This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
Key Note - Devlin 2013 - No crystal ball gazing - The Pragmatism of The Kanba...David Anderson
The Kanban Method is based in the philosophy of pragmatism. Kanban encourages you to use facts and actual data to make decisions and plans. This approach improves risk management and business outcomes
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
Key Note - Devlin 2013 - No crystal ball gazing - The Pragmatism of The Kanba...David Anderson
The Kanban Method is based in the philosophy of pragmatism. Kanban encourages you to use facts and actual data to make decisions and plans. This approach improves risk management and business outcomes
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
20190110 LeanKanban Meetup Story Splitting and Automated TestingCraeg Strong
Kanban Intersections with XP practices
Lean and Kanban are not ends in themselves; they are great for shining a light on bottlenecks and enabling an efficient flow of work to deliver business value. But how do we deal with those bottlenecks, anyway? How can we prevent them in the first place? How can we analyze our requirements better so we can understand the business value that we are supposed to be delivering?
This is where good XP Practices come in!
We will talk about story splitting and test automation.
With lots of examples and lessons learned to share, we hope to spark a lively discussion.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
20190110 LeanKanban Meetup Story Splitting and Automated TestingCraeg Strong
Kanban Intersections with XP practices
Lean and Kanban are not ends in themselves; they are great for shining a light on bottlenecks and enabling an efficient flow of work to deliver business value. But how do we deal with those bottlenecks, anyway? How can we prevent them in the first place? How can we analyze our requirements better so we can understand the business value that we are supposed to be delivering?
This is where good XP Practices come in!
We will talk about story splitting and test automation.
With lots of examples and lessons learned to share, we hope to spark a lively discussion.
Key note - Lean Kanban Central Europe 2013 - Kanban & Evolutionary ManagementDavid Anderson
Exploring how Kanban can be used to improve the fitness for purpose of an organization. Comparing the development of Kanban with the journey of Bruce Lee as he rebelled against traditional Chinese martial arts teaching and developed his own "way without way."
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
My latest key note providing an overview of the Enterprise Services Planning (ESP) vision, together with the first public release of the 2nd edition of the Kanban Method (Kanban 2.0). The power in ESP is in its simplicity! Lean Kanban - power in simplicity! Lean Kanban - the alternative path to agility!
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
Key note - Lean Kanban Central Europe 2012 - Managing a Risky Business - Unde...David Anderson
Using Kanban to improve Risk Management inside creative knowledge worker industries. This talk takes a first look kanban system liquidity as a measure of predictability and reliability of service delivery. [The liquidity section of this talk was updated and improved at Lean Kanban North America 2013]
Key Note - Stop Starting, Start Finishing 2013 - Aligning Creative Work with ...David Anderson
Using qualitative risk assessment frameworks to understand business risk in demand for creative knowledge work, and assessing demand mix against system capability. Or "Why you may be doomed before you start!"
Key Note - Lean Kanban Central Europe 2011 - Predictability & Measurement wit...David Anderson
Which metrics do you use with Kanban? How do you plan and management large projects with Kanban? How has Kanban enabled the concept of "No Estimates" or the use of probabilistic forecasting?
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
OOP 2012 - Kanban at Scale and why traditional approaches set you up for failureDavid Anderson
Understanding variability in typical knowledge work activity such as software development. Planning large projects using probabilistic forecasting and modeling. Implementing with Kanban. Presented privately in Lisbon, Portugal, adapted from a key note at OOP 2012 the same month
Modern Management Methods Netherlands 2013 Opening Remarks - Why Modern, Why ...David Anderson
"Modern" has a meaning in liberal arts. It means that a discontinuous innovation causes the form of the medium to change. The Modern Management Methods conferences hope to highlight new methods of management that represent a new form of the art. These new methods are enabled by new technology from the humble Post-It Note to sophisticated software solutions
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JO...Lean Kanban Central Europe
We have to stop adopting defined processes (or methodologies as they known in the IT business). Instead we need to look to adopt a new style of management that encourages an adaptive capability to emerge in our organizations. This talk will look at Bruce Lee‘s rejection of patterned styles of Chinese Martial Arts and emergence of his Jeet Kune Do approach and compare it to the emergence of the Kanban Method. The talk will illustrate how to use fitness criteria metrics aligned to customer desires to manage an organization that is continually evolving its workflows to improve service delivery and customer satisfaction.
Key Note - SEPG 2013 - Kanban and the End of MethodologyDavid Anderson
This presentation looks at Alistair Cockburn's claim that software development methodologies are losing mind share to adaptive frameworks of which he considers the Kanban Method to be one. It also introduces an analysis of Bruce Lee's journey developing his own style of Chinese martial arts training and compares it with the journey David J. Anderson has taken developing the Kanban Method
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014LeanKit
Chris Hefley, CEO of LeanKit, gives this presentation at the 2014 Gartner PPM & IT Governance Conference on Lean & Kanban-An Alternative Path to Agility.
Agile concepts for quality and process engineers for slideshareYuval Yeret
Excerpt from a session introducing agile concepts for a group of quality engineers in a big enterprise undergoing an agile transition.
The aim was to expose Quality/Process engineers to the concepts of agility and emphasize the impact on process/methodology development, the approach of evolution vs big design up front and its impact on their work. I used a lot of the classic agile examples (a lot of them by Henrik Kniberg) and adjusted for the development of methodology, to show that actually the agile approach should be discovered using an agile process.
Also covers some complexity thinking aspects.
And of course - this is not limited to methodology for IT/product development, but to many kinds of change management.
So you’ve optimized Kanban at the team level but true to the Theory of Constraints its uncovered new challenges. Cross team dependencies block progress for one team at the expense of another. Individual backlogs create competing priorities for critical resources. Roadmaps for what to work on next are out of date before you can hit print.
Sounds like you need to expand your Kanban. While this may seem like the solution to all the same problems you had at the team level, lets dig into what patterns are different at the portfolio level. Soloed team expertise, fear and hidden work, lack of visibility across projects, and optimization for one problem without regard for another. But as the system matures you will see status meetings disappear, impromptu gatherings around the board, organizing around the highest priority work and more informed decision making.
You aren’t the first organization to be here, so let's break down what you can expect along the way.
Shortest possible definition of Kanban lkuk13Andy Carmichael
This presentation from the Lean Kanban UK Conference in London, 2013, was a challenge to summarise the essence of the Kanban methodthe same definition to apply at multiple scales from personal through to portfolio Kanban.
The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face.
Dealing with Shifting Priorities using Lean/Kanban Flow, WIP Limits and Capac...AgileSparks
Many teams suffer from due to conflicting priorities. When today's priority one usurps yesterday's priority one, expensive context switching becomes a problem.
Operations teams are especially hard hit by shifting priorities because of increased variability from supporting ongoing development of new projects while maintaining features & apps in production. Add in unplanned work and security issues and we have a battle between getting new features delivered or keeping production stable. Hence the dilemma DevOps is working to solve.
Dominica will talk about how Dev and Ops teams can use use a Lean flow Kanban approach to limit work-in-progress and allocate capacity for the nature of the demand as a way to address and improve prioritization issues and context switching.
Introduction to kanban calgary .net user group - feb 6Dave White
February 6, 2013 Calgary .NET User Group Lunch Seminar series - An introduction to Kanban presented by Dave White of Imaginet (http://www.imaginet.com) and board member at Lean Kanban University (http://www.leankanbanuniversity.com)
WebCamp: Project Management Day: World of Agile: Kanban - Евгений АндрушкоGeeksLab Odessa
World of Agile: Kanban
Евгений Андрушко
Project Manager at Softserve
- Что общего между садом сакуры и тойота?
- Какую методологию выбрать на Вашем проекте?
- Реальная практика примения Kanban SDLC.
- Kanban kick-start.
- Kanban vs Iterative agile.
- Софт для Agile: Lean Kanban vs Jira vs Trello.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
Similar to TOCPA 2013 - Towards a Framework for Managing Knowledge Work (20)
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
An understanding of sociology and social psychology was the differentiator for Agile software development methods. This talk looks at how Kanban can be used for social engineering to improve innovation and trust, and how an understanding of sociology was used to design the Kanban Method and shape the community that advocates it.
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - Understanding Fitness for Purpose, Aligning Capabil...David Anderson
This is an update to my Modern Management Methods 2014 talk in San Francisco. It includes an example kanban system based on lead time distribution and demand analysis.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Search Disrupted Google’s Leaked Documents Rock the SEO World.pdf
TOCPA 2013 - Towards a Framework for Managing Knowledge Work
1. Towards a
framework for
managing
knowledge work
How TOC influenced my
thinking …
Presenter
David J. Anderson
TOCPA
Utrecht
Netherlands
November 2013
Release 1.0
dja@leankanban.com @lkuceo
And where it didn’t!
Copyright Lean Kanban Inc.
2. How I got into this…
• Published in 2003
• Synthesized
• Feature-Driven
Development
• Lean Product
Development
• TOC
•
•
•
•
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
Five Focusing Steps
DBR
Throughput Accounting
TDD
3. Futility
• I was writing the wrong book
• Lots of (I believed at the time) logically correct,
valid guidance but likely to be almost impossible
to implement
• Humans resist change!
• Installing methodologies (defined or designed
processes) meets with resistance
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
4. My Evolutionary Epiphany
• What was needed was a “start with what you do
now” approach – an evolutionary approach
• An approach where consensus could be formed
around the no.1 problem and what to do about it
• Theory of Constraints and its Five Focusing
Steps provided such a method
• Identify the bottleneck (with consensus)
• Agree (collaboratively) what to do about it
• Resistance (if any) is minimized!
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
6. Motivation for the Kanban Method
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
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.
• 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
* Value stream mapping, ** Theory of Constraints Thinking Processes
***either an internal process group or external consultants
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
8. Daniel Kahneman has given us a simple model for
how we process information
Learning from
theory
Learning by
Experience
SLOW
FAST
But fast to learn
But slow to learn
System 1
Sensory Perception
Pattern Matching
dja@leankanban.com @lkuceo
Daniel Kahneman
Copyright Lean Kanban Inc.
System 2
Logical Inference
Engine
9. 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
Daniel Kahneman
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
Carbon-based
life form
10. 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
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
11. TOC Observation #1
• Thinking Processes represent managed change
with a transition initiative
• Despite all the counter-measure considerations
with negative branches the “designed
destination” process changes are likely to invoke
(passive-aggressive) resistance amongst a
knowledge worker workforce
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
13. 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
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
14. 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
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
15. Water flows around the rock
“be like water”
the rock represents resistance
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
16. 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/
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
17. 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
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
18. The Kanban Lens
Kanban asks us to view the world of work through a
new lens
• Creative work is service-oriented
• Service delivery involves workflow
• Workflow involves a series of knowledge discovery
activities
Kanban would be less applicable if a serviceorientated view of work were difficult to conceive or
the work was sufficiently new that a definable series of
knowledge discovery activities had not emerged
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
19. 6 Practices Enable Process Evolution
The Kanban Method
Visualize
Limit Work-in-progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve Experimentally
(using models & the scientific method)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
20. Any WIP Limited Pull System will work
Bottleneck
(a) D-B-R
(b) CONWIP
(c) D-B-R + CONWIP
(“CapWIP”)
(d) Kanban
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
21. TOC Observation #2
• Arguing about which pull system is better is futile
for knowledge work
• Limiting WIP catalyzes conversations about
problems and how to improve (evolve)
• Limiting WIP also forces conversations about
what to…
• Work on now
• Leave until later
• Abandon altogether
• Limiting WIP forces real options theory thinking
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
23. Flow Efficiency
Dev
Ready
Ideas
Flow efficiencyDevelopment
measures the
Test
Ready
Testing
UAT
5
3
5
3
∞
percentage of total lead time
Ongoing
is spent actually adding Done
value
(or knowledge) versus waiting
Flow efficiency = Work Time
Flow efficiencies of 1-5% are
F commonly reported. *, ** P1
D
> 40% is good!
G
PB
I
GY
DE
Waiting Working
x 100%
Local
Multitasking means time spent
E in working columns is often
Cycle
waiting time
Working
Time
Waiting
Lead Time
* Zsolt Fabok, Lean Agile Scotland, Sep 2012, Lean Kanban France, Oct 2012
** Hakan Forss, Lean Kanban France, Oct 2013
dja@leankanban.com @lkuceo
∞
Lead Time
MN
AB
Waiting
Release
Ready
Copyright Lean Kanban Inc.
Waiting
24. Focus on Delay
• Eliminating sources of delay is the highest
leverage on improving the system
• Delay comes in both special cause (external)
forms such as vendor dependencies and
common cause forms such as queues and
buffers
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
25. Upstream Kanban Prepares Options
Pool
of
Ideas
Biz
Case
Dev
Requirements
Analysis
Ready
for
Engineering
∞
24 - 48
12 - 24
4 - 12
K
L
Min & Max limits
insure sufficient
options are always
available
Committed
4
Development
Testing
3
3
Ongoing
Done
Verification
J
I
D
F
Options
$$$ spent acquiring options
Committed Work
Reject
Abandoned
O
P
Q
Commitment point
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
26. Bottleneck should always be downstream of the
commitment point
Pool
Enginof
Ideas
eering
Ready
Ongoing
2
Pull
F
Development
Analysis
3
Done
Testing
3
Verification Acceptance
Ongoing
Done
Bottleneck workers should never be asked to
work on something that is optional and may be
discarded. This includes any risk analysis (or
estimation in legacy processes) that may be
D
P1
required to assess viability of an option
G
E
PB
GY
Reject
DE
MN
AB
Abandoned
Bottleneck should be here
I
Commitment point
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
3
27. Competing pressure of Last Responsible Moment
versus Upstream Bottleneck
There is a natural boundary
Pool
Enginbetween “the business” and the
eering
Testing
Analysis
Development
Ready
3
3 delivery/engineering function.
3
of
Ideas
Ongoing
Done
2
Ongoing
Done
Verification Acceptance
One generates options, the other
F
Keeping the bottleneck early in the workflow
converts options / delivers
means all downstream functions have slack
commitments
capacity. Reduces our need to manage WIP and
reduces negative effects of variability in demand
D
P1
G
GY
Different governance is required
E
PB
for each
DE
MN
AB
Bottleneck early in workflow
Last Responsible Moment
Commitment point
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
28. TOC Observation #3
• Our delivery/engineering function must be
capacity constrained, in comparison to…
• Our business function must generate excess
options. Options are discarded in proportion to
the risk & uncertainty in the business domain
• Upstream business function must have “slack”
capacity. This is used to generate options that
will be discarded
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
30. Variability in Delivery Rate (velocity)
• It is important to understand the role that delivery
rate plays in long term planning. However, it is not
useful for short-term goal setting due to extreme
variation
• Often velocity exhibits a +/-2x spread of variation
• As a result velocity cannot be used as a short-term
planning tool
See following examples
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
31. Velocity Variation
South African Team from 2011plotted per Sprint (2 weekly)
Mean 29, UCL (+1 sigma) 43 (+1.5x), LCL (-1 sigma) 15 (- 2x)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
32. DBA Team Velocity
90
80
Trend
70
60
50
Total Velocity
Small support tasks
40
30
Trend
20
10
(not included
in total velocity)
Week of Christmas
0
Mattias Skarin client based in Paris in 2009/2010, plotted weekly
Mean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
33. Investment Bank, London, Extreme Programming
Weekly Mean 10, Max = 16, Min = 6
Spread (+/- 1.6x)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
34. TOC Observation #4
• In as many of 90% of cases the bottleneck is
moving about on a day-to-day basis
• Playing “stop the bottleneck” whack-a-mole isn’t a
good use of managerial time and is frustrating for
workers
• Kanban systems solve this problem
• All we need to know is that the bottleneck is
downstream of the commitment point
• Selecting the commitment point is the valuable lever
rather than managing a bottleneck in a narrowly
defined activity
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
36. Evolutionary change has no defined end point
Initial
Process
Evaluate
Fitness
Roll
back
Evaluate
Fitness
We don’t know the
end-point but we do
know our emergent
process is fitter!
Evaluate
Fitness
Roll
forward
Evolving
Process
Evaluate
Fitness
Evalua
Fitnes
Future process is
emergent
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
37. Institutionalize feedback systems to enable
evolutionary change
Operations
Review
System
Capability
Review
Standup
Meeting
manager to subordinate(s)
(both 1-1 and 1-team)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
38. Fitness criteria are metrics that evaluate
capabilities external stakeholders care about
• If we have a service-oriented view of the
world, and want to evaluate service delivery then
we already know what customers care about
•
•
•
•
Lead time
Quality
Predictability
Safety (or conformance to regulatory reqs)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
39. If we order a pizza we know what we care about…
• Fast delivery
• lead time from order to
delivery
• Accuracy and quality
• Pepperoni not Hawaiian
• Still warm on delivery
• Predictable Delivery
• If they say “ready in 30
minutes”, we want delivery in
25-35 minutes
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
40. Disintermediate!
Risks, fitness criteria & classes of service should
be explicit & transparent
Operations
Review
Lead time
Quality
Predictability
Expose risk, classes of
service & fitness criteria
at all 3 levels of
Lead time
Quality
feedback
System
Capability
Review
manager to subordinate(s)
(both 1-1 and 1-team)
dja@leankanban.com @lkuceo
Predictability
Standup
Meeting
Copyright Lean Kanban Inc.
Lead time
Quality
Predictability
41. Kanban viewed through a Cynefin*work types
Multiple Lens
Ordered
Kanban systems alone
Unordered
aren’t enough in the
unordered domain
domains
Pragmatic
Holistic
Philosophy
Probabilitic
Quantum
Mechanics
Multiple classes of
domains
service
Complex
Kanban
Method
Emergent Practices
Complicated
Deep
Kanban
Good Practices
System Single work type
Enlightenment
Reductionist
Philosophy
Single class of service
disorder
Chaotic
Kanban
Method
Novel Practices
Not
Applicable
*http://en.wikipedia.org/wiki/Cynefin
dja@leankanban.com @lkuceo
Simple
Simple
Kanban
Best Practice
System
Copyright Lean Kanban Inc.
Deterministic
Newtonian
Physics
42. TOC Observation #5
• TOC’s Five Focusing Steps are a Complex
Domain approach
• Thinking Processes are an unordered
domains, reductionist approach
• Reviving a deep interest in Five Focusing Steps
and an evolutionary approach is vital if TOC is to
be relevant for managing knowledge work
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
43. Other TOC concepts I’ve tried and
discarded
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
44. Critical Chain
• In software development chains were often
arbitrary
• I was serving the method, not it me
• Estimation is speculative
• Decomposition is reductionist
• Hedging for common cause variability meant
buffers were too large!
• Stakeholders only willing to accept 10-15% project
buffer
• Mathematics suggested ~50-67% buffer required
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
45. Throughput accounting
• Time on the bottleneck requires speculative
estimation
• Reductionist
• Not pragmatic
• Bottleneck workers have to estimate future
optional work
• Disruptive
• Doesn’t exploit the bottleneck
• Core conflict!
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
46. TOC Observation #6
• Developing the Kanban Method has been an
evolutionary, experimental process
• Much of what has survived & thrived as
concepts is counter-intuitive
• Analogous mapping of practices from other
domains such as manufacturing has proven
dangerous or fruitless
• Dogmatic attachment to practices leads to
dissonance and denial of actual observations
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
48. Differentiators of the Kanban Method
•
•
•
•
Pragmatic
Probabilistic
Evolutionary/Emergent
Service-oriented
• Not project oriented
• Kanban Method is designed for complex domain
problems
• If humans are involved the domain is complex
• System 1 always wins a cognitive discipline dispute
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
49. A future for TOC in knowledge worker industries
• Too much of TOC assumes silicon-based life
forms in the workplace
• Sort the pragmatic, probabilistic and
evolutionary techniques from the reductionist
and speculative techniques
• Amplify the Five Focusing Steps and other work
that applies to the complex domain
• Ray Immelman’s work on tribalism embraces the
complex nature of humans
• It embraces that System 1 is in charge
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
51. 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.
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).To get from A to B, a change agency* will guide a transition initiative to install destination B into the organization.*either an internal SEPG or external consultants
The reason is people resist change. The traditional change model would work perfectly well with silicon-based life forms because the benefits could be argued and agreed with logical. But carbon-based life forms resist change because they don't process it logically but with their sensory perception, their emotional intelligence, the older brain function Daniel Kahneman calls "system 1".
The reason is people resist change. The traditional change model would work perfectly well with silicon-based life forms because the benefits could be argued and agreed with logical. But carbon-based life forms resist change because they don't process it logically but with their sensory perception, their emotional intelligence, the older brain function Daniel Kahneman calls "system 1".
New roles (defined in the methodology) attack their identityNew responsibilities using new techniques & practices attack their self-esteem and put their social status at riskStatistically, most people resist most change because individually they have more to lose than to gain. Probabilistically, it is safer to be conservative and stick to current practices and avoid shaking up the current social hierarchy. Only the brave or the reckless will pursue grand changes.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working - a new methodology. It does this because it is better to avoid resistance than to push harder against it.The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. The Kanban Method catalyzes improvement through the use of kanban systems and visual boards (also known as "kanban" in Chinese and in Japanese when written with Chinese characters). It is from the use of kanban that the method takes its name, but it is just a name. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement. It is a method without methodology.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working - a new methodology. It does this because it is better to avoid resistance than to push harder against it.The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. The Kanban Method catalyzes improvement through the use of kanban systems and visual boards (also known as "kanban" in Chinese and in Japanese when written with Chinese characters). It is from the use of kanban that the method takes its name, but it is just a name. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement. It is a method without methodology.
Bruce Lee was a philosopher. He majored in philosophy at the University of Washington, Seattle. His own personal philosophy was heavily influenced by Taoism and Buddhism. He brought this philosophy to his interpretation of Kung Fu and the heart of JeetKune Do.One of his key teachings was "to be like water". Water flows around the rock. The rock represents resistance - in fighting, the resistance is from the opponent.
In change management, resistance is from the people involved and it is always emotional.To flow around the rock, we must learn how to avoid emotional resistance.
Kanban, like JKD, _is_ based on simple principles. As already described, these are: service-orientation service delivery involves workflowand work flows through a series of information discovery activitiesThese principles give us a lens through which to view knowledge work activities and some clues as to the applicability of Kanban. Kanban would be less applicable if a service-orientated view of work were difficult to conceive or the work was without a definable workflow.
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).To get from A to B, a change agency* will guide a transition initiative to install destination B into the organization.*either an internal SEPG or external consultants
Kanban closes the learning loop using 3 feedback mechanisms:the standup meeting in front of the kanban boardthe manager to subordinate meetings (both 1-1 and 1-team)the operations review meetingIronically, these have come to known as the Kanban Kata. Ironic because Lee was opposed to Kata as they normally represent an open loop system without learning.
If we order a pizza we want it quickly. We want it to be accurate – if we order a pepperoni, we don’t want a hawaiian. And we want predictability of delivery. If they say they’ll be there in 30 minutes, we expect delivery in 25-35 minutes. And we want the pizza to be still warm.
Kanban closes the learning loop using 3 feedback mechanisms:the standup meeting in front of the kanban boardthe manager to subordinate meetings (both 1-1 and 1-team)the operations review meetingIronically, these have come to known as the Kanban Kata. Ironic because Lee was opposed to Kata as they normally represent an open loop system without learning.