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14 things every agilist should know about kanban
This document discusses 14 things to know about Kanban. It introduces core Kanban concepts like managing flow rather than people, visualizing workflows, limiting work in progress, and using feedback loops. Kanban is presented as a way to introduce evolutionary change through continuous improvement. It can be applied at different levels from personal workflows to large organizations as a way to achieve scaled agility.
14 things every agilist should know about kanban
- 1. @xroadstree Kanban 14 Things EveryAgilist Should Know About Travis Birch
- 2. @xroadstree Travis Birch Partner, VPConsulting Services
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- 4. @xroadstree Customer Need Expressed Customer Need Fulfilled DeliveryUpstream Discovery Suggestions SynthesisAnalysis Ready to Start Test DeployReady to Commit BuildElaborate
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- 6. @xroadstree Customer Need Expressed Customer Need Fulfilled Suggestions Synthesis AnalysisReady to Start Test Deploy Delivery Ready to Commit BuildElaborate Service-Delivery System Upstream Discovery @DiscoveryKanban www.discovery-kanban.com @PatrickSteyaert
- 7. @xroadstree Customer Need Expressed Customer Need Fulfilled Suggestions Synthesis AnalysisReady to Start Test Deploy Delivery Ready to Commit BuildElaborate Service-Delivery System Upstream Discovery
- 8. @xroadstree Real Teams inthe Real World Are Part of Service Delivery Real Teams in the Real World
- 9. @xroadstree Customer Need Expressed Customer Need Fulfilled Suggestions Synthesis AnalysisReady to Start Test Deploy Delivery Ready to Commit BuildElaborate Service-Delivery System Upstream Discovery Real Teams in the Real World ?
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- 11. @xroadstree Your Organization isan ecosystem of interdependent services, a complex adaptive system. –Alexei Zheglov, LeanKanban Inc. @az1
- 12. @xroadstree You introduce aKanban system into it such that it is likely that the complex system is stimulated to improve. –Alexei Zheglov, LeanKanban Inc. @az1
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- 14. @xroadstree Transparency Balance Collaboration Customer Focus Flow Leadership Understanding Agreement Respect Start withwhat you do now Agree to pursue evolutionary change Encourage acts of leadership at all levels Understand & focus on customer needs & expectations Manage the work, let people self-organize around it Evolve policies to improve outcomes Visualize Limit WIP Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally Values Survivability Service-Orientation Sustainability Agendas Principles Practices –Anderson et al, LeanKanban Inc. The Kanban Method: Core Concepts
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- 16. @xroadstree Personal Kanban Backlog NextIn-progress Done B F D E C A 8 I H J G K 3 3 8 –Anderson et al, LeanKanban Inc.
- 17. @xroadstree Team Kanban Backlog NextIn-progress Done B F D E C A 8 I H J G K 3 3 E B O 8 –Anderson et al, LeanKanban Inc.
- 18. @xroadstree Protokanban ✓ Recognize thatyour work involves a flow of value from the request for an item to its delivery to your customer; ✓ Visualize the work and the process for delivering the work; ✓ Continually improve the process by applying the values, principles and practices; ✓ Characteristics of system barely different from starting point. –Anderson et al, LeanKanban Inc.
- 19. @xroadstree 6. Emergent KanbanMaturity
- 20. @xroadstree Decoupled Cadences &Constant WIP Backlog Committed In-progress Ready for Delivery Delivered B F D E C A 8 I H J G K E B O 6 8 CONWIP Replenishment Delivery –Anderson et al, LeanKanban Inc.
- 21. @xroadstree Discovery Kanban DeliveryKanban Pool of Ideas Risk Analysis Requirements Analysis Engineering Ready Committed Development Testing Ongoing Done Verify Done Q 3 F C A H I G K D E B E B O N M L JO P G 34 T RRRRRU RRRRR RRRRRS O 4-88-1616-32 8 B B T RRRRW RRRRX K Service Request Manager Service Delivery Manager –Anderson et al, LeanKanban Inc.
- 22. @xroadstree Visualizing Risk ina Portfolio Kanban Allocation of Personal Proposed Projects Projects-in-progress Strategic 40% Operational 30% Tactical 20% B F D E C A I H J G K % complete –Anderson et al, LeanKanban Inc.
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- 24. @xroadstree • Your Organizationis an ecosystem of interdependent services, a complex adaptive system. • You introduce a Kanban system into it such that it is likely that the complex system is stimulated to improve. • The Systems Thinking Approach to Introducing Kanban— STATIK—is how you can make such a transition more succesful. –Zheglov, LeanKanban Inc. @az1
- 25. @xroadstree STATIK 1. Fitness forpurpose 2. Sources of dissatisfaction 3. Sources of demand 4. Capability 5. Map the workflow 6. Classes of service 7. Design Kanban System 8. Socialize & rollout 9. Feedback Loops 10.Continue Service by Service The Systems Thinking Approach to Introducing Kanban –Anderson et al, LeanKanban Inc.
- 26. @xroadstree 8. Kanban ISScaled Agility
- 27. @xroadstree Kanban at Scale IN PROG DONE IN PROG DONE IN PROG DONE IN PROG DONE IN PROG DONE IN PROG DONE IN PROG DONE PROGRAM READY ANALYSIS/ REFINEMENT/ DESIGN DEVINTEGRATION RELEASE READY RELEASE BUSINESS LAUNCH • P.O.’S & KANBAN LEADS ALIGN • RELEASE READY FEATURE SIGNALS PULL • TECHNICAL LEADS ALIGN • CODE REVIEW • FEATURE REVIEW • CHILD STORIES ACCEPTED BY P.O. • APPROVED BY PROGRAM LEADERS (MDR + TC) • IMPLEMENTATION PLAN • RUN BOOKS • BUSINESS COMMUNICATION PLAN • MINIMUM VIABLE FEATURE SET COMPLETE • BUSINESS STAKEHOLDERS APPROVE MVP STAGES POLICIES A FEATURES PROGRAM WIP LIMIT = 4 FEATURE OPS ENABLER AUTOMATE + TECH DEBT DM ENABLER EXPEDITE WORK TYPES LEGEND C BBBBF FF F DE EE E C AAAA AB A A B E BC CE D D BIGGIE 2.2 MMF 1 FEATURE TEAMS ENABLEMENT TEAMS B
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- 29. @xroadstree Flow Systems “..work isa flow of value, whether continuous or episodic.” ‣ Kanban systems are flow systems of knowledge work. ‣ Work items flow through stages of knowledge generation and application. -Essential Kanban Condensed, Anderson & Carmichael
- 30. @xroadstree Knowledge Time Analysis Build Test Deploy Stages of KnowledgeDiscovery NOT Hand-offs @az1
- 31. @xroadstree Flow Systems ‣ Visualsignals limit WIP ‣ Commitment & delivery points ‣ Commitment point is preceeded by options ‣ Lead time - an item’s time between commitment & delivery points ‣ Customer lead time ‣ Deferred commitment -Essential Kanban Condensed, Anderson & Carmichael
- 32. @xroadstree 10. Manage Flow NOTPeople NOT Time Boxes
- 33. @xroadstree Manage Flow ‣ WIPlimits create pull systems. ‣ Resource utilization is a management blight. ‣ Pull systems relieve overburdening and enable focus on value delivery.
- 34. @xroadstree • Flow, notpeople, should be managed • Maximize delivery of value • Minimize lead times • Increase predictability • Reduce risk Manage Flow -Essential Kanban Condensed, Anderson & Carmichael
- 35. @xroadstree Cumulative FlowNumberofFeatures 0 13 25 38 50 Time 0 12 3 4 Released Test Development Committed Average System WIP Average Lead Time Average Test WIP New Features
- 36. @xroadstree 11. Classes ofService
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- 40. @xroadstree ‣ Strategy Review ‣Operations Review ‣ Risk Review ‣ Service Delivery Review ‣ Replenishment Meeting ‣ The Kanban Meeting ‣ Delivery Planning Meeting Cadences -Essential Kanban Condensed, Anderson & Carmichael Feedback Loops ‣ Strategy alignment ‣ Operational coordination ‣ Risk management ‣ Service improvement ‣ Replenishment ‣ Flow ‣ Customer Deliveries
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- 43. @xroadstree Evolutionary Change withKanban Performance Time Continuous Improvement
- 44. @xroadstree 14. You CanKanban Any Workflow
- 45. @xroadstree Customer Need Expressed Customer Need Fulfilled Kanban: Real ScaledAgility for Your Enterprise Suggestions Synthesis Analysis Ready to Start Test Deploy You can Kanban this Upstream Discovery Delivery Ready to Commit BuildElaborate Service-Delivery System You can Kanban this Real Teams in the Real World You can Kanban this You can Kanban this
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