dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Presents
Presenter
David J. Anderson
Agile Adria
Croatia
April 2014
...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
An Unconventional Approach
May Be Required
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Bruce Lee rejected traditional teaching and styles
of Chinese martia...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Snake
Monkey
Mantis
Tiger
Kung Fu Panda simplified the art to only f...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
There are in fact very many styles…
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
“Dry land swimming” provides a false sense of
capability
• The only ...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Jeet Kune Do
Using no
way as way
Having no
limitation as
limitation
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Jeet Kune Do encourages development of a
uniquely personal style
• a...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Training with an opponent provides the core
feedback loop to drive a...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Kata are not adaptive
In comparison with JKD, patterned styles of ma...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Lee’s genius was recognizing hand-to-hand
combat is an unordered pro...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Motivation for the Kanban Method
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Traditional Change is an A to B process
• A is where you are now. B ...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Daniel Kahneman has given us a simple model for
how we process infor...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
How we process change…
Daniel Kahneman
Silicon-based
life form
Carbo...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Adopting new processes challenges people
psychologically & sociologi...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
The Kanban Method…
• Rejects the traditional
approach to change
• Be...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
The Kanban Method…
• Catalyzes improvement
through use of kanban
sys...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Water flows around the rock
“be like water”
the rock represents resi...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Kanban should be like water*
In change
management,
resistance is fro...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
The Kanban Method
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Principles behind the Kanban Method
• Start with what you do now
• A...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Learn to view what you do now as a set of services
(that can be impr...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
STATIK
(systems thinking approach to introducing kanban)
1. Understa...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Understanding
kanban systems
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
F
F
O
M
N
K
J
I
Kanban can be physical
Ideas
D
I
Dev
Ready
G
Develop...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
F
F
FF
F
F J
I
Kanban are often virtual!
Ideas
D
I
Engin-
eering
Rea...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
F
F
O
M
N
K
J
I
Pull
Kanban systems are pull systems
Ideas
D
I
Dev
R...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Commitment is deferred
E
I
D
Commitment point
F
F
FF
F
F F
Pull
Wish...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Discard rates are often high
E
I
D
F
F
F F
G
I
Reject
Ideas
Dev
Read...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Upstream Kanban Prepares Options
Ready
for
Engin-
eering
F
I
Comm-
i...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Commitment Frequency
E
I
G
D
Replenishment
D...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Defining Kanban System Lead Time
E
I
G
D
Pul...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Delivery Frequency
E
I
G
D
Delivery
Discarde...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Service Delivery Agility
Service Agility
Commitment
frequency
Lead T...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Understanding
the Kanban Method
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Treat each service separately
Demand
Observed
Capability
Demand
Dema...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Feedback Loops
Operations
Review
Service
Delivery
Review
Standup
Mee...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Standup Meeting
Daily Meeting
Disciplined conduct (kata)
& acts of l...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Service Delivery Review
Weekly Meeting
Usually (but not always) betw...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Operations Review
Monthly meeting
Disciplined review of
demand and c...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Organizational Improvements Emerge
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Visualize work, workflow & business risks
using large physical or el...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Fitness Criteria
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Start with what you do now
• The Kanban Method evolved with the prin...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Fitness criteria are metrics that measure
observable external outcom...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Which system is fitter?
We don’t know!
System B is faster but withou...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Measuring delivery against expectation
0
2
4
6
8
10
12
14
Lead Time ...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Evolutionary change has no defined end point
Evolving
Process
Roll
f...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Business Agility
ServiceDeliveryTime
Short
Long
Evolutionarychanges
...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Kanban Coming to Southern Europe…
Bologna May 30
Venue to be announc...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Upcoming Training in Europe
Leading Change & Managing Risk Mastercla...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Learn More
http://www.limitedwipsociety.org
http://edu.leankanban.co...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Thank you!
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
About
David Anderson is a thought
leader in managing effective
softw...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Joe Campbell first blogged about the similarity in philosophy betwee...
dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
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Kanban - an alternative path to agility (Agile Adria)

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How Kanban helps businesses achieve resilience and fitness for purpose using evolutionary changes as a path to business agility

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Kanban - an alternative path to agility (Agile Adria)

  1. 1. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Presents Presenter David J. Anderson Agile Adria Croatia April 2014 Release 1.0 Kanban an alternative approach to agility
  2. 2. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. An Unconventional Approach May Be Required
  3. 3. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Bruce Lee rejected traditional teaching and styles of Chinese martial arts • There are some parallels in the story of Bruce Lee and the emergence of his approach to Kung Fu • Lee rejected the idea of following a particular style of Chinese Martial Arts
  4. 4. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Snake Monkey Mantis Tiger Kung Fu Panda simplified the art to only four styles
  5. 5. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. There are in fact very many styles…
  6. 6. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. “Dry land swimming” provides a false sense of capability • The only way to learn is to train with a live opponent • Lee rejected the many styles of martial arts for various reasons, mainly that they gave the practitioners a false sense of capability, putting them at risk in real combat situations • He was against Kata (learning patterns without an opponent) and described them in derogatory terms such as "dry land swimming.“
  7. 7. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Jeet Kune Do Using no way as way Having no limitation as limitation
  8. 8. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Jeet Kune Do encourages development of a uniquely personal style • a framework from which to pick & develop a personal style • an evolutionary approach where adoption of maneuvers is learned & reinforced by training with an opponent • Nothing was sacred "absorb that which is useful“ discard the remainder
  9. 9. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Training with an opponent provides the core feedback loop to drive adaptation Lee pursued ever more elaborate approaches to protected real combat training to enable the closed loop learning that was core to the evolutionary nature of JKD
  10. 10. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Kata are not adaptive In comparison with JKD, patterned styles of martial arts taught with "kata" were open loop and not adaptive. There is no learning from practicing kata
  11. 11. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Lee’s genius was recognizing hand-to-hand combat is an unordered problem • Patterned styles are perfectly good for controlled circumstances such as competition • Sporting combat is an ordered domain problem • Street fighting is not orderly and therefore emergent practice is required • Unordered problem required a new philosophy
  12. 12. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Motivation for the Kanban Method
  13. 13. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Traditional Change is an A to B process • A is where you are now. B is a destination. • B is either defined (from a methodology definition) • or designed (by tailoring a framework or using a model based approach such as VSM* or TOC TP**) • To get from A to B, a change agency*** will guide a transition initiative to install B into the organization ***either an internal process group or external consultants Current Process Future Process Defined Designed transition * Value stream mapping, ** Theory of Constraints Thinking Processes
  14. 14. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Daniel Kahneman has given us a simple model for how we process information Daniel Kahneman System 1 Sensory Perception Pattern Matching System 2 Logical Inference Engine Learning by Experience Learning from theory FAST But slow to learn SLOW But fast to learn
  15. 15. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. How we process change… Daniel Kahneman Silicon-based life form Carbon-based life form I logically evaluate change using System 2 I adapt quickly I feel change emotionally using System 1 I adapt slowly
  16. 16. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Adopting new processes challenges people psychologically & sociologically • New roles attack identity • New responsibilities using new techniques & practices threaten self-esteem & social status • Most people resist most change because individually they have more to lose than gain • It is safer to be conservative and stick to current practices and avoid shaking up the current social hierarchy • Only the brave, the reckless or the desperate will pursue grand changes
  17. 17. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. The Kanban Method… • Rejects the traditional approach to change • Believes, it is better to avoid resistance than to push harder against it • Don’t install new processes • Don’t reorganize • Is designed for carbon-based life forms • Evolutionary change that is humane
  18. 18. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. The Kanban Method… • Catalyzes improvement through use of kanban systems and visual boards* • Takes its name from the use of kanban but it is just a name • Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken *also known as "kanban" in Chinese and in Japanese when written with Chinese characters
  19. 19. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Water flows around the rock “be like water” the rock represents resistance
  20. 20. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Kanban should be like water* In change management, resistance is from the people involved and it is always emotional (system 1) To flow around the rock, we must learn how to avoid emotional resistance * http://joecampbell.wordpress.com/2009/05/13/be-like-water/
  21. 21. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. The Kanban Method
  22. 22. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Principles behind the Kanban Method • Start with what you do now • Agree to pursue evolutionary change • Initially, respect roles, responsibilities and job titles • Encourage acts of leadership at all levels The first 3 principles were specifically chosen to address System 1 objections, to flow around the rock of emotional resistance in humans
  23. 23. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Learn to view what you do now as a set of services (that can be improved): • What to look for… • Creative work is service-oriented • Service delivery involves workflow • Workflow involves a series of knowledge discovery activities • What to do… • Map the knowledge discovery workflow • Pay attention to how & why work arrives • Track work flowing through the service The Kanban Lens
  24. 24. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. STATIK (systems thinking approach to introducing kanban) 1. Understand Sources of Dissatisfaction  From viewpoint of internal & external stakeholders  Sources of variability that cause dissatisfaction 2. Demand and Capability Analysis  (Ideally) By work item type & class of service 3. Model Workflow  Understand the knowledge discovery process by type 4. Discover classes of service 5. Design a Kanban System Visualization 6. Roll out Plan This process tends to be iterative For each service…
  25. 25. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Understanding kanban systems
  26. 26. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. F F O M N K J I Kanban can be physical Ideas D I Dev Ready G Development Testing Test Ready F B C UAT Release Ready In-progress Legend Done Blocked - issue Blocked - defect Physical token such as a magnet is a kanban Colors are used to denote state Moving done items down below a line is an optional enhancement seen in some implementations Override on kanban limit introduces additional “blocked – issue” kanban People working on blocked item “A” have been redirected to work on item “I”
  27. 27. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. F F FF F F J I Kanban are often virtual! Ideas D I Engin- eering Ready G 5 Ongoing Development Testing Done 3 3 Test Ready 5 F B CPull Pull These are the virtual kanban * These are the virtual kanbanThese are the virtual kanbanThese are the virtual kanban The board is a visualization of the service delivery workflow, work-in- progress and the kanban system UAT Deploy- ment Ready ∞ ∞
  28. 28. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. F F O M N K J I Pull Kanban systems are pull systems Ideas D I Dev Ready G 5 Ongoing Development Testing Done 3 3 Test Ready 5 F B CPull Pull * There is capacity here UAT Release Ready ∞ ∞ Pulling work from development will create capacity here too – the pull signals move upstream! Now we have capacity to replenish our ready buffer
  29. 29. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Commitment is deferred E I D Commitment point F F FF F F F Pull Wish to avoid aborting after commitment Ideas Dev Ready 5 Ongoing Development Testing Done 3 3 Test Ready 5 UAT Release Ready ∞ ∞ We are committing to getting started. We are certain we want to take delivery. Ideas remain optional and (ideally) unprioritized G
  30. 30. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Discard rates are often high E I D F F F F G I Reject Ideas Dev Ready 5 Ongoing Development Testing Done 3 3 Test Ready 5 UAT Release Ready ∞ ∞ Discarded The discard rate with Microsoft in 2004 was 48%. ~50% is commonly observed Options have value because the future is uncertain 0% discard rate implies there is no uncertainty about the future
  31. 31. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Upstream Kanban Prepares Options Ready for Engin- eering F I Comm- itted D 4 Ongoing Development Done 3 J K 12 Testing Verification 3 L Commitment point 4 - Requi- rements Analysis 2412 - Biz Case Dev 4824 - Pool of Ideas ∞ Min & Max limits insure sufficient options are always available Committed WorkOptions Discarded O Reject P Q $$$ cost of acquiring options
  32. 32. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Test Ready F F FF F F F Commitment Frequency E I G D Replenishment Discarded I Pull Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ The frequency of system replenishment should reflect arrival rate of new information and the transaction & coordination costs of holding a meeting Frequent commitment is more agile. On-demand commitment is most agile!
  33. 33. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Test Ready F F FF F F F Defining Kanban System Lead Time E I G D Pull System Lead Time Discarded I Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ The clock starts ticking when we accept the customers order, not when it is placed! Until then customer orders are merely available options Kanban system lead time ends when the item reaches the first ∞ queue
  34. 34. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Test Ready F F FF F F F Delivery Frequency E I G D Delivery Discarded I Pull The frequency of delivery should reflect the transaction & coordination costs of deployment plus costs & tolerance of customer to take delivery Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ UAT and Release buffer sizes can reduce as frequency of delivery increases Frequent deployment is more agile. On-demand deployment is most agile!
  35. 35. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Service Delivery Agility Service Agility Commitment frequency Lead Time Delivery Frequency LeadTime Short Long Delivery Service Agility Commitment Frequent Seldom Frequent Seldom More Agile Less Agile Kanban system dynamics
  36. 36. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Understanding the Kanban Method
  37. 37. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Treat each service separately Demand Observed Capability Demand Demand Observed Capability Observed Capability
  38. 38. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Feedback Loops Operations Review Service Delivery Review Standup Meeting The Kanban Kata daily weekly monthly
  39. 39. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Standup Meeting Daily Meeting Disciplined conduct (kata) & acts of leadership identify problems Improvement discussions & process evolution happen at after meetings
  40. 40. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Service Delivery Review Weekly Meeting Usually (but not always) between a superior and a sub-ordinate A focused discussion about demand, observed system capability, and fitness for purpose Comparison of capability against fitness criteria metrics and target conditions, such as lead time SLA with 60 day, 85% on-time target Discussion & agreement on actions to be taken to improve capability
  41. 41. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Operations Review Monthly meeting Disciplined review of demand and capability for each kanban system Provides system of systems view and understanding Kanban system design changes & process evolution suggested by attendees
  42. 42. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Organizational Improvements Emerge
  43. 43. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Visualize work, workflow & business risks using large physical or electronic boards in communal spaces Implement Virtual Kanban Systems Manage Flow Make Policies Explicit Implement the Kanban Kata Educate your workforce to enable collaborative evolution of policies & ways of working based on models of workflow from bodies of knowledge such as Theory of Constraints, Deming’s Profound Knowledge, Lean, Risk Management ideas such as Real Option Theory & Liquidity Kanban’s 6 Specific Practices
  44. 44. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Fitness Criteria
  45. 45. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Start with what you do now • The Kanban Method evolved with the principle that it “should be like water” - enable change while avoiding sources of resistance • With Kanban you start with what you do now, and "kanbanize" it, catalyzing the evolutionary process into action. Changes to processes in use will occur • Evaluating whether a change is truly an improvement is done using fitness criteria that evaluate an external outcome
  46. 46. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Fitness criteria are metrics that measure observable external outcomes • Fitness criteria are metrics that measure things customers or other external stakeholders value • Delivery time • Quality • Predictability • Safety (conformance to regulatory requirements) • or metrics that value actual outcomes such as • customer satisfaction • employee satisfaction
  47. 47. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Which system is fitter? We don’t know! System B is faster but without understanding customer expectations, both may be fit enough 0 2 4 6 8 10 12 14 Lead Time (Days) System A Frequency 0 5 10 15 20 25 30 5 10 15 20 25 30 More Lead Time in Days System B Frequency Mean 17 days Mean 12 days
  48. 48. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Measuring delivery against expectation 0 2 4 6 8 10 12 14 Lead Time (Days) System A Frequency 0 2 4 6 8 10 12 Lead Time Expectation Spread (Days) System A Frequency 0 5 10 15 20 25 30 5 10 15 20 25 30 More Lead Time in Days System B Frequency 0 5 10 15 20 25 30 35 40 45 -15 -10 -5 0 5 10 15 20 More Lead Time Expectation Spread (Days) System B Frequency Mean 17 days Mean 12 days System B is clearly fitter! System B delivers 5/7 within expectations System A only delivers 3/7 within expectations
  49. 49. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Evolutionary change has no defined end point Evolving Process Roll forward Roll back Initial Process Future process is emergent Evaluate Fitness Evaluate Fitness Evaluate Fitness Evaluate Fitness Evalua Fitnes We don’t know the end-point but we do know our emergent process is fitter!
  50. 50. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Business Agility ServiceDeliveryTime Short Long Evolutionarychanges Respond Frequent Seldom More Agile Less Agile DefineFitnessCriteria Often Seldom KanbanKata Sense Strong Weak Business Agility Sense Fitness criteria by market segment Capability against demand Repond Service Delivery Time Evolutionary Changes
  51. 51. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Kanban Coming to Southern Europe… Bologna May 30 Venue to be announced. Watch… http://lkse.leankanban.com
  52. 52. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Upcoming Training in Europe Leading Change & Managing Risk Masterclasses Berlin May 24-28 http://www.djaa.com/kcpm-05201401 London June 31 – April 4 http://djaa.com/kcpm-june2014
  53. 53. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Learn More http://www.limitedwipsociety.org http://edu.leankanban.com @leankanbanu
  54. 54. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Thank you!
  55. 55. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. About David Anderson is a thought leader in managing effective software teams. He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary… 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 pioneer of the Kanban Method an agile and evolutionary approach to change. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban. David is a founder of the Lean Kanban Inc., a business dedicated to assuring quality of training in Lean and Kanban for knowledge workers throughout the world.
  56. 56. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc. Joe Campbell first blogged about the similarity in philosophy between the Kanban Method and the teachings of Bruce Lee. He coined the phrase “Kanban should be like water”. The data on slides 47 & 48 was provided by Raymond Keating of CME Group. Hakan Forss of Avega Group in Stockholm has been instrumental in defining the Kanban Kata and evangelizing its importance as part of a Kaizen culture. Real options thinking inspired by the work of Chris Matts, Olav Maassen & Upstream Kanban pioneered by Patrick Steyaert. References to Sense & Respond are inspired by the work of Stephen Parry. Don Reinertsen first suggested using virtual kanban systems for service delivery. Acknowledgements
  57. 57. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.

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