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Deep Kanban      OpenCage.infoa biased and opinionated participant in the path                        towards synergy
About meKurt HäuslerFrom New ZealandLives and works inGermanyNot currently aconsultant
About meBScCSMCSPMScPSM IKCP
Outline Central themes Definitions The story Conclusion Ask questions at any time
Central ThemesKanban appears differently to trainersand practitioners
Central ThemesA high-trust culture might notnecessarily emerge, especially if anyonethat cares about things like that feel...
Central ThemesHow to reconcile Kanban with its placein a larger context of change, orreconciliation in general
DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
The Marshall Model
The Marshall ModelGives us a vocabularyUseful for Kanban buy-inUseful as model in the application of the6th core practice
Rightshifting“Improving the effectiveness ofknowledge-work businesses.”Implies culture change via thinkingdifferentlyThere...
Analytic vs Synergistic   Bad old thing         Good new thing Low trust culture      High trust culture     Theory X     ...
RightshiftingA modern healthy culture for product developmentand knowledge work doesn’t appear by magicYou need internal c...
DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
Deep Kanban1. Visualise2. Limit WIP3. Manage flow4. Make Policies Explicit5. Implement Feedback Loops6. Improve Collaborati...
Kiviat Charts
DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
ParticipantsManagersWorkersInternal Culture HackersExternal ConsultantsKanban Itself
ManagersLikely to posses an analytic set of thinking toolsBiased to left-driftMay prefer driving change rather then beingc...
WorkersUnaccustomed to owning processMay have internal bias to left-drift,neutrality or right-shift.Bias likely not realiz...
Internal Culture HackersBiased to right-shiftMay be managers or workersLikely in the minorityMay be responsible for advoca...
External ConsultantsPossibly an internal bias to right-shiftDepend on management for funding
The Kanban SystemExhibits characteristics that qualify it as aparticipantImposes pullVia WIP limits, imposes things like k...
DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
Biased and OpinionatedAnalytic          SynergisticLow-Trust          High-Trust
Culture   TraditionalHacker    Management
KanbanCoach     Traditional          ManagementKanban Itself
KanbanCoach     Traditional          ManagementKanban Itself
KanbanCoach     Traditional          ManagementKanban Itself
KanbanCoach     Traditional          ManagementKanban Itself
It Is ComplicatedKanban (pull and WIP limits) will result insituations that compel changeThese changes could be analytic/l...
KanbanCoach     Traditional          ManagementKanban Itself
KanbanCoach     Traditional          ManagementKanban Itself
There is so much momentumbehind the prevailing analyticmindset that neutrality seems    like a losing strategy.
But David Said...WHAT KANBAN COACHESDO, AND DON’T DO:  Stop Advocating! Stop  Evangelizing! Observe  Instead  There Is No ...
He also said:Leadership is the magic ingredient
The idea seems to be:Start where you startJust add the Kanban magic sauceIf you were advocating change beforeKanban, then ...
My issues with that are...It assumes we are introducing Kanban for its ownsake, and not as a tool to support a wider initi...
The StoryIntroduction of Kanban at a medium sizedGerman software companyAlso subject of my MSc dissertationDoes NOT descri...
“well we only have Theory X people around here”   “does that mean Agile is not suitable?”
The Product10 year old client-server product~1,000,000 LOCC++, SQL, C#
The CustomersA handful of larger “project customers”A large number of smaller customers
The Nature of DemandNew development projectsChange requestsBugs
The DepartmentsProject, SalesDevelopment
Pre-HistoryCowboy-codingXP-butAutomated TestsScrum
2009I joinedSuggested Kanban at a releaseretrospectiveGave a presentation on Agile, Lean,Scrum and Kanban
2010My focus on improving Scrum, mainly bypushing for cross functional teams andbacklog groomingStarted my dissertation wi...
The WorkshopHeld in February 2011With external consultantsLearn about Kanban and decide if wewant to do it
Goals of Most Participants Better quality Better maintainability
My GoalsBetter cultural and psychologicalenvironmentBetter motivationBetter communication and collaborationbetween project...
The Consultants Suggested Shorter time to market Increased throughput
What We Settled OnIncreasing Throughput
Further DetailsFocus on mechanics of KanbanScrum“Kaizen”
The Kickoff MeetingHeld 2 weeks after the workshop on Feb28thPlan to start with Kanban the followingday!
PreparationProject department VSMDevelopment department concerned withestimation and bug-fixing
The Kickoff MeetingBalancing new development andmaintenanceSwimlanes?Identified 11 process steps and suggestedWIP limits si...
WIPCurrent WIP was 315We decided on a limit of 108
One of the Initial Designs                        Column                         WIP Limit  Understand and Assess         ...
First Few WeeksSplit into 2 systems, New Developmentand MaintenanceEach “feature” is a project of around20-30 storiesTotal...
Other CalculationsExcluding buffers like Offer and ProductBacklog: 40 stories per personWorking backwards from sensible 2s...
CFD New Development
Types of ChangesOptimizations to Kanban itselfAddressing the symptoms but notchanging the underlying systemActual system i...
CFD for Maintenance
ObservationsProject and Development departmentsworking together ok, but less “agile”. Projectculture dominates.The board i...
The First RetrospectiveBatch SizeStill no measurable lead time for eitherNew Development or MaintenanceGlobal WIP
The First RetrospectiveManagement reported that“development” must be a problembecause cards move quicker through theother ...
My Suggestion
Maintenance Statistics               WIP Lead Time   ThroughputEstimate/Target 100   20           5    Actual      85    4...
New Development Statistics               WIP Lead Time   ThroughputEstimate/Target 180   275         0.65    Actual      1...
3-Day Workshop with David Initial focus on culture I somehow got diverted towards the “metrics” David’s workshop got me ba...
2nd RetrospectiveDevelopers lament: “It just feels like acontinuous stream of work. We miss projects”Managers lament: “We ...
I SuggestedMore AgilityI called it “reintegrating Scrum”Cross-functional teams, delivering smallenough stories that they c...
The ScrumMaster Suggested Cross functional teams specializing on sub-domains
What We Committed ToA more formal approach to projects andplanningA more formal “quality gate” approachTeams specializing ...
What Management Decided to             ImplementA more formal approach to projects andplanningA more formal “quality gate”...
Other ObservationsPush rather than pullConflict and stress over WIP limits anddeadlinesNo tolerance or acceptance of slack ...
The RealizationManagement continue to work and thinkthey way they always did. Since before,and during Scrum, and now with ...
ExampleA glimmer of hope extinguished
ConclusionReconciling neutralityT much focus on the easy bits ooKanban as a tool for disruptive culturehacking
Reconciling NeutralityExternal Consultants vs Internal CultureHackersStrategy vs TacticsMechanics / easy-bits vs larger mi...
Shift Focus Towards the Hard Bits Current focus on principles and practices good for training and initial system design De...
One of Our Current Best Hopesfor the Future of the WorkplaceWe have a chance here to really change theworldThere is a lot ...
More Infohttp://kurthaeusler.wordpress.com@Kurt_Haeuslerhttp://flowchainsensei.wordpress.com/rightshifting/http://www.stoos...
Deep Kanban - a biased and opinionated participant in the path towards synergy
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Deep Kanban - a biased and opinionated participant in the path towards synergy

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This was my talk at the Lean Kanban Netherlands 2012

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Deep Kanban - a biased and opinionated participant in the path towards synergy

  1. 1. Deep Kanban OpenCage.infoa biased and opinionated participant in the path towards synergy
  2. 2. About meKurt HäuslerFrom New ZealandLives and works inGermanyNot currently aconsultant
  3. 3. About meBScCSMCSPMScPSM IKCP
  4. 4. Outline Central themes Definitions The story Conclusion Ask questions at any time
  5. 5. Central ThemesKanban appears differently to trainersand practitioners
  6. 6. Central ThemesA high-trust culture might notnecessarily emerge, especially if anyonethat cares about things like that feelsobliged to express neutrality
  7. 7. Central ThemesHow to reconcile Kanban with its placein a larger context of change, orreconciliation in general
  8. 8. DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
  9. 9. The Marshall Model
  10. 10. The Marshall ModelGives us a vocabularyUseful for Kanban buy-inUseful as model in the application of the6th core practice
  11. 11. Rightshifting“Improving the effectiveness ofknowledge-work businesses.”Implies culture change via thinkingdifferentlyThere is a tendency to left-drift
  12. 12. Analytic vs Synergistic Bad old thing Good new thing Low trust culture High trust culture Theory X Theory YExtrinsic motivation Intrinsic motivation Focus on cost Focus on value Management FellowshipSingle loop learning Double loop learning
  13. 13. RightshiftingA modern healthy culture for product developmentand knowledge work doesn’t appear by magicYou need internal change agents or culturehackers, biased towards freeing knowledgeworkers to delight customersPath towards synergy: rightshifting from analyticto synergistic
  14. 14. DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
  15. 15. Deep Kanban1. Visualise2. Limit WIP3. Manage flow4. Make Policies Explicit5. Implement Feedback Loops6. Improve Collaboratively, Evolve Experimentally (using models and the scientific method)
  16. 16. Kiviat Charts
  17. 17. DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
  18. 18. ParticipantsManagersWorkersInternal Culture HackersExternal ConsultantsKanban Itself
  19. 19. ManagersLikely to posses an analytic set of thinking toolsBiased to left-driftMay prefer driving change rather then beingchangedHold purse-stringsHave momentum behind decision making
  20. 20. WorkersUnaccustomed to owning processMay have internal bias to left-drift,neutrality or right-shift.Bias likely not realized externally
  21. 21. Internal Culture HackersBiased to right-shiftMay be managers or workersLikely in the minorityMay be responsible for advocating or“coaching” Kanban
  22. 22. External ConsultantsPossibly an internal bias to right-shiftDepend on management for funding
  23. 23. The Kanban SystemExhibits characteristics that qualify it as aparticipantImposes pullVia WIP limits, imposes things like kaizen,slack and/or swarming
  24. 24. DefinitionsDeep Kanban - a biased and opinionatedparticipant in the path towards synergy
  25. 25. Biased and OpinionatedAnalytic SynergisticLow-Trust High-Trust
  26. 26. Culture TraditionalHacker Management
  27. 27. KanbanCoach Traditional ManagementKanban Itself
  28. 28. KanbanCoach Traditional ManagementKanban Itself
  29. 29. KanbanCoach Traditional ManagementKanban Itself
  30. 30. KanbanCoach Traditional ManagementKanban Itself
  31. 31. It Is ComplicatedKanban (pull and WIP limits) will result insituations that compel changeThese changes could be analytic/low-trust orthey could be synergistic/high-trustAnalytic changes tend to conflict with pull andWIP limits, (and may threaten the sustainabilityof Kanban itself).
  32. 32. KanbanCoach Traditional ManagementKanban Itself
  33. 33. KanbanCoach Traditional ManagementKanban Itself
  34. 34. There is so much momentumbehind the prevailing analyticmindset that neutrality seems like a losing strategy.
  35. 35. But David Said...WHAT KANBAN COACHESDO, AND DON’T DO: Stop Advocating! Stop Evangelizing! Observe Instead There Is No Judgment in Kanban Kanban consultants respect the current situation and do not pass judgment upon it.
  36. 36. He also said:Leadership is the magic ingredient
  37. 37. The idea seems to be:Start where you startJust add the Kanban magic sauceIf you were advocating change beforeKanban, then after Kanban you should stopitWatch Kanban do its magic
  38. 38. My issues with that are...It assumes we are introducing Kanban for its ownsake, and not as a tool to support a wider initiativeManagers accustomed to analytic thinking are notgoing read David’s blog, and do what they always didProgressive culture hackers with high-trust ideals aregoing read David’s blog and sit back and observeThis is not speculation, I have seen it occur
  39. 39. The StoryIntroduction of Kanban at a medium sizedGerman software companyAlso subject of my MSc dissertationDoes NOT describe a company thatactually reached “synergy” with deepKanban
  40. 40. “well we only have Theory X people around here” “does that mean Agile is not suitable?”
  41. 41. The Product10 year old client-server product~1,000,000 LOCC++, SQL, C#
  42. 42. The CustomersA handful of larger “project customers”A large number of smaller customers
  43. 43. The Nature of DemandNew development projectsChange requestsBugs
  44. 44. The DepartmentsProject, SalesDevelopment
  45. 45. Pre-HistoryCowboy-codingXP-butAutomated TestsScrum
  46. 46. 2009I joinedSuggested Kanban at a releaseretrospectiveGave a presentation on Agile, Lean,Scrum and Kanban
  47. 47. 2010My focus on improving Scrum, mainly bypushing for cross functional teams andbacklog groomingStarted my dissertation with little enthusiasmfrom the PMsThen the boss read an article about Kanban...
  48. 48. The WorkshopHeld in February 2011With external consultantsLearn about Kanban and decide if wewant to do it
  49. 49. Goals of Most Participants Better quality Better maintainability
  50. 50. My GoalsBetter cultural and psychologicalenvironmentBetter motivationBetter communication and collaborationbetween project and developmentdepartment
  51. 51. The Consultants Suggested Shorter time to market Increased throughput
  52. 52. What We Settled OnIncreasing Throughput
  53. 53. Further DetailsFocus on mechanics of KanbanScrum“Kaizen”
  54. 54. The Kickoff MeetingHeld 2 weeks after the workshop on Feb28thPlan to start with Kanban the followingday!
  55. 55. PreparationProject department VSMDevelopment department concerned withestimation and bug-fixing
  56. 56. The Kickoff MeetingBalancing new development andmaintenanceSwimlanes?Identified 11 process steps and suggestedWIP limits significantly below current WIP
  57. 57. WIPCurrent WIP was 315We decided on a limit of 108
  58. 58. One of the Initial Designs Column WIP Limit Understand and Assess 10 Analyze 10 Offer 50 Product backlog Prepare for Sprint Planing 8 Development including acceptance tests 8 Internal acceptance 8 Review, test, improve and integrate 4 Wait for Freeze Prepare for client release including documentation 20 Deployment 20 In production
  59. 59. First Few WeeksSplit into 2 systems, New Developmentand MaintenanceEach “feature” is a project of around20-30 storiesTotal WIP limit is equivalent to 5000stories, or 100 per person
  60. 60. Other CalculationsExcluding buffers like Offer and ProductBacklog: 40 stories per personWorking backwards from sensible 2stories per person implies total WIP limitof 100 stories, or 4 features.
  61. 61. CFD New Development
  62. 62. Types of ChangesOptimizations to Kanban itselfAddressing the symptoms but notchanging the underlying systemActual system improvements
  63. 63. CFD for Maintenance
  64. 64. ObservationsProject and Development departmentsworking together ok, but less “agile”. Projectculture dominates.The board is a hybrid of portfolio and teamlevel. Most activities left and right ofdevelopment are independent of feature“size”.
  65. 65. The First RetrospectiveBatch SizeStill no measurable lead time for eitherNew Development or MaintenanceGlobal WIP
  66. 66. The First RetrospectiveManagement reported that“development” must be a problembecause cards move quicker through theother columns, and linger in development
  67. 67. My Suggestion
  68. 68. Maintenance Statistics WIP Lead Time ThroughputEstimate/Target 100 20 5 Actual 85 40 2
  69. 69. New Development Statistics WIP Lead Time ThroughputEstimate/Target 180 275 0.65 Actual 105 350 0.3
  70. 70. 3-Day Workshop with David Initial focus on culture I somehow got diverted towards the “metrics” David’s workshop got me back on culture
  71. 71. 2nd RetrospectiveDevelopers lament: “It just feels like acontinuous stream of work. We miss projects”Managers lament: “We need more detailedplaning documentation.” Suggest a planningphase where we plan projects upfrontManagers also need: More control. Suggestmore formal sign-off between “phases”
  72. 72. I SuggestedMore AgilityI called it “reintegrating Scrum”Cross-functional teams, delivering smallenough stories that they can be deliveredin 30 days or less.
  73. 73. The ScrumMaster Suggested Cross functional teams specializing on sub-domains
  74. 74. What We Committed ToA more formal approach to projects andplanningA more formal “quality gate” approachTeams specializing on sub-domains (butmaybe not cross-functional)
  75. 75. What Management Decided to ImplementA more formal approach to projects andplanningA more formal “quality gate” approachTeams specializing on function
  76. 76. Other ObservationsPush rather than pullConflict and stress over WIP limits anddeadlinesNo tolerance or acceptance of slack orswarmingIncreasing time pressure from management
  77. 77. The RealizationManagement continue to work and thinkthey way they always did. Since before,and during Scrum, and now with KanbanCulture dominated by fear and mistrust
  78. 78. ExampleA glimmer of hope extinguished
  79. 79. ConclusionReconciling neutralityT much focus on the easy bits ooKanban as a tool for disruptive culturehacking
  80. 80. Reconciling NeutralityExternal Consultants vs Internal CultureHackersStrategy vs TacticsMechanics / easy-bits vs larger mission
  81. 81. Shift Focus Towards the Hard Bits Current focus on principles and practices good for training and initial system design Description on the tin, less relevant for on- going change efforts at the coal face Even trainers should probably spend 5% on Kanban itself and 95% on “propaganda”
  82. 82. One of Our Current Best Hopesfor the Future of the WorkplaceWe have a chance here to really change theworldThere is a lot of momentum behind 19th centurymanagement, and neutrality wont beat itKanban should play the central role ineverything that the rightshifters and Stoosiansare trying to do
  83. 83. More Infohttp://kurthaeusler.wordpress.com@Kurt_Haeuslerhttp://flowchainsensei.wordpress.com/rightshifting/http://www.stoosnetwork.org

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