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Kanban’s
Established Solutions for
Chronic Agile Pain Points
Help Specific Problems with Things We’ve Been Doing for Years...
Agenda
• A sincere question
• A brief reminder of the Kanban Method approach to change
• A look at one chronic pain point ...
Thousands of people
know about Kanban.
11/6/2019 steve@dja.com 3
How many of them know
all we can do for them?
11/6/2019 steve@dja.com 4
How do we get
their interest?
11/6/2019 steve@dja.com 5
How do we get
their interest?
11/6/2019 steve@dja.com 6
Transitioning &
Consolidating Practices
Let’s look briefly at one aspect of the Kanban Maturity Model
11/6/2019 steve@dja....
Each Maturity Level Has Two Sides
11/6/2019 steve@dja.com 8
11/6/2019 steve@dja.com 9
• Willingness
Let’s do something about it!
11/6/2019 steve@dja.com 10
Who is willing to ‘do something about it’?
https://twitter.com/davidjbland/status/5597929096590...
Advice from Customer Development friends:
11/6/2019 steve@dja.com 11
Start with understanding
the Problem Space first.
(Wh...
A Pain Point
11/6/2019 steve@dja.com 12
Dependencies
11/6/2019 steve@dja.com 13
How does Agile deal
with dependencies?
11/6/2019 steve@dja.com 14
Change things so one team
doesn’t have to rely on another.
11/6/2019 steve@dja.com 15
11/6/2019 steve@dja.com 16
• Imperfect organizational design based on component teams ( "bus
team", "analytics team", "And...
11/6/2019 steve@dja.com 17
Put all the skills you’ll ever
need in the same team
Scrum
11/6/2019 steve@dja.com 18
Fly everyone to the same
place for two days –
and bring miles of string.
SAFe
11/6/2019 steve@dja.com 19
11/6/2019 steve@dja.com 20
11/6/2019 steve@dja.com 21
Thin, vertical slices!
XP
11/6/2019 steve@dja.com 22
• Can you have a perfect organization design?
• Does your service have 100% authority to make d...
Kanban Approach to
Dependencies
11/6/2019 steve@dja.com 23
Basic Kanban Practices and Tools:
11/6/2019 steve@dja.com 24
• Swim Lanes
• Capacity Allocation
• Class of Service
Reduce ...
Observed
Capability
Demand
Customer Facing
Application Services
Internal Facing
Platform Services
Observed
Capability
Dema...
Observed
Capability
Demand
Service A
Service B
Observed
Capability
Demand
Calling
Service
Called
Service
(6)
(3)
Capacity ...
11/6/2019 steve@dja.com 27
BestDay Results:
Called Service
Unilaterally Implemented
Capacity Allocation and
Improved Fitne...
5 4 43 2 2
...Input
Queue
Dev
Ready In Prog DoneDoneIn Prog
DevelopmentAnalysis Build
Ready Test
Release
Ready
Waiting on
...
Other Pain Points
11/6/2019 steve@dja.com 29
Priorities
11/6/2019 steve@dja.com 30
Do you struggle to name
and maintain priorities?
11/6/2019 steve@dja.com 31
Don’t prioritize – Filter!
11/6/2019 steve@dja.com 32
Estimation or Forecasting
11/6/2019 steve@dja.com 33
Do you struggle to
forecast delivery dates?
11/6/2019 steve@dja.com 34
Don’t look into the crystal ball –
look at the record!
11/6/2019 steve@dja.com 35
Metrics
11/6/2019 steve@dja.com 36
Do your metrics reveal
risk and actionable data?
11/6/2019 steve@dja.com 37
Ask what customers care about!
11/6/2019 steve@dja.com 38
How do we get
their interest?
11/6/2019 steve@dja.com 39
How do we earn
their trust?
11/6/2019 steve@dja.com 40
11/6/2019 steve@dja.com 41
Earn trust: demonstrate
you understand the intent,
the desired outcome.
Steve McGee
11/6/2019 steve@dja.com 42
Earn trust: demonstrate
you understand the intent,
the desired outcome.
Steve McGee
Define the customer’s problem
and tell a story of how you will
help them solve it.
steve@dja.com 4311/6/2019
djaa.com/lkce
Special offer for the conference:
30% off registration by the end of November
11/6/2019 steve@dja.com 44
About
Steve McGee has 30 years of experience in
leadership and organization development, from
developing programs that tea...
11/6/2019 steve@dja.com 46
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LKCE19 - Steve McGee - Kanban’s Established Solutions for Chronic Agile Pain Points Help Specific Problems with Things We’ve Been Doing for Years

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For years Agile practices and methodologies have failed to adequately address legitimate management concerns: prioritization, dependencies, meaningful metrics, forecasting, and aligning specialist functions to deliver what customers request. Within the Kanban Method and the lesser-known Enterprise Services Planning (ESP) body of practices there are well-established solutions that have helped managers overcome these chronic problems. ESP is a collection of advanced practices to reach and maintain high levels of fitness-for-purpose. However there are simplified versions, based on the validated practices, than any Agile manager can use. We will look at one set of practices to address the dependencies pain point from a case study.

Agile’ s answer to dependencies has been to ‘thin slice’ or to ‘put all dependent skills in the same team.’ It’s answer to prioritization is ‘place responsibility on one person’ or ‘force stack ranking’ or ‘just do the weighted, shortest job first’. Agile metrics are not KPIs – doubling velocity would not be an improvement. For forecasting, it’s mostly smoke and mirrors with very low reliability. We will frankly look at why these popular Agile solutions don’t help managers. Then we will look simple approaches any manager can implement based on Kanban and ESP practices and how it overcomes these pain points. As a coach you will be prepared to learn more about how to start tackling these chronic issues for good. As a manager you will hear answers to your burning questions and know where to start looking for better help.

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LKCE19 - Steve McGee - Kanban’s Established Solutions for Chronic Agile Pain Points Help Specific Problems with Things We’ve Been Doing for Years

  1. 1. Kanban’s Established Solutions for Chronic Agile Pain Points Help Specific Problems with Things We’ve Been Doing for Years 11/6/2019 steve@dja.com 1 LKCE 2019 Hamburg Steve McGee CEO DJA School of Managment
  2. 2. Agenda • A sincere question • A brief reminder of the Kanban Method approach to change • A look at one chronic pain point Agile still struggles to relieve • A brief survey of some other pain points • At least one conclusion steve@dja.com 211/6/2019
  3. 3. Thousands of people know about Kanban. 11/6/2019 steve@dja.com 3
  4. 4. How many of them know all we can do for them? 11/6/2019 steve@dja.com 4
  5. 5. How do we get their interest? 11/6/2019 steve@dja.com 5
  6. 6. How do we get their interest? 11/6/2019 steve@dja.com 6
  7. 7. Transitioning & Consolidating Practices Let’s look briefly at one aspect of the Kanban Maturity Model 11/6/2019 steve@dja.com 7
  8. 8. Each Maturity Level Has Two Sides 11/6/2019 steve@dja.com 8
  9. 9. 11/6/2019 steve@dja.com 9 • Willingness Let’s do something about it!
  10. 10. 11/6/2019 steve@dja.com 10 Who is willing to ‘do something about it’? https://twitter.com/davidjbland/status/559792909659029504
  11. 11. Advice from Customer Development friends: 11/6/2019 steve@dja.com 11 Start with understanding the Problem Space first. (What are the Pain Points?) Sam MacAfee et al
  12. 12. A Pain Point 11/6/2019 steve@dja.com 12
  13. 13. Dependencies 11/6/2019 steve@dja.com 13
  14. 14. How does Agile deal with dependencies? 11/6/2019 steve@dja.com 14
  15. 15. Change things so one team doesn’t have to rely on another. 11/6/2019 steve@dja.com 15
  16. 16. 11/6/2019 steve@dja.com 16 • Imperfect organizational design based on component teams ( "bus team", "analytics team", "Android Team", “integration team”). It causes intensive fragmentation. • Incomplete cross-functionality (lack of one or more skills). • Unreasonable complicated architectural design ( f.e. "there are 256 systems in our organization"), which inhibits creation of cross- component and cross-functional Scrum Teams. ILLIA Pavlichenko Scrum.org: Why Dependencies Exist
  17. 17. 11/6/2019 steve@dja.com 17 Put all the skills you’ll ever need in the same team Scrum
  18. 18. 11/6/2019 steve@dja.com 18 Fly everyone to the same place for two days – and bring miles of string. SAFe
  19. 19. 11/6/2019 steve@dja.com 19
  20. 20. 11/6/2019 steve@dja.com 20
  21. 21. 11/6/2019 steve@dja.com 21 Thin, vertical slices! XP
  22. 22. 11/6/2019 steve@dja.com 22 • Can you have a perfect organization design? • Does your service have 100% authority to make decisions? • Think about design, usability, marketing, support. Customer delivery depends on start-to-finish, end-to-end flow. Vertical slicing is myopic. Is this realistic?
  23. 23. Kanban Approach to Dependencies 11/6/2019 steve@dja.com 23
  24. 24. Basic Kanban Practices and Tools: 11/6/2019 steve@dja.com 24 • Swim Lanes • Capacity Allocation • Class of Service Reduce the Risk of Delays
  25. 25. Observed Capability Demand Customer Facing Application Services Internal Facing Platform Services Observed Capability Demand Calling Service Called Service Calling vs. Called Service 11/6/2019 steve@dja.com 25
  26. 26. Observed Capability Demand Service A Service B Observed Capability Demand Calling Service Called Service (6) (3) Capacity Allocation Called Service Can “Do Something About It” 11/6/2019 steve@dja.com 26
  27. 27. 11/6/2019 steve@dja.com 27 BestDay Results: Called Service Unilaterally Implemented Capacity Allocation and Improved Fitness Criteria of Client
  28. 28. 5 4 43 2 2 ...Input Queue Dev Ready In Prog DoneDoneIn Prog DevelopmentAnalysis Build Ready Test Release Ready Waiting on External Group Late against SLA Dots denote clock ticking on SLA ∞8 Unbounded Queue When the called service becomes reliable & predictable, we can calculate a WIP limit for the dependency buffer Calling Service Can “Do Something About It” 11/6/2019 steve@dja.com 28
  29. 29. Other Pain Points 11/6/2019 steve@dja.com 29
  30. 30. Priorities 11/6/2019 steve@dja.com 30
  31. 31. Do you struggle to name and maintain priorities? 11/6/2019 steve@dja.com 31
  32. 32. Don’t prioritize – Filter! 11/6/2019 steve@dja.com 32
  33. 33. Estimation or Forecasting 11/6/2019 steve@dja.com 33
  34. 34. Do you struggle to forecast delivery dates? 11/6/2019 steve@dja.com 34
  35. 35. Don’t look into the crystal ball – look at the record! 11/6/2019 steve@dja.com 35
  36. 36. Metrics 11/6/2019 steve@dja.com 36
  37. 37. Do your metrics reveal risk and actionable data? 11/6/2019 steve@dja.com 37
  38. 38. Ask what customers care about! 11/6/2019 steve@dja.com 38
  39. 39. How do we get their interest? 11/6/2019 steve@dja.com 39
  40. 40. How do we earn their trust? 11/6/2019 steve@dja.com 40
  41. 41. 11/6/2019 steve@dja.com 41 Earn trust: demonstrate you understand the intent, the desired outcome. Steve McGee
  42. 42. 11/6/2019 steve@dja.com 42 Earn trust: demonstrate you understand the intent, the desired outcome. Steve McGee
  43. 43. Define the customer’s problem and tell a story of how you will help them solve it. steve@dja.com 4311/6/2019
  44. 44. djaa.com/lkce Special offer for the conference: 30% off registration by the end of November 11/6/2019 steve@dja.com 44
  45. 45. About Steve McGee has 30 years of experience in leadership and organization development, from developing programs that teach leadership and develop character, to creating, implementing and supervising staff training for leadership schools. Steve drives the development of programming and runs the David J Anderson School of Management. He is a co-author of the 2nd edition KMM book and developer of the Leadership extensions to the Kanban Maturity Model. He is co-author of The Silicon Valley Way, to help Japanese businesses implement innovation management practices to increase business agility. Steve is former president and director of events of the Bay Area Organization Development Network, and founding member of the Association of Change Management Professionals. He teaches courses in Seattle, Bilbao, and at customer sites. 11/6/2019 steve@dja.com 45
  46. 46. 11/6/2019 steve@dja.com 46

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