- Change process is not difficult - Change human behavior is Try Kanban

1. Methodology
Kanban from TOYOTA Lean Manufacturing & David J. Anderson
the Goal:
• Framework helping people to change how they work as a team
• Improve time to market limiting what you are working on
• Change process is not difficult
• Change human behavior is
Try Kanban
Training support: my understanding of David J.Anderson’s training

2. Why & How?
• Why do I need to change?
• How can I manage the change?
Disclaimer: this is my understanding of David J.Anderson’s enhanced with my experience
• Are you satisfied with your time to market?
• Are you satisfied with your productivity?
• Is your work rhythm sustainable?
• is your team working as a team or as individual?
Build the context to support the Change with Kanban

3. Kanban Training
• Definition & Objectives
• Agenda
the key points: attend David J.Anderson’s training to make your own opinion
related subjects: Kanban simulation game
Definition & Objectives
• David Anderson’s adaptation of the kanban Lean manufacturing principles to the services activity
Objectives
• Explain the theory of David Anderson’s methodology
• How you can improve your productivity applying the 6 main core practices
• Visualise the process
• Manage the flow
• Limit the ‘Work In Progress’
• Make policies explicit
• Implement feedback loop
• Improve collaboratively
Agenda: 30% theory, 70% of exercise and simulation
Theory issued from David Anderson’s training
• Reminder of the Lean and kanban principles
• 6 core practices
Extension and synthesis (result of my experience)
• What lever for what goal
• Project management
• Benefits and constraints
• KPI discussion
Conclusion
• The golden principles you should always keep in mind
• Kanban might help you to change human behaviour

4. Theory
an experience of the mechanic of the fluids …
To reduce bottleneck, balance the output of the 2 steps. To do so, you can:
• reduce the stock (“to do”)
• increase the “capacity to do”
o Tap water = control what we’re
deciding to do / input of the
following step
o Neck width = what we’re doing
capacity to do on the time being
o funnel = what we have decided to do
/ stock
o What we’ve done on a period X /
capacity to do on the period
o balloon: what we potentially
have to do/ backlog
 Bottleneck = inadequacy between
o What we have to do (funnel) / input rate
o Our capacity to do (neck width) / output rate
 Possible action to reduce the bottleneck =
o Not increase the stock
o Reduce or close the tap water
 Possible action to reduce the bottleneck =
o Increase the capacity to do
o Widen the neck
1
2
a daily experience … … transposed
in your project management
the key points: fluidify your process

5. Theory
Reminder of the Lean and kanban principles
Why do we think Kanban may be interesting for you?
• because a good method is suggesting/guiding you to choose the best behaviour/decision
• because a kanban system may lead the team to ask questions about its way to work
the key points: an engine always used at 100% (red zone) will burn. So human being …
For attendees not familiar with Lean concepts, pass this slide
Main goals of Lean
• Work on MURA (the variability of the process flow)
• Work on MURI (over burdening of the process)
• Work on MUDA (the 8 waste sources) : MURA & MURI may be more impacting than MUDA
kanban is one tool/method of the Lean to do so.
• You can’t eliminate the variability but it allows you to reduce, control the variability
• It allows you to prevent the process from over burdening
When it is required?
• Total rush
• All the time have the feeling to be drowned
• Customer unstisfaction because we can’t deliver what he wants, when he wants
• Etc ….
When it is not required?
• Where demand never exceeds capability and flow is smooth and never interrupted
• When we can deliver what the customer wants when he wants (maybe you applied Kanban!)

6. Theory
6 core practices
Why do we think Kanban may be interesting for you?
• because a good method is suggesting/guiding you to choose the best behaviour/decision
• because a kanban system may lead the team to ask questions about its way to work
What are the 6 core practices?
• Visualise the process
• Manage the flow
• Limit the WIP (Work In Progress)
• Make policies explicit
• Implement feedback loop
• Improve collaboratively
Let’s make a focus on each … before you can assess your team
0
1
2
3
4
visualise
limit the WIP
manage the
flow
make policies
explicit
improve
collaboratively
implement
feedback loop

7. Theory: Visual Management
• Visualise the process & the bottlenecks
• Pull the flow from output to input (from right to left)
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
expedite expedite expediteexpedite expedite expedite expedite expedite
• Column = process step or ToDo/In Progress/Done
• Each column has a limit in terms of ticket that can’t be exceed
• You can’t pull a ticket from your stock (left column), if you don’t have a free space
• Pay attention how the WhiteBoard structure helps you analysing key Risk & problems. For instance,
for the moment you don’t have urgent tickets (the swim lane ‘expedite’ is empty)
the key points: bottleneck on Spec & Test, 2 coders unused. What does the team do?

8. an experience of the mechanic of the fluids …
applied to the project management
To keep the flow fluid, keep WIP and capacity balanced. Play with
• stock (WIP limit)
• tap water (capacity management on resources)
• prioritisation strategy
the key points: keep in mind one of your goal is to short the leadtime. Do you work on the
Spec bottleneck?
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Deploye
d
o Tap water = control what we
have decided to do in DEV
o SPEC Done =
funnel/stock of the DEV
Validated
&
prioritise
d
SPEC
doingdone
DEV
doingdone
TEST
doingdone
Ticket13
Ticket14
Ticket15
Ticket16
WIP = 6
WIP = 3
WIP = 6
WIP = 3
Ticket17
Ticket18
Ticket10
Ticket11
Ticket12
Ticket8Ticket4
Ticket5
Ticket6
Ticket2
Ticket1
Ticket3
Ticket7
o Neck width = capacity to
do DEV
 make a 90° rotation
 place funnel and tap water on
the board
• Done (i) = stock(i+1)
• WIP (i+1) = tap water (i)

9. Exercise
Rice plantation
You manage your rice plantation.
• On what levers can you play: capacity management? WIP limit (stock)? Strategy of prioritisation?
You have a nightclub and you want to control the number of visitors.
• What for? How could you do it?
the key points: use your common sense
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
WIP = 6 WIP = 3 WIP = 6 WIP = 3
expedite expedite expediteexpedite expedite expedite expedite expedite
Ticket 19
Ticket 20
Ticket 21
Ticket N
Ticket x
Ticket x
Ticket x Ticket x
Ticket x
Ticket x Ticket x Ticket x
Ticket x
Ticket x
Ticket x
Ticket x Ticket x
Ticket x
Ticket x

10. Therory
Heavy cost and delay are a consequence of a bad quality
• Quality doesn’t cost … in the mid & long term!
• Chip Quality doesn’t cost … in the short term. But you’ll pay the bill later!
• So, use a framework pointing out the problems of quality like Kanban
the key points: adopt the TOYOTA principles of Quality First! You’ll gain money
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
improve Quality FasterSafer Cheaperto deliver & &
High cost
real lost Unrealised profit
defect Lost client
Loopback process
Leadtime too long
Angry client
Regulator fine Operational risk
Quality problem
Client we didn’t succeed
to catch
Why?
Why?
Why?
Why?
Why?
Why?
Problem Solving: Why my cost is high?

11. Exercise
Pull the flow & block the process limiting the WIP
the key points: ‘Pull the Flow’ is not intuitive. Try, test & discuss the consequence for the team
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Pull the system from right to left, (from output to input). Team discussion on
• Can we pull? Why?
• How pull the system: what strategy of prioritisation should we apply according to our goals?
• The oldest ticket? Why?
• The biggest user’s priority? Why?
• The biggest team priority? Why?
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
1234567 0
expedite expedite expediteexpedite expedite expedite expedite expedite

12. Exercise
‘Expedite’ swim lane
the key points: check if your user stories have the same characteristics. If not, what’s the
difference? What does it imply in terms of team rules/process?
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
You have an ‘Expedite’ swim lane:
• What is it for?
• All stories can use it? Why?
• Do you have rules to use it? Why?
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
1234567 0
expedite

13. Exercise
WIP = 1, what does that mean?
the key points: do you have advantage to make the rules explicits? To who? Why?
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
You have defined an input WIP = 1 , what is the consequence
• for you?
• for the customer?
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
WIP = 1 WIP = 3 WIP = 6 WIP = 3
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
1234567 0
expedite expedite expediteexpedite expedite expedite expedite expedite

14. Theory
Fukuda’s window
the key points: Fukuda’s window is a tool from the Lean Toolkit used by TOYOTA
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
• A structured problem solving to identify the root causes regarding the problems
around « standard » application
• Why the standard process is not applied!
Why the ‘standard’ process is not applied?
o No standards : there is no operating standard, no rule shared among the team
o Communication : there is a standard, but no-one knows it or is not trained to use it.
o Adherence with no reliability : everyone knows the standard but no-one uses it.
o Reliability : everyone knows and follows the standard but we have to make sure that it
applies to all situations
No standardYou do not know
Problems
Adherence with
no reliability
You know but do
not practice
Adherence with
no reliability
Reliability
You know and
practice
We do not know
We know but do
not practice
We know and
practice
Communication Problems
Communication
Problems
A
B
C D
Management problems
Technical or process problems
- Who developed the standard ?
- Is it usable ?

15. Theory
improve collaboratively using models and scientific methods
the key points: analyse your outcomes. Take decisions. Try & adapt them.
Bottlenecks never disappear, they move. Your goal is to manage them to reduce their impact
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
• It’s normal to have bottlenecks in a process
• Manage a process flow = manage/control those bottlenecks
• Mix models and empirical experience. Use real data like the average leadtime
• Define your classes of service
• Constraint theory
• In all processes, it’s natural to have bottlenecks
• bottlenecks are moving of places everytime
TO DO
Capacity
to do
Bottleneck
• Little’s law
• Using little’s law, find the caracteristics of your process
• Take decisions based on the real data of your process
• Observe/define your classes of service (e.g. expedite, Fixed date, Intangible, Standard) and define bandwidth for each
• Observe/define the average leadtime for each. It will help you to
• Improve your confidence in your prediction
• Control your process with the current leadtime versus the average leadtime
Rythm
output
Rythm
input
Bottleneck

16. Theory
Define your class of service
the key points: If you don’t split your activity into classes, you’ll have difficulties to manage
them on the white board and reach your engagement due to the noise generated
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
• Define your classes of service
• Define your bandwidth, release cycle and process associated
• Use them on your Kanban board (ex. SLA definition)
David Anderson’s example
Fixed Date
Intangible
Standard
Criteria: urgency
Definition: story blocker for the customer
Cost of
delay
time
Definition Cost of delay profil Bandwidth limit
Ex.: not more than 10%
Criteria: due date
Definition: high impact if the due date is
not respected time
Ex.: not more than 30%
now
Fixed date
Criteria: due date
Definition: due date is not fixed
Impact may be less easy to assess
time
Ex.: not more than 20%
Fixed date
Example
Bug in production
without any work around
2000 bug project, regulator reports
Database upgrade
CI initiative like automate regression
test
Criteria: other
Definition: other
time
Ex.: not more than 40%
Business As Usual
Implement counterpart creation
Cost of
delay
Cost of
delay
Cost of
delay
Expedite

17. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
Split the attendees in 2 groups
Distribute the simulation results
Duration: 10 mn
Rule:
• ‘++’ : this lever has an huge positive impact on the goal
• ‘+’ : this lever has an positive impact on the goal
• ‘0’ : this lever has no impact on the goal
• ‘-’ : this lever has a negative impact on the goal
• ‘--’ : this lever has a huge negative on the goal
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
lever
capacity
management
prioritisation
strategy
Limit/reduce the WIP
improve
the processgoal input intermediary total
decrease leadtime
decrease stock
decrease unused capacity
increase productivity/throughput
reactivity to unexpected event (agility)

18. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
Split the attendees in 2 groups
Distribute the simulation results
Duration: 10 mn
Rule:
• ‘++’ : this lever has an huge positive impact on the goal
• ‘+’ : this lever has an positive impact on the goal
• ‘0’ : this lever has no impact on the goal
• ‘-’ : this lever has a negative impact on the goal
• ‘--’ : this lever has a huge negative on the goal
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
To better understand the impact of the levers (capacity management, priorisation strategy, limit
the WIP, improve the process) on the process characteristics (leadtime, stock, unused
capacity, productivity/throughput, agility), we have run our own simulation on a period of 220
days.
More precisely, we have run:
• one period of reference: game without any levers
• Period where on lever is applied alone
• Period where levers are combined
For visibility reason, we have splitted the results in 2
• Reference + one lever applied alone
• Reference + levers applied together

19. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
• Results of my simulation: day 0 to 128
• For each period, one lever applied
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion

20. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
• Results of my simulation: day 128 to 220
• For each period, several levers applied
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion

21. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
For you, what are the main levers?
• To manage the workflow?
• To improve the process (tools and human resources)?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
lever
capacity
management
prioritisation
strategy
Limit/reduce the WIP
improve
the
processgoal input intermediary total
decrease leadtime ++ 0 + + ++ ++
decrease stock? + 0 + + ++ +
decrease unused capacity ++ 0 0 0 0 ++
increase productivity/throughput + + + + ++ ++
reacitivity to unexpected event
(agility) + ++ 0 0 0 +
My answers

22. Exercise
What lever for what goal. build the synthesis
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
Observe your current average workload ratio for each process step.
Assess if those ratio are good for you or not: Work on them if needed
Use those ratio to manage your process and your team.
Avoid bottleneck too important preventing you to manage them
For each step, define your resource staffing according to your average workload
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
current situation new situation (day 202)
average workload
resource
distribution average workload resource distribution
process
step SP# % FTE# % SP# % FTE# %
spec 9 29 2 29 4 17 1 14
dev 10 35 3 43 10 41 3 43
test 11 36 2 29 11 42 3 43
Question: Do you think your ressources are balanced with the work to do?

23. Exercise
Dealing with a specialist: scenario 1
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
c
c
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c

24. Exercise
Dealing with a specialist: scenario 1
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
c
c
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c

25. Exercise
Dealing with a specialist: scenario 2
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
c
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c

26. Exercise
Dealing with a specialist: scenario 3
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c

27. Exercise
An average leadtime, what for?
the key points: if you don’t know the average leadtime of each of your family, how can you
define a realistic SLA?
You know your average leadtime for Standard class of service
• How can you use it in your planning exercise with your customer?
• How can you use it in your daily meeting with your team?
• How can you use it in your weekly/monthly meeting
• with your team?
• with your management?
• Do you need something else? Why?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
Ticket 23
Ticket 25
Ticket 24
Ticket 26
Average leadtime: ~20 days1
Average leadtime: ~10 days2
Average leadtime: for the last 4 months increased from ~10 to 20 days3
Average leadtime: for the last 4 months decreased from ~20 to 10 days4
Average leadtime

28. Exercise
What lever for what goal. Benefits and constraints
• Block a little the process to make it more fluid
• But keep the balance to not totally block the process
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Action Consequence Why? Benefits Constraints Theme
Limit the process
input
Block an
intermediate
step (decrease
the WIP limit)
Deblock an
intermediate
step (increase
the WIP limit)
Pull the flow
from output to
input (from right
to left)

29. Exercise
What lever for what goal. Benefits and constraints
the key points: without implementing the ‘Zero stock’ policy of Toyota, limit the stock is a Best
Practice guiding the team to know and solve their problems
• Block a little the process to make it more fluid
• But keep the balance to not totally block the process
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Action Consequence Why? Benefits Constraints Theme
Limit the
process input
Decrease the leadtime
Leadtime = ‘day out’ –
‘day in’
Delay the update of
the ‘day in’ on the
ticket
Improve mindset of the team
Help gain the customer’s confidence
If too small, will increase
the frequency of
prioritisation ‘meeting’ with
customer
M&B
VOC
PM
Block an
intermediate
step (decrease
the WIP limit)
Block other people in the
team
The WIP limit
combined to the pulled
flow will prohibit people
to work on other ticket
Focus the team on the problem the collegue has If there are too many
dependencies to manage
and if WIP limits are too
small, the process may be
blocked totally. Hard the
mindset and efficiency
PE
M&B
Globally prevent rework and waste
Prevent developper from starting to work on a spec not finished
yet
Prevent tester from starting to test a dev not finished yet
Requires to make
policies/rules really explicit
(SOP) and too check they
are applied on the field
(SOP governance)
PE(Qual
ity)
Block someone who has
not the knowledge
The TM doesn ’t find a
subject he knows in
the ticket queue to pull
‘invite’ the TM to take one ticket even if he isn’t skilled for.
suggest the TL to train the TM on this subject he doesn’t know
Requires real coaching
from the TL or the senior
Skills
Deblock an
intermediate
step (increase
the WIP limit)
Give work to specialist Increase the
probability a ticket
arrives for the
specialist
Give work to the specialist If too high, the total WIP
will also be too high and
the leadtime will
automatically increase
Deal
with
specialis
t
Pull the flow
from output to
input (from
right to left)
It’s not the TL, alone, who
take the decision of what
TMs are going to do. TM
all together discuss of
what to do
The TM/team feels more responsible even if the choice is done in
a pre ordered backlog. They took the ticket and are not assigned
by the manager
TL has to
prepare/prioritisate the
queues
All TL’s work is on
facilitation
M&B
Synchronise all the
process on the output
rythm
Decrease the variability of the process
Stabilise the process
Set-up confidence all around (team & customer)
Good balance with the
WIP limit otherwise you’ll
block the process totally
PE/PM/
M&B/V
OC
will block the system
emphasizing the problem
(a problem in Test may
block Dev and Spec
because you can’t pull
anymore)
Focus the team on the problem the collegue has
What forced the traders to input properly their deals in the IT
systems? The BO, when they told them the deal couldn’t be
concluded because they couldn’t send the confirmation because
the trader didn’t input the proper information in the system
Good balance with the
WIP limit otherwise you’ll
block the process totally
PE
M&B

30. Exercise
KPI discussion
One sheet per attendee
Duration: 5 mn
Rule:
• Put ‘Yes’ if X is really focused on that question
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Question For
top management
For
middle mgt
For
local mgt
For
client
Are you satisfied with the leadtime?
Are you satisfied with the quality?
Are you satisfied with the cost?
Are you satisfied with the delay?
Are my team fully occupied?
What is my productivity/throughput trend?
What is my leadtime?
What is my productivity/throughput?
delivery output / team capacity to deliver / period of time
Question:
Which questions is interesting the top management? The middle management? the local management)?

31. Exercise
KPI discussion
the key points: pay attention to who is asking the reporting
Client, local, middle and top management will not be focused on the same things.
• Client: on quality, delay & cost
• Management (top, middle & local):
• Top & middle: on client satisfaction but also on optimisation of their department
• Local: on client satisfaction but also on his capacity to provide good forecast/planning
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Which questions is interesting the top management? The middle management? the local management)?
Question For
top mgt
For
middle mgt
For
local mgt
For
Client
Are you satisfied with the
leadtime?
Yes
Are you satisfied with the
quality?
Yes
Are you satisfied with the
cost?
Yes
Are you satisfied with the
delay?
Yes
Are my team fully occupied? Yes
Ex. for off-
shoring
Yes indirectly because our customer is internal
and is paying our budget to deliver his projects
What is my
productivity/throughput trend?
Yes Yes indirectly because our customer is internal
and is paying our budget to deliver his projects
What is my leadtime? Yes indirectly
because it will allow
the teams to respect
the global roadmap
Yes
For prevision/planning definition/SLA
definition
For planning/SLA monitoring
What is my
productivity/throughput?
delivery output / team capacity
to deliver / period of time
Yes Yes indirectly because our customer is internal
and is paying our budget to deliver his projects

32. Conclusion
Your golden principles
the key points: read David J. Anderson’s books and make your own opinion
• Match your customer’s expectation as much as possible
• Keep your process as stable as possible
• Keep a sustainable pace for your team
Know if your process is matching your customer requirement. How?
• leadtime historical diagram: leadtime for each class of service matching the customer requirement (SLA) and stable
Know when your process is stable. How?
• WIP historical diagram stable
• WIP for each step stable
• Slope for the process output (delivery rate) stable
• leadtime historical diagram stable: leadtime for each class of service stable
Know when your process is unstable. How?
• WIP historical diagram unstable
• WIP for one or several step is unstable
• Slope for the process output (delivery rate) is unstable/decrease
• leadtime historical diagram unstable: leadtime for one or several class of service is unstable/decrease
Point out your bottlenecks making your process unstable. How?
• Same as above
• kanban board with big ticket queue
Work on your bottlenecks to come back to a stable process. How? Work on
• WIP limits (input and/or intermediate step)
• Capacity management
• CI (process improvement)

33. Conclusion
Your golden principles
the key points: efficient people are motivated people. Work on motivation
• Match your customer’s expectation as much as possible
• Keep your process as stable as possible
• Keep a sustainable pace for your team
Team efficiency
• Motivated and happy people are more efficient
• Push the flow: people are not actor. They undergo. Bad for the mindset
• Pull the flow: people are actor. They decide what to do. Good for the mindset
• People accept more the change if this change comes from themself than from management
• Change is not natural
• So the question is: how make people change?
• Suggestion is more efficient to sustain the change than orders
• Kanban is proposing rules blocking the process
• We hope that each time the process is blocked, the team will have a team discussion
• All the art of the team leader is to “facilitate”/”drive” those discussions
• “self management”/team empowerment
• Should not be anarchy
• Should be monitored and driven by the management (feedback & coaching, team workshop
facilitation)
• Is really close to the concept of “leadership of the manager”