F F O M N K J I Pull Kanban systems are pull systems Ideas D I Dev Ready G 5 Ongoing Development Testing Done 3 3 Test Ready 5 F B CPull Pull * There is capacity here UAT Release Ready ∞ ∞ Pulling work from development will create capacity here too – the pull signals move upstream! Now we have capacity to replenish our ready buffer
  • 28. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Commitment is deferred E I D Commitment point F F FF F F F Pull Wish to avoid aborting after commitment Ideas Dev Ready 5 Ongoing Development Testing Done 3 3 Test Ready 5 UAT Release Ready ∞ ∞ We are committing to getting started. We are certain we want to take delivery. Ideas remain optional and unprioritized G
  • 29. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Test Ready F F FF F F F Defining Kanban System Lead Time E I G D Pull System Lead Time Discarded I Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ The clock starts ticking when we accept the customers order, not when it is placed! Until then customer orders are merely available options Kanban system lead time ends when the item reaches the first ∞ queue
  • 30. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Delivery Rate (from the kanban system) System Lead Time WIP = Avg. Lead Time Avg. Delivery RateWIP Backlog Ready To Deploy Little’s Law
  • 31. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. The Kanban lens Learn to view what you do now as a set of services (that can be improved): • What to look for… • Creative work is service-oriented • Service delivery involves workflow • Workflow involves a series of knowledge discovery activities • What to do… • Map the knowledge discovery workflow • Identify service requests for new work • Track work flowing through the service
  • 32. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. What Service Do You Provide? 1. Who are your customers? (or other stakeholders you must serve such as a regulatory authority) 2. What do they ask you for? 3. What do you do to those requests? 4. Where does the finished work go?
  • 33. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Column WIP Limit = 5 Testing is a shared service across 5 dev teams In this example, testing was off- shore in Chennai, India
  • 34. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. (some of the) orange tickets are avatars for people from shared services such as enterprise architecture and user experience design
  • 35. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. 5 lanes each with a dev team providing a software development service to the project
  • 36. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Column WIP Limits Clinical Validation Testing, Deployment, P.O. Acceptance All are shared service across 3 dev teams
  • 37. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Multiple Types of Work Capacity is allocated across lanes 5 4 4 5 2 = 20 total Change Req 12 Maintenance 2 Production Defect 6 Allocation Total = 20 Input Queue In Prog Done Build Ready Test Release ReadyDoneIn Prog DevelopmentAnalysis Released
  • 38. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Multiple classes of service Allocate capacity with kanban limit per color 5 4 4 5 2= 20 total Allocation 10 = 50% ... +1 = +5% 4 = 20% 6 = 30% Input Queue In Prog DoneDoneIn Prog DevelopmentAnalysis Build Ready Test Release Ready
  • 39. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Benefits of service-oriented single kanban system Benefits Predictability Shorter Lead Times Increased Delivery Rate Improved trust with business stakeholders Eliminated Disruptions Measurable Benefits
  • 40. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. The Sustainability Agenda
  • 41. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Traditional Managed Change Initiative A Big J Curve Patience! Fitness for purpose
  • 42. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Sustainable Evolutionary Change with many small J’s Increasing “fitness” Increasing capability for change
  • 43. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Economically balance capability against demand Goals for using Kanban
  • 44. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Available options , disruptive & speculative demand Capacity Allocation Policies Motivate change through visibility of explicit work types, use policy to constrain & contain, probabilistic forecasting WIP Limits, Flow, Flow Efficiency, Focus on sources of delay
  • 45. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. 3 Forms of Proto Kanban Proto-kanban is a de-generate form of Kanban where a visual board exists but a pull system is still emerging. Proto-Kanban is so called because it tends to precede the emergence of a full (virtual) kanban system. Three forms have been observed… • Aggregated Personal Kanban (in the office) • Includes personal kanban for small teams of up to 3 or 4 individuals • Per person WIP limit • Often implemented with avatars • Infinite “done” queues
  • 46. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Aggregated Personal Kanban Backlog F E Team Member G D Next Done 3 In-progress 3 Joe Peter Steven Joann per person∞ ∞per person
  • 47. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Proto-Kanban – infinite queues Done Pool of Ideas F E I Next Deploy- ment Ready G D GY PB DE MN 5 ∞ P1 AB Ongoing Development Testing Done Ongoing Done 3 3 I am a buffer! The clue is in my name – “… Ready” I am buffering non-instant availability or activity with a cyclical cadence Infinite limits on done columns means that there really isn’t a kanban pull system present. This style of proto-kanban controls multi-tasking but doesn’t limit workflow WIP ∞ ∞
  • 48. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Another Proto-Kanban (per person WIP limit)
  • 49. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Benefits of proto-Kanban implementation Benefits Transparency Engage people emotionally Collaboration Greater empathy Reduced multitasking (improved quality)
  • 50. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Kanban - Compelling at Every Level • Senior Level • Make promises they can keep • Lead the business (strategy, positioning) • Mid-level • Up-managing – answer the hard questions with confidence • Down-managing – make difficult decisions with confidence • Line-level & Individual Contributors • Relief from abusive environment Survivability Agenda Service-Oriented Agenda Sustainability Agenda
  • 51. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Thank you!
  • 52. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Upcoming Training in Scandinavia 3-day Kanban Coaching Professional Masterclass Stockholm 20-22 November http://djaa.com/david-anderson-6 2-day Advanced Practitioner Oslo 10-11 February, 2014 Copenhagen 12-13 February, 2014 (email me for details)
  • 53. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. 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… 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 the leader of Lean Kanban Inc., a management training business dedicated to offering high quality management training for creative knowledge worker industries throughout the world.
  • 54. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc. Kanban’s “hidden agendas” were first promoted by Kurt Hausler who argued that teaching Kanban coaches to hold a neutral stance on improvement from what you do now was wrong. Kanban’s 3 Agendas has been a collaboration with Mike Burrows with input from Kurt Hausler, Markus Andrezak & Andy Carmichael The succinct summary of Kanban’s approach to scaling is borrowed from Andy Carmichael’s “Shortest Possible Definition of Kanban” Acknowledgements
  • 55. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.

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