1. Untitled
a keynote
Agile and Beyond
Dearborn, Michigan
10th March 2012
David J. Anderson
David J. Anderson & Associates, Inc.
dja@djaa.com
Twitter @agilemanager

2. Agile Manifesto
Agile &
Beyond
2012

3. 11 years on
Agile &
Beyond
2012

4. STOP
Agile &
Beyond
2012

5. doing Agile
Agile &
Beyond
2012

6. Start!
Agile &
Beyond
2012

7. Making agile organizations
Agile &
Beyond
2012

8. Think Agility!
Agile &
Beyond
2012

9. Act locally in your context
Agile &
Beyond
2012

10. How to Think Agility!
Agile &
Beyond
2012

11. Agile &
Beyond
2012
Make progress with
imperfect information

12. Foster a
high trust
culture
Agile &
Beyond
2012

13. Develop capability to respond to unfolding events
Agile &
Beyond
2012

14. Treat WIP inventory as a liability
rather than an asset
Agile &
Beyond
2012

15. Respond faster with improved
lead times
Agile &
Beyond
2012

16. Knowledge work is perishable
Agile &
Beyond
2012

17. Create feedback loops and enable a capability to
adapt (evolve)
Agile &
Beyond
2012

18. Embrace a craft ethic and pursue high quality
through pride of workmanship
Agile &
Beyond
2012

19. My philosophy
Agile &
Beyond
2012

20. Don’t try to do Agile
Instead
Start with what you do now
and improve your agility
Agile &
Beyond
2012

21. Minimize resistance
to adoption of new ideas
and ways of workings
Agile &
Beyond
2012

22. Identify problems one at a time
Agile &
Beyond
2012

23. Make Incremental
Evolutionary
Changes
Agile &
Beyond
2012

24. Don’t ask people to change
Agile &
Beyond
2012

25. Respect current job titles,
roles & responsibilities
Agile &
Beyond
2012

26. Since 2004 kanban systems have
been used to get beyond Agile and
deliver improved agility
Agile &
Beyond
2012

27. White boards were introduced in 2007 to visualize workflow
and work items flowing through the process
Agile &
Beyond
2012

28. WIP limits are used to create a pull system &
and the board visually signals pull to make a kanban system
WIP Limit – regulates
work at each stage in
the process
Pull
Flow – from Engineering
Ready to Release Ready
Agile &
Beyond
2012

29. Kanban board simulation
5
4
Analysis
Input
Queue In Prog Done
3
4
Development
Dev
Ready In Prog Done
2
Build
Ready
Test
Release
Ready
Stage
Prod.
Agile &
Beyond
2012
Flow
2

30. How does Kanban help with agility?
Agile &
Beyond
2012

31. Make progress
with imperfect information
Agile &
Beyond
2012

32. Encourage craftsmanship
and pride of workmanship
Agile &
Beyond
2012

33. Pull criteria policies encourage a focus on quality
& progress with imperfect information
5
4
Analysis
Input
Queue In Prog Done
4
Development
Dev
Ready In Prog Done
Policies
~~~~~~
~~~~
2
2
Build
Ready
Test
Policies
~~~~~~
~~~~
Release
Ready
Stage
Policies
~~~~~~
~~~~
Prod.
Agile &
Beyond
2012
Policies
~~~~~~
~~~~
3

34. Foster a High Trust Culture
Agile &
Beyond
2012

35. Agile &
Beyond
2012
Transparency of process. Collaboration and openness

36. Agile &
Beyond
2012
Empowerment through explicit policies

37. Avg. Lead Time
30
-M
ar
23
-M
ar
16
-M
ar
9M
ar
2M
ar
eb
24
-F
eb
WIP
17
-F
eb
240
220
200
180
160
140
120
100
80
60
40
20
0
10
-F
Features
Device Management Ike II Cumulative Flow
Time
Inventory
Started
Designed
Coded
Complete
Agile &
Beyond
2012
Reporting of demand versus capability

38. Lead Time Distribution
3.5
3
CRs & Bugs
2.5
2
1.5
1
0.5
1
4
7
0
3
6
8
14
14
13
12
12
11
10
99
92
85
78
71
64
57
50
43
36
29
22
8
15
1
0
Days
Mean of
31 days
SLA expectation of
51 days with 98% on-time
SLA expectation of
44 days with 85% on-time
Agile &
Beyond
2012
Understanding (lead time) capability

39. DBA Team Velocity
90
80
Trend
70
60
50
Total Velocity
Small support tasks
40
30
Trend
20
10
(not included
in total velocity)
Week of Christmas
0
Understanding (velocity) capability
Agile &
Beyond
2012
Courtesy Mattias Skarin client in 2009/2010, plotted weekly
Mean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)

40. Create a capability
to respond to
unfolding events
Agile &
Beyond
2012

41. Example classes of service

Expedite


Fixed Delivery Date


Significant delay incurred on or
from a specific date in near future
Standard Class


Significant immediate cost of delay
(Near) linear cost of delay either
immediate or near future
Intangible Class

Agile &
Beyond
2012
No tangible cost of delay within a
reasonable lead time delivery
window

42. Allocate capacity across classes of service
mapped against demand
5
4
Analysis
Input
Queue In Prog Done
3
4
Development
Dev
Ready In Prog Done
2
Build
Ready
2 = 20 total
Test
Release
Ready
Allocation
+1 = +5%
4 = 20%
6 = 30%
Agile &
Beyond
2012
10 = 50%

43. Cost of Delay function sketches to
delineate classes of risk
Expedite – white; critical and immediate cost of
delay; can exceed other kanban limit (bumps
other work); 1st priority - limit 1
Fixed date – orange; cost of delay goes up
significantly after deadline; 2nd priority
Standard - yellow; cost of delay is shallow but
accelerates before leveling out; 3rd priority
Intangible – blue; cost of delay is not incurrent
until significantly later; 4th priority
Agile &
Beyond
2012

44. Knowledge work is perishable
Agile &
Beyond
2012

45. Limiting WIP delays commitment
Agile &
Beyond
2012

46. Only commit when work items
are pulled into the queue
Agile &
Beyond
2012

47. Tickets on the board are committed. Items in the
backlog are merely options
5
4
Analysis
Input
Queue In Prog Done
3
4
Development
Dev
Ready In Prog Done
2
Build
Ready
Test
Release
Ready
Stage
Prod.
Agile &
Beyond
2012
Commitment point
2

48. Highlight delays
Agile &
Beyond
2012

49. Tickets on the board are committed. Items in the
backlog are merely options
5
4
Analysis
Input
Queue In Prog Done
3
4
Development
Dev
Ready In Prog Done
2
Build
Ready
Test
Release
Ready
Stage
Prod.
Agile &
Beyond
2012
Pink tickets show blocking issues
2

50. Create Feedback Loops
Agile &
Beyond
2012

51. Agile &
Beyond
2012
Team-level Kaizen events happen naturally

52. Agile &
Beyond
2012
Operations reviews drive inter-team kaizen events

53. The Kanban Method
Agile &
Beyond
2012

54. Foundational Principles
1.
2.
3.
Start with what you do now
Agree to pursue incremental,
evolutionary change
Initially, respect current roles,
responsibilities & job titles
Agile &
Beyond
2012

55. 5 core practices for successful Kanban adoption
1.
2.
3.
4.
5.
Deep
Agile &
Beyond
2012
Visualize
Limit Work-in-Progress
Manage Flow
Make Policies Explicit
Improve Collaboratively
(using models & scientific
method)
Depth
Shallow

56. Book Published
April 2010
Agile &
Beyond
2012
A 72,000 word
intro to the topic

57. http://leankanbanuniversity.com
http://www.limitedwipsociety.org
LinkedIn Groups: Software Kanban
Yahoo! Groups: kanbandev
Yahoo! Groups: kanbanops

58. Kanban System Adoption Examples Globally
USA
McKesson
Vanguard
GoDaddy
Xbox
Motley Fool
CityGrid Media
Ultimate Software
Constant Contact
SEP
REI
Robert Bosch
Argentina
Huddle
ThomsonReuters
UK
BBC
IPC Media
Financial Times
Microsoft
Scandinavia
Unibet
Volvo
Skania
Spotify
Ericsson
Mainland EU
Ubuntu
Xing
BWin
Brazil ASR
Petrobras
CESAR
Phidelils
O Globo
Israel
Amdocs
Answers.com
TypeMock
China & HK
Thomson-Reuters
Nike
Australia
Lonely Planet
Telstra
New Zealand
Ministry of
Social
Development
Agile &
Beyond
2012

59. Kanban System Adoption by Industry

Media


Games


Vanguard, Motley Fool, Chase, ASR
Software & Telecoms

Amdocs, Ultimate, Constant Contact, Phidelis, SEP,
Huddle, CESAR, Ubuntu
Public Sector

Ministry of Defence (Denmark), Ministry of Social
Development (New Zealand)
Agile &
Beyond
2012

Includes Robert Bosch, Volvo, Skania, Petrobras,
Nike
Finance & Insurance


Mostly small studios includes video arcade thru
mobile games to online gambling such as Unibet &
Bwin
Manufacturing


Includes BBC, Sky, Lonely Planet, Time/Life, IPC,
Mobile.de, O Globo, Financial Times, NBC Universal,
Thomson-Reuters

60. Keynotes by:
Gregory Howell
Steven Spear
Yochai Benkler
Want higher value, more predictable deliveries?
Looking for better risk management?
Interested in Lean and Kanban?
 HEAR KANBAN CASE STUDIES
 LEARN THE MECHANICS
 CONNECT WITH THE GLOBAL
COMMUNITY
Agile &
Beyond
2012
http://lssc12.leanssc.org/

61. Conclusion
Agile &
Beyond
2012

62. STOP
Agile &
Beyond
2012

63. doing Agile
Agile &
Beyond
2012

64. Start!
Agile &
Beyond
2012

65. Thinking Agility!
Agile &
Beyond
2012

66. Act locally in your context
Agile &
Beyond
2012

67. to create agile organizations
Agile &
Beyond
2012

68. Make Progress with Imperfect Information
Foster a High Trust Culture
Treat WIP as a liability, delay commitment
Reduce Lead Times, minimize Cost of Delay
Encourage Quality of Workmanship
Agile &
Beyond
2012
Create Feedback Loops

70. Stop doing Agile!
Start Thinking Agility!
Agile and Beyond
Dearborn, Michigan
10th March 2012
David J. Anderson
David J. Anderson & Associates, Inc.
dja@djaa.com
Twitter @agilemanager

71. Thank you!
Agile &
Beyond
2012
dja@djaa.com
http://djaa.com/

72. About…
David Anderson is a thought leader in
managing effective software teams. He leads
a consulting, training and publishing and
event planing business dedicated to
developing, promoting and implementing
sustainable evolutionary approaches for
management of knowledge workers.
He has 30 years experience in the high
technology industry starting with computer
games in the early 1980’s. He has led software
teams delivering superior productivity and
quality using innovative agile methods at large
companies such as Sprint and Motorola.
David is the author of two books, Agile
Management for Software Engineering –
Applying the Theory of Constraints for Business
Results, and Kanban – Successful Evolutionary
Change for your Technology Business.
David is a founder of the Lean Kanban
University, a business dedicated to assuring
quality of training in Lean and Kanban
throughout the world.
Agile &
Beyond
2012
http://leankanbanuniversity.com
Email: dja@djaa.com Twitter: agilemanager