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Kanban:
Naturally suited
for Enterprise
Adoption
Boston SPIN
Ajay Reddy
CIO, CodeGenesys.com, ScrumDo.com
ajay@codegenesys...
The End of Methodology

*** End of Methodology slides credit to:
David Anderson LKNL13 Key note
ajay@codegenesys.com @ajrd...
Is Kanban heralding in a
new era?
It’s the end of methodology!*

Reflective Improvement
Frameworks** are the
future!

Alis...
A methodology defines
behavior
•  A software engineering methodology is a description of
techniques
o 
o 
o 
o 

what to d...
Many styles of software engineering methodologies
emerged over several decades
•  Some just personal preferences
in style ...
Managing change has greater
leverage than picking the right
methodology

Instead the bigger challenge with the greater
lev...
Traditional Change is an A
to B process
Designed

Current
Process

Defined
transition

Future
Process

•  A is where you a...
Change initiatives fail (even)
more often than projects
Change initiatives
often fail (aborted) or
produce lack luster
res...
Change Challenges
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 

² Prescriptive vs adaptive
² Evolutionary vs
Transformation

S...
Daniel Kahneman has given us a simple model for
how we process information
Learning
from theory

Learning by
Experience

F...
How we process change…
I logically evaluate
change using System
2
I adapt quickly
I feel change
emotionally using
System 1...
Changing methodologies challenges
people psychology & sociologically
•  New roles (defined in a methodology) attack their ...
The Definition Of

The Kanban Method

ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
The Kanban Method…
•  Rejects the traditional approach to
change
•  Believes, it is better to avoid
resistance than to pus...
The Kanban Method…
•  Catalyzes improvement through use
of kanban systems and visual
boards*
•  Takes its name from the us...
The Kanban Method is a new
approach to improvement
Kanban is a
method
without methodology
ajay@codegenesys.com @ajrdy @scr...
Kanban Method
A management & cultural approach to
improvement
View creative knowledge work as a set of
services
Encourages...
Principles
Start with what you do now
Agree to pursue evolutionary change
Initially, respect existing roles, responsibilit...
The Kanban Method is
not…
A project management or software
development lifecycle process

ajay@codegenesys.com @ajrdy @scr...
The Kanban Method is…
A method for directly improving service delivery
A mechanism for catalyzing continuous
improvement

...
Kanban Method
Uses visualization of invisible work and kanban
systems
Develops an adaptive capability in your
business pro...
Core practices of the
Kanban method
•  Visualize (with a kanban board 看板)
•  Limit Work-in-progress (with kanban かんばん)
•  ...
Case Studies

ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
System
• 
• 
• 
• 
• 
• 
• 
• 

Leadership structure
Executive Expectation
70+ member team
Business artificially satisfied...
System
• 
• 
• 
• 
• 
• 

8 different demand sources
Demand negotiated down with artificial show of capacity
Waste explain...
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 

System

Heavy Documentation
Invisible initiatives
Dependencies
Relatively slow mov...
CEO says “Pursue this”
• 
• 
• 
• 
• 

Time to market
Improve Predictability
Simplicity
Sustainability
Enterprise Agility
...
History
•  ‘Agile 1’
•  ‘Agile 2’
•  ‘Agile 3’

ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
Quotes from David
• 

I came to discover this technique as I perceived that people, companies, and
organizations were resi...
Dependencies between
teams create demand
Product Strategy

Kanban Adoptions Starts Here

Customers

Demand

App
Dev 1

App...
Demarkate waiting area(s) for external
dependencies
3
4

5

4

Input
Queue

Analysis
In Prog Done

Dev
Ready

Development
...
Emergence of Service-Oriented
Organizational Structure
•  Tag Work Items with Shared Resource
Dependency
o 
o 

Clearly ma...
Each team that receives
demand from another
treats them as a customer
and designs a service to
supply them (from first
pri...
Symptoms of organic
scaling
Flatter structure- Exit of PM
Executive Expectation- Focus on the system
4 teams inter operati...
Why it was a good fit
•  Does not demand
•  Team owned
•  Respects roles, functions and realizes real incremental,
realist...
Following Data from Kanban at Scale Instance in Seimen’s HealthcareDan Vacanti ajay@codegenesys.com @ajrdy @scrumdo @codeg...
ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
CFD at story level

ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
Benefits of Kanban
Systems…
Visibility
Eliminates overburdening
Reduces or eliminates multi-tasking
Controls or eliminates...
…and the Results it
Produces
Improved predictability
Improved business agility
- more frequent selection & commitment, mor...
Thank you
Training events:
codegenesys.com/events/

Careers:
codegenesys.com/jobs/
ajay@codegenesys.com @ajrdy @scrumdo @c...
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Kanban naturally suited for enterprises

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Presentation at Boston Spin October 2013

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Kanban naturally suited for enterprises

  1. 1. Kanban: Naturally suited for Enterprise Adoption Boston SPIN Ajay Reddy CIO, CodeGenesys.com, ScrumDo.com ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  2. 2. The End of Methodology *** End of Methodology slides credit to: David Anderson LKNL13 Key note ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  3. 3. Is Kanban heralding in a new era? It’s the end of methodology!* Reflective Improvement Frameworks** are the future! Alistair Cockburn Kanban is such a Reflective Improvement Framework * http://alistair.cockburn.us/The+end+of+methodology ** Cockburn’s suggested name for this new class of methods *** End of Methodology slides credit to: David Anderson LKNL Key note ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  4. 4. A methodology defines behavior •  A software engineering methodology is a description of techniques o  o  o  o  what to do how to do it When to do it - sequences or workflows Who does what - definition of roles and responsibilities •  Ideally, a methodology should tell us why and give us a context to define its appropriateness ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  5. 5. Many styles of software engineering methodologies emerged over several decades •  Some just personal preferences in style (e.g. PSP versus XP), but others for specific contexts or risk profiles (e.g. the many risk profiles captured in a 2dimensional grid in Cockburn's Crystal methods). •  Some styles came in schools or movements - such as the Agile movement •  While others came as large frameworks such as Rational Unified Process designed to be tailored to a context ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  6. 6. Managing change has greater leverage than picking the right methodology Instead the bigger challenge with the greater leverage on outcome was learning to manage change in the organization ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  7. 7. Traditional Change is an A to B process Designed Current Process Defined transition Future Process •  A is where you are now. B is a destination. o  B is either defined (from a methodology definition) o  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 * Value stream mapping, ** Theory of Constraints Thinking Processes ***either an internal process group or external consultants ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  8. 8. Change initiatives fail (even) more often than projects Change initiatives often fail (aborted) or produce lack luster results They fail to institutionalize resulting in regression back to old behavior ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  9. 9. Change Challenges •  •  •  •  •  •  •  •  •  •  •  •  •  ² Prescriptive vs adaptive ² Evolutionary vs Transformation Should it change Who changes What changes How fast does it change Why it changes What direction it changes How much does it change How sustainable is the change How uniform is the change When does it change How often does it change Where does it change How self perpetuating is the change Ø Size of change Ø Speed of change Ø Source of change ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  10. 10. Daniel Kahneman has given us a simple model for how we process information Learning from theory Learning by Experience FAST SLOW But slow to learn System 1 Sensory Perception Pattern Matching But fast to learn System 2 Logical Inference Engine Daniel Kahneman ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  11. 11. How we process change… I logically evaluate change using System 2 I adapt quickly I feel change emotionally using System 1 Silicon-based life form I adapt slowly Carbon-based life form Daniel Kahneman ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  12. 12. Changing methodologies challenges people psychology & sociologically •  New roles (defined in a methodology) attack their identity •  New responsibilities using new techniques & practices threaten their self-esteem and put their social status at risk •  Most people resist most change because individually they have more to lose than to 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 ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  13. 13. The Definition Of The Kanban Method ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  14. 14. 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 a new methodology •  Is designed for carbon-based life forms - Evolutionary change that is humane ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  15. 15. 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 ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  16. 16. The Kanban Method is a new approach to improvement Kanban is a method without methodology ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  17. 17. Kanban Method A management & cultural approach to improvement View creative knowledge work as a set of services Encourages a management focus on demand, business risks and capability of each service to supply against that demand ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  18. 18. Principles Start with what you do now Agree to pursue evolutionary change Initially, respect existing roles, responsibilities and job titles ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  19. 19. The Kanban Method is not… A project management or software development lifecycle process ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  20. 20. The Kanban Method is… A method for directly improving service delivery A mechanism for catalyzing continuous improvement ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  21. 21. Kanban Method Uses visualization of invisible work and kanban systems Develops an adaptive capability in your business processes, enabling you to respond successfully to changes in your external business environment ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  22. 22. Core practices of the Kanban method •  Visualize (with a kanban board 看板) •  Limit Work-in-progress (with kanban かんばん) •  Manage Flow •  Make Policies Explicit •  Implement Feedback Loops •  Improve Collaboratively, Evolve Experimentally (using models & the scientific method) ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  23. 23. Case Studies ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  24. 24. System •  •  •  •  •  •  •  •  Leadership structure Executive Expectation 70+ member team Business artificially satisfied High degree of specialization History with process Politics Enterprise Data Movement ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  25. 25. System •  •  •  •  •  •  8 different demand sources Demand negotiated down with artificial show of capacity Waste explained as necessary evil Varied methods in the same team Shared resources unprotected Very few feed back loops ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  26. 26. •  •  •  •  •  •  •  •  •  •  •  •  •  System Heavy Documentation Invisible initiatives Dependencies Relatively slow moving in adaptation Limited options for external influence High degrees of specialization in skills Hierarchical Separation of concerns Local optimization Relatively bigger buying power Rewards individual without real consideration of team Less tolerance for proxy measures Less tolerance for risk ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  27. 27. CEO says “Pursue this” •  •  •  •  •  Time to market Improve Predictability Simplicity Sustainability Enterprise Agility ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  28. 28. History •  ‘Agile 1’ •  ‘Agile 2’ •  ‘Agile 3’ ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  29. 29. Quotes from David •  I came to discover this technique as I perceived that people, companies, and organizations were resisting the adoption of Agile software development methods. The idea that you try and persuade people to switch to some defined method that’s written in a textbook, and make that switch all at once, was prevalent particularly in the earlier part of the last decade. This approach is what people were resisting. •  Agile methods were really sold as an all or nothing bet. They were marketed as fragile ecosystems where you had to, for example, do all 12 practices in Extreme Programming or it wasn’t guaranteed to work. So adopting all 12 of those practices all at once was very challenging, and there was really no guidance on how to incrementally adopt the practices in Extreme Programming in those early days. To be honest, even today, there are very few Agile coaches and consultants who are capable of correctly assessing a context and advising a client on incremental adoption. •  The critical difference is that Kanban is not a method, like an Agile software development method, or a project management method. It’s a way of provoking and catalyzing changes in an organization. What those changes might be is contextual, situational and will be unique for each different organization that tries it. •  The idea that Kanban is a meta-method for incremental evolutionary change, maybe that’s accurate! ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  30. 30. Dependencies between teams create demand Product Strategy Kanban Adoptions Starts Here Customers Demand App Dev 1 App Dev 2 App Dev 3 Demand Service Demand Platform Development Viral Spread ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  31. 31. Demarkate waiting area(s) for external dependencies 3 4 5 4 Input Queue Analysis In Prog Done Dev Ready Development In Prog Done 2 Build Ready 2 = 20 total Test Release Ready ... Waiting on External Group Dots denote clock Late against SLA ticking on SLA ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  32. 32. Emergence of Service-Oriented Organizational Structure •  Tag Work Items with Shared Resource Dependency o  o  Clearly mark as impeded Provides visibility onto the problem •  Provide shared resource with separate Kanban board/system o  Offer SLA and track while waiting o  Escalate late items using issue management system •  Treat Integration Items as Fixed Date class of service o  Base fixed date on planned integration point ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  33. 33. Each team that receives demand from another treats them as a customer and designs a service to supply them (from first principles) ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  34. 34. Symptoms of organic scaling Flatter structure- Exit of PM Executive Expectation- Focus on the system 4 teams inter operating with SLEs Business – Focus on the system Shared Resources Contagious Exit of 1 PM, repurposing of other team members- Some protections for the team •  Management •  •  •  •  •  •  •  ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  35. 35. Why it was a good fit •  Does not demand •  Team owned •  Respects roles, functions and realizes real incremental, realistic, sustainable growth •  Visualization of inventory, waste, value, progress •  Low costing enforcement of policy •  Keeping business and teams honest-Effectively balances demand and capacity •  Focus away from proxies and getting close to actuals •  Real cross functions •  Jinka Gudoki Kaalu Ethi Chuupichindanta ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  36. 36. Following Data from Kanban at Scale Instance in Seimen’s HealthcareDan Vacanti ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  37. 37. ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  38. 38. CFD at story level ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  39. 39. ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  40. 40. ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  41. 41. Benefits of Kanban Systems… Visibility Eliminates overburdening Reduces or eliminates multi-tasking Controls or eliminates interruptions, disruptive task-switching and variability Shorter lead times Better quality Deferred commitment ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  42. 42. …and the Results it Produces Improved predictability Improved business agility - more frequent selection & commitment, more frequent delivery, short lead times Improved governance & risk management Adaptive capability – the ability to evolve processes & workflows in response to a changing external environment ajay@codegenesys.com @ajrdy @scrumdo @codegenesys
  43. 43. Thank you Training events: codegenesys.com/events/ Careers: codegenesys.com/jobs/ ajay@codegenesys.com @ajrdy @scrumdo @codegenesys

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