The document presents an overview of Kanban principles and practices, emphasizing that Kanban encompasses more than just card walls, focusing instead on systemic improvements and positive change. It highlights the importance of transparency, collaboration, and continuous feedback loops in fostering team success. The document also outlines steps for implementing Kanban effectively and managing flow within teams.

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THE KANBAN ICEBERG

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About me
Matt Philip
@mattphilip
Director of Coaching, Asynchrony
(St. Louis, USA)
Organizer,
Lean Kanban St. Louis Meetup

3. St. Louis
French lesson
DeBaliviere
Gravois
Chouteau
Gratiot
Creve Coeur
Soulard
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4. Structure
1. Context
2. Depth of Kanban
assessments
3. Flow manager
4. Feedback loops
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6. # of
Employees
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Proto-kanban
Ubiquitous
kanban
Proto-agile
Agile/XP
1999 2005 2008 2014

7. Kanban
Depth
1999 2008 2014
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Proto-kanban
Ubiquitous
kanban

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We do card walls really well.

9. But they’re only the tip of the iceberg.
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The mass of the system is below
the surface, unseen.

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Practices
Principles
Values
Card Wall
Agendas

11. LIMIT WIP VISUALIZE
MAKE POLICIES
EXPLICIT
IMPLEMENT
FEEDBACK
LOOPS
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MANAGE FLOW
IMPROVE
COLLABORATIVELY
AND
EXPERIMENTALLY
Practices

12. START WITH WHAT
YOU DO NOW
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Principles
INITIALLY, RESPECT
CURRENT
PROCESSES,
ROLES AND
RESPONSIBILITIES
AGREE TO
PURSUE
INCREMENTAL,
EVOLUTIONARY
CHANGE
ENCOURAGE
LEADERSHIP
AT ALL LEVELS

13. RESPECT
LEADERSHIP
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Values
CUSTOMER
FOCUS
COLLABORATION
TRANSPARENCY
UNDERSTANDING
BALANCE
AGREEMENT
FLOW

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Practices
Principles
Values

15. Kanban isn’t about card walls.
It’s about positive change.
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16. How do you help teams for whom
Kanban is simply card walls?
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?

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19. Great idea. But how do you launch it?
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20. “We have a great metaphor for you!”
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21. Measurement Scale
Our system departs from this only
very exceptionally, understanding
and managing the consequence
Our system exhibits this aspect
convincingly, for the most part
Our system is somewhat capable of
exhibiting this aspect
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0 1 2 3 4
Our system exhibits this aspect
barely, if at all

22. Anticipate
emotional
resistance.
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Be like water. Avoid the rocks.

23. Expect some experiments to fail.
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26. It is such a positive indication about how
much Asynchrony cares about people and
how to help them be a part of successful
and continually improving teams.
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-­‐Team
member

27. Leadership and
the Leadership
Disciplines
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Transparency
4
3
2
1
0
Balance
Collaboration
Customer Focus
Flow
Target Current

28. Leadership
and the
Leadership
Disciplines
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Transparency
4
3
2
1
0
Balance
Collaboration
Customer
Focus
Flow
Target Current

29. Assessments are done. Now what?
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?

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It’s a DNA thing.

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?

32. Help wanted.
Flow
Manager?
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David Anderson’s cartoon FTW!

35. Cycle time % complete and accurate
Flow efficiency
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Return on Investment

36. Visibility leads to conversation, which
leads to understanding, which leads to
change. But someone needs to start the
conversation.
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37. Not as easy as it looked.
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?

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Standup
Meetings
Retrospectives
Operations
Reviews
Our three main feedback loops.

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42. … most valuable about this meeting is the
fact that it's a venue for sharing
experimental practices and judging how
well they worked or didn't
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-­‐Team
lead

43. Operations reviews without division or unit
context are a bit like asking “How are things on
your mountain?”
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44. Sometimes, we need help beyond
retrospectives to reach the peak.
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45. So we’re still trying to
understand the best
way to use operations
reviews in our context.
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46. Time for another experiment.
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?

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Results

48. 1. Operate kanban systems.
(don’t confuse means with ends)
2. Increase understanding.
(team-owned assessments)
3. Pull change through the system.
(flow manager role)
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49. Merci!
Matt Philip
@mattphilip
matt.philip@asynchrony.com
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2014
Asynchrony
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