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Kanban through its values:
agendas for change
Mike Burrows
@asplake
mike@djaa.com
positiveincline.com
meldstrong.com

Kanb...
What is Kanban?

Kanban through its values @asplake #lkce13
What is Kanban?

The Kanban method [1] is an
evolutionary approach to change
Kanban through its values @asplake #lkce13
What is Kanban?
Kanban is the humane,
“start with what you do now”
approach to change

Kanban through its values @asplake ...
Kanban through nine values

 understanding
 agreement
 respect

 transparency
 balance
 collaboration

 customer fo...
Nine values, three agendas
Improvement
A1

Organizational Change
 understanding
 agreement
 respect

A2

 transparency...
A1 A2 A3
A1

Improvement
 transparency
 balance
 collaboration

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 transparency
CP1: Visualize

CP4: Make policies explicit
CP5: Implement feedback loops

Kanban through its...
•
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A1 A2 A3 transparency

Make knowledge work visible, organize it
Kanban through its values @asplake #lkce13
•
•
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A1 A2 A3 transparency

Self-organize around the work
Kanban through its values @asplake #lkce13
•
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A1 A2 A3 transparency

Capture learning
Kanban through its values @asplake #lkce13
•
•
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A1 A2 A3 transparency

policies - local
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 transparency

When priorities need
to change, inform the
people affected

policies - global
Kanban through...
•
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•

A1 A2 A3 transparency
120

100
On hold

80

Proposed
Prioritised

60

Ready for Dev
Dev

40

Testing

20

0

feedba...
•
•
•

A1 A2 A3 transparency

feedback loops: involve people
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 transparency
CP1: Visualize

CP4: Make policies explicit
CP5: Implement feedback loops

Kanban through its...
•
•
•

A1 A2 A3 balance

CP2: Limit work-in-progress (WIP)

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 balance
4

Pull systems for knowledge work
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 balance
4

Pull systems for knowledge work
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 balance
4

Pull systems for knowledge work
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 balance

demand vs capacity
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 balance

urgency-driven vs date-driven
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 balance

date-driven vs interrupt driven
Kanban through its values @asplake #lkce13
•
•
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A1 A2 A3 balance

short, medium & long term
Kanban through its values @asplake #lkce13
•
•
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A1 A2 A3 balance

delivery, improvement, experiment
Kanban through its values @asplake #lkce13
•
•
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A1 A2 A3 balance

customer, team, organization
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 balance

CP2: Limit work-in-progress (WIP)

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 collaboration
CP6: Improve
collaboratively, evolve
experimentally

[using models [and the scientific metho...
•
•
•

A1 A2 A3 collaboration

creative relationships
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 collaboration

the means to solve problems…
Kanban through its values @asplake #lkce13
•
•
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A1 A2 A3 collaboration

…and an improvement focus
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 collaboration
Models

Internal

External

How
things
work

✔

✔

How to
change
them

✔

✔

Build & borrow ...
•
•
•

A1 A2 A3 collaboration
Plan

Act

Do

Check

Evolve experimentally
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 collaboration
CP6: Improve
collaboratively, evolve
experimentally

[using models [and the scientific metho...
A1 A2 A3
A1

Improvement
 transparency
 balance
 collaboration

Kanban through its values @asplake #lkce13
A1 A2 A3 The improvement
agenda

•
•
•
•

Team-level adoption
Capabilities, predictability
Model-driven improvement
Collab...
A1 A2 A3

A2

Service Transformation
 customer focus
 flow
 leadership

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 customer focus
CP3: Manage flow

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 customer focus
CP3 (expanded):
Manage flow,
• seeking smoothness & timeliness,
• anticipating customer nee...
•
•
•

A1 A2 A3 customer focus
CP3 (expanded):
Manage flow,
• seeking smoothness & timeliness,
• anticipating customer nee...
•
•
•

A1 A2 A3 customer focus
“Knowing what you’re delivering,
to whom, and why”

Kanban through its values @asplake #lkc...
•
•
•

A1 A2 A3 customer focus

Assure satisfaction
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 customer focus

Discover what will be needed
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 customer focus

Discover what will be needed
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 customer focus

Discover what will be needed
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 customer focus

Discover what will be needed
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 customer focus
...anticipating the mobility
needs of people and society
ahead of time
from The Toyota Prom...
•
•
•

A1 A2 A3 customer focus
CP3 (expanded):
Manage flow,
• seeking smoothness & timeliness,
• anticipating customer nee...
•
•
•

A1 A2 A3 flow
CP3 (expanded):
Manage flow,
• seeking smoothness & timeliness,
• anticipating customer needs

Kanban...
•
•
•

A1 A2 A3 flow

Pay explicit attention [7] to flow
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

Pay explicit attention [7] to flow
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

Pay explicit attention [7] to flow
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

Pay explicit attention [7] to flow
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

Pay explicit attention [7] to flow
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

Pay explicit attention [7] to flow
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

Pay explicit attention [7] to flow
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

Keep it visible, value it
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 flow

work-in-progress (WIP)
lead time =

throughput

Little’s law
Kanban through its values @asplake #lkc...
•
•
•

A1 A2 A3 flow
CP3 (expanded):
Manage flow,
• seeking smoothness & timeliness,
• anticipating customer needs

Kanban...
•
•
•

A1 A2 A3 leadership
FP4: Encourage acts of
leadership at all levels in your
organization –
from individual contribu...
•
•
•

A1 A2 A3 leadership

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 leadership

 understanding
 agreement
 respect

 transparency
 balance
 collaboration

 customer fo...
•
•
•

A1 A2 A3 leadership
1. What is the process?
2. How can we see that it is working?
3. How is it improving?

A leader...
•
•
•

A1 A2 A3 leadership
FP4: Encourage acts of
leadership at all levels in your
organization –
from individual contribu...
A1 A2 A3

A2

Service Transformation
 customer focus
 flow
 leadership

Kanban through its values @asplake #lkce13
A1 A2 A3 The service

transformation
agenda

•

•
•
•

Customer-focused knowledge
discovery [15]
Service-oriented delivery...
A1 A2 A3

Organizational Change
 understanding
 agreement
 respect

A3

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 understanding

FP1: Start with what you do now

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 understanding
FP1 (expanded):
Start with what you do
now, understanding [4]:
•
•
•

how it serves and frus...
•
•
•

A1 A2 A3 understanding
visualization

perspectives
observations
models
goals

understanding
self
organization

Kanb...
•
•
•

A1 A2 A3 understanding
• Are we tampering? [5]

• Is it bravado? [6]

Questions of safety
Kanban through its values...
•
•
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A1 A2 A3 understanding

How much damage?
Kanban through its values @asplake #lkce13
•
•
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A1 A2 A3 understanding

Do we have the patience?
Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 understanding
FP1 (expanded):
Start with what you do
now, understanding [4]:
•
•
•

how it serves and frus...
•
•
•

A1 A2 A3 agreement
FP2: Agree to pursue
evolutionary change

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 agreement
agreement from
vs

agreement between

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 agreement
agreement in principle,
vs

agreement in practice

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 agreement
Managers,
Higher Organization,
Corporate
Systems

Less this…
Customers

YOU

Peers,
Others
Impac...
•
•
•

A1 A2 A3 agreement

…more this:
The
CustomersChange
Team
Team

Kanban through its values @asplake #lkce13

Peers,
O...
•
•
•

A1 A2 A3 agreement
Fitness

Rinse &
repeat:

Time

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 agreement
FP2: Agree to pursue
evolutionary change

Kanban through its values @asplake #lkce13
•
•
•

A1 A2 A3 respect
FP3: Initially, respect current
roles, responsibilities & job titles

Kanban through its values @a...
•
•
•

A1 A2 A3 respect
…the dream of an empowered, selforganizing, trusting, respectful
workplace…
…the dream of organiza...
•
•
•

A1 A2 A3 respect

 understanding
 agreement
 respect

 transparency
 balance
 collaboration

 customer focus...
•
•
•

A1 A2 A3 respect
FP3: Initially, respect current
roles, responsibilities & job titles

Kanban through its values @a...
A1 A2 A3

Organizational Change
 understanding
 agreement
 respect

A3

Kanban through its values @asplake #lkce13
A1 A2 A3 The organizational
change agenda

•
•
•
•

Disciplined engagement
Systems & complexity thinking
Change capability...
What is Kanban?

Kanban through its values @asplake #lkce13
What is Kanban?
Kanban is the humane,
“start with what you do now”
approach to change

Kanban through its values @asplake ...
Reflection (1)
 understanding
 agreement
 respect

 transparency
 balance
 collaboration

 customer focus
 flow
 ...
Reflection (2)
A1

The improvement agenda

A2

The service transformation agenda

A3

The organizational change agenda

Wh...
References
[1] Kanban, Anderson http://www.amazon.com/Kanban-Successful-Evolutionary-TechnologyBusiness/dp/0984521402/ref=...
Thank you
Special thanks to:
Jabe Bloom, Patrick Steyaert, Matthias Jouan, David J Anderson, Dave White,
Arne Roock, Bernd...
Homework
 transparency
understanding
balance
agreement
collaboration
 respect

 transparency
 balance
 customer f...
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Kanban through its values: agendas for change

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  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • the work we have, how much of each type, where it is in the system, who’s associated with it, what’s blocked and so on.
  • the work we have, how much of each type, where it is in the system, who’s associated with it, what’s blocked and so on.
  • As we self organise, our perspective may change. We realise that there are better ways to look at the work. No problem!Rub a line out, draw another one in, move a few stickies. Alternatively, a few clicks of the mouse if we’re using an electronic tool.For next to no cost, we can effect change on the system, yielding perhaps significant change in how it performs.This is a very high leverage activity.Our changes remain in place for as long as we need it – we’ve captured some learning.
  • The visual language of tokens, colours, swimlanes and so on is rich, but not always rich enough. Some aspects of system design are better expressed in words.You may be familiar with the concept of a “definition of done”. Column-level Definitions of done and definitions of ready express what qualities we expect of work items as they transition between states. That’s a good way to agree expectations without going to the level of exactly specifying how things must be done and in what order. If you’re a programmer, this is declarative.
  • Team policySends a message that we’re serious about finishingAlso that we’re not keen on sucking risk into the system in an untransparent way – let’s have risks & priorities managed on the business side where that’s appropriate
  • The board is a point-in-timevisualisation. When we take a time-based view, we can verify that our changes are having the effect we desire.In this picture – a CFD – we see the ballooning of work followed by step changes, the big batch transfers, then something else - flow
  • Big project - $1m of WIP on the board
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • task focus, role focus, team focus, project focus, product focus, company focus, technology focus - the list goes onSo many ways to lose sight of what we're in business for!
  • Controversial? Perhaps with some, but not with meIn my mind, Leadership and change are very hard to separate.Change without leadership seems undeliberate, accidental evenAnd leadership without change is what, exactly?We’ll see that talking about leadership lets us talk about the strength and longevity of the organisation in a humane, people-centric way.
  • There’s nothing accidental about this scenario – it’s very deliberate, the result of years of patient work.Let’s see how it works
  • Controversial? Perhaps with some, but not with meIn my mind, Leadership and change are very hard to separate.Change without leadership seems undeliberate, accidental evenAnd leadership without change is what, exactly?
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • Kanban is the “start with what you do now” method
  • understanding is what roots the Kanban method in systems thinking
  • understanding is what roots the Kanban method in systems thinking
  • We’ll focus on the agreement part; we’ll see that we get the evolutionary part almost for free
  • At one level this is just smart change management“Be like water”
  • But there’s a much deeper level. Most of here are highly motivated by the idea that we can make things better for people.Kanban needs to be a respectful method, both by intent and in its implementation. In common with most methods, Kanban is not short of ambition. Spend a moment reading these quotes from a speech given by David at the launch of the LSSC (the forerunner to the LSS).Distinct from many methods, Kanban is designed to be humane and respectful in its implementation too. Kanban may deliver quick results (and often it does) but it is not shock therapy.
  • transparency: people start to see what’s going on, they’re given some basic structure around which self-organisation can safely happenbalance: we start to reduce the overburdening of peoplecollaboration: we encourage people into higher quality interactions, to collaborate on solving together the problems people face togethercustomer focus: accidentally or by deliberate design, we start to think in terms of anticipating the needs of real peopleflow: we start to see smoothness, predictability and we learn to value itleadership: creating opportunities for people, developing the organisation through its peopleunderstanding, agreement, respect: beginning to change the rules for change
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
  • You can read my references and my thank you’s to my valued collaborators after I’ve shared the slidesBut I leave you with some homework
  • You can read my references and my thank you’s to my valued collaborators after I’ve shared the slidesBut I leave you with some homework
  • Transcript of "Kanban through its values: agendas for change"

    1. 1. Kanban through its values: agendas for change Mike Burrows @asplake mike@djaa.com positiveincline.com meldstrong.com Kanban through its values @asplake #lkce13
    2. 2. What is Kanban? Kanban through its values @asplake #lkce13
    3. 3. What is Kanban? The Kanban method [1] is an evolutionary approach to change Kanban through its values @asplake #lkce13
    4. 4. What is Kanban? Kanban is the humane, “start with what you do now” approach to change Kanban through its values @asplake #lkce13
    5. 5. Kanban through nine values  understanding  agreement  respect  transparency  balance  collaboration  customer focus  flow  leadership Kanban through its values @asplake #lkce13
    6. 6. Nine values, three agendas Improvement A1 Organizational Change  understanding  agreement  respect A2  transparency  balance  collaboration A3 Service Transformation  customer focus  flow  leadership Kanban through its values @asplake #lkce13
    7. 7. A1 A2 A3 A1 Improvement  transparency  balance  collaboration Kanban through its values @asplake #lkce13
    8. 8. • • • A1 A2 A3 transparency CP1: Visualize CP4: Make policies explicit CP5: Implement feedback loops Kanban through its values @asplake #lkce13
    9. 9. • • • A1 A2 A3 transparency Make knowledge work visible, organize it Kanban through its values @asplake #lkce13
    10. 10. • • • A1 A2 A3 transparency Self-organize around the work Kanban through its values @asplake #lkce13
    11. 11. • • • A1 A2 A3 transparency Capture learning Kanban through its values @asplake #lkce13
    12. 12. • • • A1 A2 A3 transparency policies - local Kanban through its values @asplake #lkce13
    13. 13. • • • A1 A2 A3 transparency When priorities need to change, inform the people affected policies - global Kanban through its values @asplake #lkce13
    14. 14. • • • A1 A2 A3 transparency 120 100 On hold 80 Proposed Prioritised 60 Ready for Dev Dev 40 Testing 20 0 feedback loops: informed by data Kanban through its values @asplake #lkce13
    15. 15. • • • A1 A2 A3 transparency feedback loops: involve people Kanban through its values @asplake #lkce13
    16. 16. • • • A1 A2 A3 transparency CP1: Visualize CP4: Make policies explicit CP5: Implement feedback loops Kanban through its values @asplake #lkce13
    17. 17. • • • A1 A2 A3 balance CP2: Limit work-in-progress (WIP) Kanban through its values @asplake #lkce13
    18. 18. • • • A1 A2 A3 balance 4 Pull systems for knowledge work Kanban through its values @asplake #lkce13
    19. 19. • • • A1 A2 A3 balance 4 Pull systems for knowledge work Kanban through its values @asplake #lkce13
    20. 20. • • • A1 A2 A3 balance 4 Pull systems for knowledge work Kanban through its values @asplake #lkce13
    21. 21. • • • A1 A2 A3 balance demand vs capacity Kanban through its values @asplake #lkce13
    22. 22. • • • A1 A2 A3 balance urgency-driven vs date-driven Kanban through its values @asplake #lkce13
    23. 23. • • • A1 A2 A3 balance date-driven vs interrupt driven Kanban through its values @asplake #lkce13
    24. 24. • • • A1 A2 A3 balance short, medium & long term Kanban through its values @asplake #lkce13
    25. 25. • • • A1 A2 A3 balance delivery, improvement, experiment Kanban through its values @asplake #lkce13
    26. 26. • • • A1 A2 A3 balance customer, team, organization Kanban through its values @asplake #lkce13
    27. 27. • • • A1 A2 A3 balance CP2: Limit work-in-progress (WIP) Kanban through its values @asplake #lkce13
    28. 28. • • • A1 A2 A3 collaboration CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]] Kanban through its values @asplake #lkce13
    29. 29. • • • A1 A2 A3 collaboration creative relationships Kanban through its values @asplake #lkce13
    30. 30. • • • A1 A2 A3 collaboration the means to solve problems… Kanban through its values @asplake #lkce13
    31. 31. • • • A1 A2 A3 collaboration …and an improvement focus Kanban through its values @asplake #lkce13
    32. 32. • • • A1 A2 A3 collaboration Models Internal External How things work ✔ ✔ How to change them ✔ ✔ Build & borrow models Kanban through its values @asplake #lkce13
    33. 33. • • • A1 A2 A3 collaboration Plan Act Do Check Evolve experimentally Kanban through its values @asplake #lkce13
    34. 34. • • • A1 A2 A3 collaboration CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]] Kanban through its values @asplake #lkce13
    35. 35. A1 A2 A3 A1 Improvement  transparency  balance  collaboration Kanban through its values @asplake #lkce13
    36. 36. A1 A2 A3 The improvement agenda • • • • Team-level adoption Capabilities, predictability Model-driven improvement Collaborative problem solving Kanban through its values @asplake #lkce13
    37. 37. A1 A2 A3 A2 Service Transformation  customer focus  flow  leadership Kanban through its values @asplake #lkce13
    38. 38. • • • A1 A2 A3 customer focus CP3: Manage flow Kanban through its values @asplake #lkce13
    39. 39. • • • A1 A2 A3 customer focus CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
    40. 40. • • • A1 A2 A3 customer focus CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
    41. 41. • • • A1 A2 A3 customer focus “Knowing what you’re delivering, to whom, and why” Kanban through its values @asplake #lkce13
    42. 42. • • • A1 A2 A3 customer focus Assure satisfaction Kanban through its values @asplake #lkce13
    43. 43. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
    44. 44. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
    45. 45. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
    46. 46. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
    47. 47. • • • A1 A2 A3 customer focus ...anticipating the mobility needs of people and society ahead of time from The Toyota Promise Kanban through its values @asplake #lkce13
    48. 48. • • • A1 A2 A3 customer focus CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
    49. 49. • • • A1 A2 A3 flow CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
    50. 50. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
    51. 51. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
    52. 52. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
    53. 53. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
    54. 54. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
    55. 55. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
    56. 56. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
    57. 57. • • • A1 A2 A3 flow Keep it visible, value it Kanban through its values @asplake #lkce13
    58. 58. • • • A1 A2 A3 flow work-in-progress (WIP) lead time = throughput Little’s law Kanban through its values @asplake #lkce13
    59. 59. • • • A1 A2 A3 flow CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
    60. 60. • • • A1 A2 A3 leadership FP4: Encourage acts of leadership at all levels in your organization – from individual contributors to senior management Kanban through its values @asplake #lkce13
    61. 61. • • • A1 A2 A3 leadership Kanban through its values @asplake #lkce13
    62. 62. • • • A1 A2 A3 leadership  understanding  agreement  respect  transparency  balance  collaboration  customer focus  flow  leadership Small acts of leadership [13] Kanban through its values @asplake #lkce13
    63. 63. • • • A1 A2 A3 leadership 1. What is the process? 2. How can we see that it is working? 3. How is it improving? A leadership routine Kanban through its values @asplake #lkce13
    64. 64. • • • A1 A2 A3 leadership FP4: Encourage acts of leadership at all levels in your organization – from individual contributors to senior management Kanban through its values @asplake #lkce13
    65. 65. A1 A2 A3 A2 Service Transformation  customer focus  flow  leadership Kanban through its values @asplake #lkce13
    66. 66. A1 A2 A3 The service transformation agenda • • • • Customer-focused knowledge discovery [15] Service-oriented delivery architectures End-to-end flow management Portfolio risk management Kanban through its values @asplake #lkce13
    67. 67. A1 A2 A3 Organizational Change  understanding  agreement  respect A3 Kanban through its values @asplake #lkce13
    68. 68. • • • A1 A2 A3 understanding FP1: Start with what you do now Kanban through its values @asplake #lkce13
    69. 69. • • • A1 A2 A3 understanding FP1 (expanded): Start with what you do now, understanding [4]: • • • how it serves and frustrates the customer how it works and fails to work for you how it might be changed safely Kanban through its values @asplake #lkce13
    70. 70. • • • A1 A2 A3 understanding visualization perspectives observations models goals understanding self organization Kanban through its values @asplake #lkce13
    71. 71. • • • A1 A2 A3 understanding • Are we tampering? [5] • Is it bravado? [6] Questions of safety Kanban through its values @asplake #lkce13
    72. 72. • • • A1 A2 A3 understanding How much damage? Kanban through its values @asplake #lkce13
    73. 73. • • • A1 A2 A3 understanding Do we have the patience? Kanban through its values @asplake #lkce13
    74. 74. • • • A1 A2 A3 understanding FP1 (expanded): Start with what you do now, understanding [4]: • • • how it serves and frustrates the customer how it works and fails to work for you how it might be changed safely Kanban through its values @asplake #lkce13
    75. 75. • • • A1 A2 A3 agreement FP2: Agree to pursue evolutionary change Kanban through its values @asplake #lkce13
    76. 76. • • • A1 A2 A3 agreement agreement from vs agreement between Kanban through its values @asplake #lkce13
    77. 77. • • • A1 A2 A3 agreement agreement in principle, vs agreement in practice Kanban through its values @asplake #lkce13
    78. 78. • • • A1 A2 A3 agreement Managers, Higher Organization, Corporate Systems Less this… Customers YOU Peers, Others Impacted Team Kanban through its values @asplake #lkce13
    79. 79. • • • A1 A2 A3 agreement …more this: The CustomersChange Team Team Kanban through its values @asplake #lkce13 Peers, Others Impacted
    80. 80. • • • A1 A2 A3 agreement Fitness Rinse & repeat: Time Kanban through its values @asplake #lkce13
    81. 81. • • • A1 A2 A3 agreement FP2: Agree to pursue evolutionary change Kanban through its values @asplake #lkce13
    82. 82. • • • A1 A2 A3 respect FP3: Initially, respect current roles, responsibilities & job titles Kanban through its values @asplake #lkce13
    83. 83. • • • A1 A2 A3 respect …the dream of an empowered, selforganizing, trusting, respectful workplace… …the dream of organizations that deliver high quality and delight customers with designs that empower rather than frustrate… …the dream of a workplace where cycle times are so short that ideas are turned into valuable functionality when they are needed… Yes we Kanban! David J Anderson [14] Kanban through its values @asplake #lkce13
    84. 84. • • • A1 A2 A3 respect  understanding  agreement  respect  transparency  balance  collaboration  customer focus  flow  leadership Respect is a key test Kanban through its values @asplake #lkce13
    85. 85. • • • A1 A2 A3 respect FP3: Initially, respect current roles, responsibilities & job titles Kanban through its values @asplake #lkce13
    86. 86. A1 A2 A3 Organizational Change  understanding  agreement  respect A3 Kanban through its values @asplake #lkce13
    87. 87. A1 A2 A3 The organizational change agenda • • • • Disciplined engagement Systems & complexity thinking Change capability, safety Organizational learning Kanban through its values @asplake #lkce13
    88. 88. What is Kanban? Kanban through its values @asplake #lkce13
    89. 89. What is Kanban? Kanban is the humane, “start with what you do now” approach to change Kanban through its values @asplake #lkce13
    90. 90. Reflection (1)  understanding  agreement  respect  transparency  balance  collaboration  customer focus  flow  leadership Which 3 values resonate most strongly? Kanban through its values @asplake #lkce13
    91. 91. Reflection (2) A1 The improvement agenda A2 The service transformation agenda A3 The organizational change agenda Which agenda will engage? Which will get the job done? Kanban through its values @asplake #lkce13
    92. 92. References [1] Kanban, Anderson http://www.amazon.com/Kanban-Successful-Evolutionary-TechnologyBusiness/dp/0984521402/ref=sr_1_1?s=books&ie=UTF8&qid=1364387272&sr=1-1 [2] http://positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/ [3] http://positiveincline.com/index.php/2013/01/kanban-values-understanding-and-purpose/ [4] Thinking in Systems: A Primer, Meadows http://www.amazon.com/Thinking-Systems-Donella-HMeadows/dp/1603580557/ref=sr_1_1?s=books&ie=UTF8&qid=1364387371&sr=1-1 [5] Out of the Crisis, Deming http://www.amazon.com/Out-Crisis-W-EdwardsDeming/dp/0262541157/ref=sr_1_1?s=books&ie=UTF8&qid=1364387455&sr=1-1 [6] Good to Great, Collins http://www.amazon.com/Good-Great-Companies-LeapOthers/dp/0066620996/ref=sr_1_1?s=books&ie=UTF8&qid=1364387591&sr=1-1 [7] The Culture Game: Tools for the Agile Manager, Mezick http://www.amazon.com/Culture-GameTools-Agile-Manager/dp/0984875301/ref=sr_1_1?s=books&ie=UTF8&qid=1364387632&sr=1-1 [8] Steven J. Spear, The High Velocity Edge [9] http://en.wikipedia.org/wiki/Little%27s_law [10] Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, Logan http://www.amazon.com/Tribal-Leadership-Leveraging-ThrivingOrganization/dp/0061251321/ref=sr_1_1?s=books&ie=UTF8&qid=1364387685&sr=1-1 [11] http://en.wikipedia.org/wiki/Learning_organization [12] The Fifth Discipline: The Art & Practice of The Learning Organization, Senge http://www.amazon.com/Fifth-Discipline-Practice-LearningOrganization/dp/0385517254/ref=sr_1_1?s=books&ie=UTF8&qid=1364387790&sr=1-1 [13] Small acts of leadership positiveincline.com/index.php/2013/06/small-acts-of-leadership/ [14] Yes we Kanban http://www.agilemanagement.net.php5-19.dfw1-2.websitetestlink.com/resources [15] Stand up meeting, thinking tool, leadership routine http://positiveincline.com/index.php/2013/09/stand-up-meeting-thinking-tool-leadership-routine/ Kanban through its values @asplake #lkce13
    93. 93. Thank you Special thanks to: Jabe Bloom, Patrick Steyaert, Matthias Jouan, David J Anderson, Dave White, Arne Roock, Bernd Schiffer, Dimitar Bakardzhiev, Greg Brougham, Hermanni Hyytiälä, Janice Linden-Reed, Chris Chan, Zsolt Fabok, Corinna Baldauf, Andy Carmichael, Alex Fedtke, Tom Cagley, Rob Ferguson, Yuval Yeret, Joseph Hurtado, John Miller, Kurt Häusler, Matthias Bohlen, Rodolfo Moeller, Karl Scotland, Mattias Skarin, Alan Shalloway, Pierre Nies, Fred Engel, David Shrimpton, Björn Tikkanen, Simon Thomas, Simon Marcus, Marco Melas, Jon Terry, Maria Alfredéen, Torbjörn Gyllebring, Shridhar Lolla, Jim Sutton, Stephen Parry, Klaus Leopold, Sigi Kaltenecker, Gaetano Mazzanti Photos: Slide14: David J. Anderson & Associates Inc Slide 34: http://en.wikipedia.org/wiki/File:Lennon-McCartney.JPG Slide 35: http://www.nobelweekdialogue.org/?attachment_id=364 Kanban through its values @asplake #lkce13
    94. 94. Homework  transparency understanding balance agreement collaboration  respect  transparency  balance  customer focus collaboration  understanding   flow  leadership  agreement  respect  customer focus  flow  leadership Choose three values for your meldstrong.com profile Kanban through its values @asplake #lkce13
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