KanbanFoundation for Leadership<br />Do What Makes Lean Sense<br />Dean’s Twitter @leanopinions<br />Email Dean.Stevens@Sy...
“Management is doing things right; <br />Leadership is doing the right things.” <br />… Peter Drucker<br />2<br />
Product Owner and Kanban<br />Product Owner Role in Scrum<br />Responsible for the business value of the project<br />Feed...
Customer Stakeholders<br />Lead Time<br />Speed<br />Time from start to finish<br />Reliability & Quality<br />Works as ex...
Business Stakeholders<br />Predictability<br />“Make promises you can keep”… most of the time<br />“Predictable service de...
Development Stakeholders<br />Positive Work Environment<br />Focus on one or two meaningful things at a time<br />Work tog...
Kanban Method<br />“Make everything as simple as possible, <br />but no simpler.” <br />… Albert Einstein <br />“Do what m...
Kanban MethodFive Core Properties<br />Visualize Workflow<br />Limit Work-in-progress<br />Measure and Manage Flow<br />Ma...
Visualize Work FlowWhat We Want<br />Value<br />Dev Team<br />Analyze(3)<br />Develop(5)<br />Ready(5)<br />Accept(3)<br /...
Limit Work in ProgressLittle’s Law<br />Lead Time  = WIP / Throughput<br />(time)      =    (items)   / (items/time)<br />...
Limit Work in ProgressExposes Problems<br />But, reducing WIP exposes hidden problems due to<br />Complexity<br />Delay<br...
Measure & Manage Flow<br />“The easy way out usually leads back in.” <br />… Peter Senge, The Fifth Discipline<br />“Bewar...
Measure & Manage FlowWhat’s the Problem?<br />What’s the problem?<br />Anything that inhibits flow<br />Anything that inhi...
Measure & Manage Flow Look for Causes – Agile Manifesto<br />Individuals and interactions over process and tools<br />Work...
Measure & Manage Flow Potential Solutions – Agile Manifesto<br />Individuals and interactions over process and tools<br />...
Measure & Manage Flow Analyze for Causes – Lean Thinking<br />Remember, reducing WIP exposes hidden problems due to<br />C...
Measure & Manage Flow Potential Solutions – Lean Thinking<br />Kanban Method Recipe for Success<br />Focus on Quality<br /...
Measure & Manage Flow Decide on Solutions<br />Transaction Costs: Set up and clean up activities<br />Coordination Costs: ...
Make Process Policies ExplicitAction Plan<br />“So much of what we call management consists of making it difficult for peo...
Make Process Policies Explicit<br />Customer/ Business<br />“Make promises you can keep”… most of the time<br />Establish ...
Continuous Improvement<br />A3 Thinking – PDCA <br />Reflect on the system<br />Do it again<br />21<br />Change is Hard<br />
Summary<br />Get started – visualize work flow<br />Earn the authority to lead<br />Do what makes Lean sense<br />22<br />
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Kanban: Foundation for Leadership

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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

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

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