This document contains information about Mike Burrows and his company Agendashift, which provides services related to Lean, Kanban and Agile transformation. It includes Mike Burrows' contact information, background and experience. It also describes Agendashift's values-based approach to delivery, change and leadership, and provides details on services offered like assessments, workshops and consulting. Additionally, it shares results from Agendashift's 2015 Depth of Kanbanland survey on organizations' Kanban maturity levels in different categories like transparency, flow and leadership.

1. Mike Burrows
mike@agendashift.com
Twitter: @asplake, @agendashift & @KanbanInside
Are we there yet?
Lean Kanban India
Bangalore, December 2015

2. Mike Burrows
• Author, Kanban from the Inside
• Email: mike@agendashift.com
• Twitter: @asplake, @agendashift, @KanbanInside
• Blog: positiveincline.com, blog.agendashift.com
• Former Executive Director and global development
manager, then IT Director
• Now consultant, interim manager, and trainer
• Brickell Key Community Contribution Award 2014
#hello, my name is Mike Burrows, author…

3. #hello, my name is Mike Burrows, founder…
About us
Agendashift is brought to you by Positive Incline Ltd, UK-based specialists in
change management with Lean, Kanban and Agile. Founder Mike Burrows
(mike.burrows@positiveincline.com) is the author of Kanban from the Inside.
Meet us online
Join our LinkedIn group: Agendashift
Read our blog: blog.agendashift.com
Follow us on Twitter: @agendashift
Agendashift
Agendashift – www.agendashift.com
Transforming Lean/Agile transformation
Values-based
Delivery
Values-based
Change
Values-based
Leadership
ü Survey your process and
organisation using the
Agendashift values-based
delivery assessment online
ü Identify areas of strength
and weakness, upside and
downside risk, consensus
and divergence
ü Prioritise action areas at
category (value) and prompt
(capability) level
ü Use your assessment as a
springboard for lasting
change
ü Track changes from idea
through to successful
implementation, using
Kanban-style visual
management, pull, and flow
ü Frame changes as
hypotheses with measurable
outcomes and identifiable
risks
ü On-site workshops in values-
based leadership and values-
based change management
ü Discover a values and
capabilities model that both
expresses the cultural goals
of your organisation and
aligns with suitable external
references
ü Management consulting and
leadership coaching services

4. Where are we? On a scale of 1 to 4:
1. Barely started, if at all
2. Early gains
3. Getting there
4. Nailing it, consistently
Are we there yet?

5. Transparency (1 category of 6)
1. Our delivery process is visible 1 2 3 4
2. We can see where each work item sits 1 2 3 4
3. We can see who is working on what 1 2 3 4
4. We can see which work items are blocked 1 2 3 4
– and for what reason
5. We review our progress frequently 1 2 3 4
6. Policies that govern our progress are made explicit 1 2 3 4
– and are regularly reviewed
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

6. Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: Depth of Kanbanland 2015 survey, agendashift.com
Strongest first (highest interquartile mean)
Score distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4

7. Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: Depth of Kanbanland 2015 survey, agendashift.com
Strongest first (highest interquartile mean)
Score distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4
54% 46%

8. Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: Depth of Kanbanland 2015 survey, agendashift.com
Strongest first (highest interquartile mean)
Score distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4
46% 54%

9. Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: Depth of Kanbanland 2015 survey, agendashift.com
Strongest first (highest interquartile mean)
Score distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4
46% 54%
1. Transparency
1.1 Our delivery process and the work
items currently in progress within it
are easily visible to all involved and
interested parties
2.7
1.2 We have visibility of work items
due to enter the delivery process
soon
2.8
1.3 We can see which work items are
blocked and for what reason
2.7
1.4 We distinguish different work
items according to how they're
processed, their source, and their
urgency
2.5
1.5 We identify dependencies between
work items in good time and
sequence them accordingly
2.3
1.6 We identify and manage
dependencies on external teams or
services
2.4
1.7 We review our progress frequently,
typically during daily stand-up
meetings
3.2
1.8 We review regularly the overall
effectiveness of the end-to-end
delivery process and the policies
that govern it
2.3

10. Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: Depth of Kanbanland 2015 survey, agendashift.com
Strongest first (highest interquartile mean)
Score distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4
57% 43%

11. Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: Depth of Kanbanland 2015 survey, agendashift.com
Strongest first (highest interquartile mean)
Score distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4
57% 43%
11/23/2015 Charts | Agendashift
2. Balance
2.1 We maintain a good understanding
of how much work our system can
accommodate before our
effectiveness is compromised
1.9
2.2 Our system has a clear
commitment point that separates
potential work from work in
progress
3.0
2.3 We take care not to overburden the
system with more work-in-progress
than it can accommodate
effectively
2.1
2.4 We pull work into and across the
delivery process only as capacity
allows, preferring to finish work
items already in progress than to
start new work items
2.3
2.5 We consciously balance the needs
of different stakeholders both
internal and external
2.3
2.6 We maintain a healthy mix of work
items based on type, source, and
urgency
2.1
2.7 In our release scheduling we
balance the benefits of early
delivery with the costs of frequent
deployment (which we strive to
reduce)
2.2
2.8 The combination of skills and
experience in our team enables us
to deliver value independently of
other teams
2.6

12. Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
core distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4
Source: Depth of Kanbanland 2015 survey, agendashift.com

13. Mike Burrows (mike@agendashift.com)
Twitter: @asplake, @KanbanInside & @agendashift
Copyright © 2014-2015 Positive Incline Ltd
Featureban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.
Featureban
a simple kanban simulation game
Slides (PDF): http://bit.ly/featureban-slides
Board (PDF): http://bit.ly/featureban-board
Metrics (XLS):http://bit.ly/featureban-metrics
Blog posts: http://bit.ly/featureban-blog
Original PPTX files on request.

15. Iteration 1: Visual management
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16. Iteration 1: Visual management
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We have visualised our work…

17. Iteration 1: Visual management
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… and our workflow

18. h"ps://www.flickr.com/photos/redwoodphotography/4356518997

19. Heads I win…
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Advance one of my items …

20. Heads I win…
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... OR take ownership of a new item …

21. Heads I win…
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B/
… OR unblock one of my items

22. Heads I win…
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IF no other option, pair up
with someone who needs help

23. Tails you lose?
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Block one of your items …B

24. Tails you lose?
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... AND take ownership of a new one
B

25. Check
Against the Kanban Method’s three
transparency–related core practices:
CP1: Visualize
ü Work items
ü Work flow
ü Work item state – where in the work flow, whether blocked
CP4: Make policies explicit
ü The rules of the game
CP5: Implement feedback loops
ü “Daily” (per-round) standup meeting
ü Replenishment

26. Transparency
1. Our delivery process is visible 1 2 3 4
2. We can see where each work item sits 1 2 3 4
3. We can see who is working on what 1 2 3 4
4. We can see which work items are blocked 1 2 3 4
– and for what reason
5. We review our progress frequently 1 2 3 4
6. Policies that govern our progress are made explicit 1 2 3 4
– and are regularly reviewed
Check
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

28. Balance
1. Our delivery process balances demand with capacity 1 2 3 4
2. Our delivery process has a clear commitment point 1 2 3 4
that separates potential work from work in progress
3. We pull work into and across the delivery process 1 2 3 4
only as capacity allows
4. We prefer to finish work items already in progress 1 2 3 4
than to start new work items
5. We keep our work in progress in healthy balance 1 2 3 4
– based on type, source and customer expectations
6. In scheduling releases, we balance economic value 1 2 3 4
with delivery cost
And check again…
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

29. Iteration 2: WIP limits
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3 3
We will limit our work-in-progress
to 3 items in each of these columns

30. Iteration 2: WIP limits
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3 3
✔

31. Iteration 2: WIP limits
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3 3
✖

32. Iteration 2: WIP limits
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3 3
?

34. Check
Balance
1. Our delivery process balances demand with capacity 1 2 3 4
2. Our delivery process has a clear commitment point 1 2 3 4
that separates potential work from work in progress
3. We pull work into and across the delivery process 1 2 3 4
only as capacity allows
4. We prefer to finish work items already in progress 1 2 3 4
than to start new work items
5. We keep our work in progress in healthy balance 1 2 3 4
– based on type, source and customer expectations
6. In scheduling releases, we balance economic value 1 2 3 4
with delivery cost
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

35. Check
Flow
1. We deliver work items of typical value or risk with 1 2 3 4
predictable lead times
2. We can prioritise work items of exceptional value 1 2 3 4
or risk over other work items
3. We measure lead times and predictability and seek 1 2 3 4
to improve them both
4. We proactively identify and manage dependencies 1 2 3 4
and other impediments
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

36. Check
Collaboration
1. Our delivery process is not constrained by functional 1 2 3 4
structure
2. We meet frequently to synchronise what we’re doing 1 2 3 4
and what we know
3. We meet regularly to review performance and 1 2 3 4
identify opportunities for improvement
4. We frame improvements as safe-to-fail experiments 1 2 3 4
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

37. Check
The three remaining core practices and their corresponding
four values:
CP2: Limit work-in-progress (WIP)
ü Column limits, one way to balance workload vs capacity
ü We have made a true kanban system
CP3: Manage flow
? flow (smoothness, timeliness, economic outcomes)
✗ customer focus (customer need)
CP6: Improve collaboratively, evolve experimentally
(using models and the scientific method)
? We improved collaboration in the delivery process
✗ External intervention, not model-driven science

38. Iteration 3: Metrics – cumulative flow diagram (CFD)
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9 10
Ready
Design
Build
Complete :-)

39. Iteration 3: Metrics – cumulative flow diagram (CFD)
0
20
40
60
80
100
120
On hold
Proposed
Prioritised
Ready for Dev
Dev
Testing
Ready for Release
Released
Implemented

40. Iteration 3: Metrics – run chart
0
1
2
3
4
5
6
7
8
9
10
11
1 2 3 4 5 6 7 8 9 10
what happened here?

41. Iteration 3: Metrics – histogram
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10+

42. Iteration 3: Metrics – histogram
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10+

43. Iteration 3: Metrics – histogram
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10+

44. Iteration 3: Metrics – key statistics
Mean lead Mme: 4.4 days
Median lead Mme: 3.5 days
85th percenMle: 6.3 days
Flow efficiency: 68%
highly suspicious!

45. Iteration 3: Metrics – flow efficiency
• Heads: 4 or 5 out of 6
• Flow efficiency: only 3/6 (50%)
3
B/
(rework)
B
1 6 2 5 4
H T H H HH or T
(stalled)

46. (Meta) Iteration 4: Collaborating on bigger issues
Take one or more of the following issues and propose a
Featureban-based simulation to explore it:
1. Sequencing / prioritising
2. Improving performance
– cycle time, delivery rate, predictability
3. Delivering against multiple objectives
4. Accommodating different kinds of customer
expectations
5. Upstream/downstream teams
6. Dependencies on another team for part of the
process

47. What is Featureban really about?
Kanban
system
Operational
system

48. What is Featureban really about?
Kanban
system
Operational
system
Deliberate
reappraisal

49. Double loop learning (Argyris)
Action
strategies
(what we do)
Results &
consequences
(what we get)
Governing
variables
(values, beliefs,
assumptions,
frameworks)

50. Create opportunities for double loop learning
Strategy
Review
Risk
Review
Service
Delivery
Review
Standup
Meeting
Replenishment/
Commitment
Meeting
Delivery
Planning
Meeting
Operations
Review
Source: David J. Anderson
ESP compared to Kanban Method
http://djaa.com/esp-compared-kanban-method

51. Strategy
Review
Risk
Review
Service
Delivery
Review
Operations
Review
Create opportunities for double loop learning
Standup
Meeting
Replenishment/
Commitment
Meeting
Delivery
Planning
Meeting
Source: David J. Anderson
ESP compared to Kanban Method
http://djaa.com/esp-compared-kanban-method
1.5 We identify dependencies between
work items in good time and
sequence them accordingly
2.3
1.6 We identify and manage
dependencies on external teams or
services
2.4
1.7 We review our progress frequently,
typically during daily stand-up
meetings
3.2
1.8 We review regularly the overall
effectiveness of the end-to-end
delivery process and the policies
that govern it
2.3

52. Discovery
Alignment
Action
Agendashift: strategies for Lean-Agile transformation

53. Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
Alignment
Action
Agendashift: strategies for Lean-Agile transformation

54. Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership
Agendashift: strategies for Lean-Agile transformation

55. Strategy 1: A team-first path
Scale out team by team and service by service; shorten
customer feedback loops; control WIP across the organisaMon
Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership

56. Strategy 2: A needs-first path
Get serious about discovering needs;
evolve delivery & learning capabiliMes to match
Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership

57. Strategy 3: A skills-first path
Build from a plaZorm of common understanding
Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership

58. Strategy 4: A guided, improvement-driven path
Start with (and iterate on) a values-based delivery
assessment; aim to make it your own
Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership

59. Strategy 5: A middle-out, alignment-driven path
Establish effecMve feedback loops as drivers for change
Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership

60. Strategy 6: A purpose-driven path
Seek to evolve shared purpose & values, with behaviours &
leadership culture to match
Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership

61. Summary: strategies for Lean-Agile transformation
Addressing gaps:
1. Team first
2. Needs first
3. Skills first
Sustaining:
4. Improvement-driven
5. Alignment-driven
6. Purpose-driven
Meta-strategy:
make your transformation strategy explicit!

62. Mike Burrows (mike@agendashift.com)
Twitter: @asplake, @KanbanInside & @agendashift
Copyright © 2014-2015 Positive Incline Ltd
Featureban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.
Featureban
a simple kanban simulation game
Slides (PDF): http://bit.ly/featureban-slides
Board (PDF): http://bit.ly/featureban-board
Metrics (XLS):http://bit.ly/featureban-metrics
Blog posts: http://bit.ly/featureban-blog
Original PPTX files on request.
Values-based
Delivery
Values-based
Change
Values-based
Leadership
Discovery
of
Needs
Better ways of
working
Purpose,
values
Alignment
on
Outcomes
Agenda,
capability
Fitness,
meaning
Action
through
Service
orientation
Hypothesis-
driven change
Servant
Leadership
Agendashift, the model
blog.agendashift.com, LinkedIn group: Agendashift
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: Depth of Kanbanland 2015 survey, agendashift.com
https://www.agendashift.com/surveys/1/charts 1/8
Context: Kanbanland
(https://www.agendashift.com/contexts/1)
Template: Values-based delivery
Sort: Strongest
Strongest first (highest interquartile mean)
Score distribution
511
20.5%
837
33.6% 799
32.1%
343
13.8%
1 2 3 4
1. Transparency
77
15.9%
144
29.8%
166
34.4%
96
19.9%
1 2 3 4
3. Collaboration
61
15.2%
138
34.5%
158
39.5%
43
10.8%
1 2 3 4
6. Leadership
78
19.9%
138
35.3%
136
34.8%
39
10.0%
1 2 3 4
5. Flow
95
24.6%
125
32.4% 115
29.8%
51
13.2%
1 2 3 4
2. Balance
106
23.5%
153
33.8%
123
27.2%
70
15.5%
1 2 3 4
4. Customer
Focus
94
24.9%
139
36.8%
101
26.7%
44
11.6%
1 2 3 4
Mike Burrows
mike@agendashift.com
Twitter: @asplake, @agendashift & @KanbanInside
Are we there yet?
Lean Kanban India
Bangalore, December 2015