The document provides an overview of the Kanban Coaching Professional (KCP) Masterclass taught by LKU (David Anderson) from April 28 - May 2, 2014 and the Lean Kanban North America (LKNA) 2014 conference from May 5-8. It discusses topics from the KCP including the Kanban method overview, core practices, advanced topics, and a case study on capacity allocation. Photos and experiences from LKNA 2014 are also included along with recommended reading and references on Kanban.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
Introduction to Kanban for Knowledge Work: Kanban is emerging in Software Development and IT Operations as a method of improving transparency, predictability, and value. Learn how to get started with Kanban. See how Kanban can help you achieve the benefits of Pull, Value-Focus, and Capability-Improvement. Find out if Kanban is right for you.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
Introduction to Kanban for Knowledge Work: Kanban is emerging in Software Development and IT Operations as a method of improving transparency, predictability, and value. Learn how to get started with Kanban. See how Kanban can help you achieve the benefits of Pull, Value-Focus, and Capability-Improvement. Find out if Kanban is right for you.
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
Not sure which software development methodology is better, SCRUM or KANBAN? Our short webinar explains the similarities and differences between the two methods, as well as some advantages of both.
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.
Scrum with value streams - Can you finally get rid of waterfall thinking?Tasktop
Increasingly, DevOps is encouraging organizations to think holistically about the value streams of delivery. Make work visible and look to reduce waste. But agile and Scrum has taught us that complex problems require teams to self-organize, to 'scrum' to make progress. Does that mean that the value streams are continually changing? Does that mean that when you introduce value streams you remove the ability of the Scrum team to self-organize?
In this talk, Dave West Product Owner and CEO of Scrum.org and Mik Kersten CEO of Tasktop discuss the challenges of introducing value streams to a Scrum world and how you can balance flexibility with the structure to enable better flow and deliver more value to customers. They will discuss how to avoid Value-Waterfall-Stream to make sure your stream doesn't become a waterfall and provide a list of potential warning signs for when the process of value streams has become a way of re-introducing traditional waterfall thinking to your product delivery process.
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
Not sure which software development methodology is better, SCRUM or KANBAN? Our short webinar explains the similarities and differences between the two methods, as well as some advantages of both.
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.
Scrum with value streams - Can you finally get rid of waterfall thinking?Tasktop
Increasingly, DevOps is encouraging organizations to think holistically about the value streams of delivery. Make work visible and look to reduce waste. But agile and Scrum has taught us that complex problems require teams to self-organize, to 'scrum' to make progress. Does that mean that the value streams are continually changing? Does that mean that when you introduce value streams you remove the ability of the Scrum team to self-organize?
In this talk, Dave West Product Owner and CEO of Scrum.org and Mik Kersten CEO of Tasktop discuss the challenges of introducing value streams to a Scrum world and how you can balance flexibility with the structure to enable better flow and deliver more value to customers. They will discuss how to avoid Value-Waterfall-Stream to make sure your stream doesn't become a waterfall and provide a list of potential warning signs for when the process of value streams has become a way of re-introducing traditional waterfall thinking to your product delivery process.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"admford
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
Post-agile approaches - agile for the real world and how to avoid agile failureYuval Yeret
A session for an ILTAM forum in Israel - Agile is really great. Can it fail? Are failures due to mismatch of practices? principles? Only implementation details?
We will look at the strengths weaknesses opportunities threats related to the major agile frameworks as well as common failure modes and what to do about them
(the actual session includes case studies from audience and agilesparks experience)
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches.
Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement:
Understand the system
Manage the flow of value
Balance Demand and Capacity
Limit WIP to improve predictability
Find and address bottlenecks
Make Policies Explicit
Incremental improvement through experiment and measurement
Double loop learning (process improvement & product improvement)
Scale through the enterprise
More details:
https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset
Conference link: https://2019.agileindia.org
Using Lean and Kanban to Revolutionize Your OrganizationImaginet
With the introduction of Lean and Kanban into the software developments, teams are now starting to discover how to leverage these principles to revolutionize how they do business. Come find out how you can use Lean and Kanban together with Microsoft TFS to make dramatic improvements in your organization!
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Kanplexity - a jumping-off point for Cynefin using KanbanOrderly Disruption
Kanplexity - a jumping-off point for Cynefin using Kanban, a complexity expansion pack for Kanban. Kanban is based on Kanban Guide and Cynefin, with strong influences from various communities. Kanplexity has a direction of travel, a team or crew, a guide, an orientation reference, a rhythm of interactions, and guidance for multi-team/crew patterns and agile products & projects.
My Kanban introductory talk from Lean Kanban North America 2017, short LKNA17. Learn how Kanban is more than sticky notes on a wall. Learn how Kanban's 3 Agendas can help you to steer change in the right direction. Presented with help of the Kanbunny by it-agile.
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.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
1. Kanban Overview
and
Wine (or tea) tasting session
about
KCP (Kanban Coaching Professional) Masterclass for kanban practitioners
taught by LKU (David Anderson), during 2014, Apr 28 – May 2
&
LKNA 2014, May 5-8
Pertinent Slides & notes from KCP Day 1 to 5, with LKNA 2014 photos
Pre-requisite: “STOP Starting, START finishing” by Arne Roock
Recommended reading: David Anderson’s kanban (blue book)
2. Topics- pick and choose for discussion
• Kanban Overview
• Kanban Method
– Kanban Method’s Four basic principles
– Kanban Method’s Six core practices
• Wine (or tea) tasting session (KCP & LKNA14)
– Advanced Topics from KCP Masterclass
– LKNA 2014 Experience with photos
• References & External links
3. Kanban Method
• The Kanban method, as formulated by David J. Anderson, is an
approach to incremental, evolutionary process and systems
change for organizations.
• It uses a WIP (work-in-progress) limited pull system as the
core mechanism to expose system operation (or process)
problems and stimulate collaboration to continuously improve
the system.
6. Kanban Method’s four basic principles
• Start with what you do now
– Kanban method starts with the roles and processes you have
– It stimulates continuous, incremental and evolutionary changes to your
system.
• Agree to pursue incremental, evolutionary change
– Kanban method a change management method which encourages
continuous small incremental & evolutionary changes to your current
system.
– Organization/team must agree that continuous, incremental & evolutionary
change is the way to make system improvements and make them stick.
7. Kanban Method’s 4 basic principles
contd…
• Start with what you do now
• Agree to pursue incremental, evolutionary change
• Initially, respect the current process, roles,
responsibilities & titles
– Sweeping changes may seem more effective but have a higher failure rate
due to resistance and fear in the organization.
– It is likely that there exist organizational designs that are worth preserving.
– Kanban method does not prescribe specific roles or process steps.
– We eliminate initial fears by respecting roles, responsibilities and job titles.
– We must also seek to drive out fear in order to facilitate future change.
– This should enable us to gain broader support for our Kanban initiative.
• Leadership at all levels
– Encourage leadership at all levels- individual contributors to management.
8. If the intent is there, then the question
should be….
How Deep is your Kanban?
Visualize
Limit Work-in-progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve
Experimentally
(using models & the scientific method)
Shallow
Depth
Deep
9. Kanban Method 6 Core Practices
The More Specific Version
Visualize work, workflow & business risks
Implement Virtual Kanban Systems using large physical or
electronic boards in collaborative workplaces
Limit WIP
Implement WIP limits per person; avoid multi-tasking
Manage Flow
Make Policies Explicit
Implement policies for work types, classes of service and/or
value stream on your kanban board. In no particular order.
Implement Feedback loops
Kanban Kata: Standup meeting, Delivery Review & Ops Review
Choose frequencies for replenishment, delivery/release & reviews
Improve Collaboratively, Evolve Experimentally
Educate your workforce to enable collaborative evolution of
policies & ways of working based on models of workflow
10. Kanban Method’s six core practices
• Visualize
– Workflow of knowledge work is inherently invisible.
– Visualize the workflow and make it visible to understand how work proceeds.
– Without understanding the workflow, making the right changes is harder.
– A common way to visualize the workflow is to use a card wall with cards & columns.
Columns on the card wall representing the different states or steps in the workflow.
• Limit WIP (Work-In-Process)
– Limiting WIP implies that a pull system is implemented on parts or all of workflow.
– pull system will act as one of the main stimuli for continuous, incremental and
evolutionary changes to your system.
– Pull system can be implemented as kanban system, CONWIP system or DBR system.
– The critical elements are that work-in-process at each state in the workflow is limited
and that new work is “pulled” into the new information discovery activity when there is
available capacity within the local WIP limit.
• Manage flow
– The workflow through each state should be monitored, measured and reported.
– This enables evaluation of continuous, incremental and evolutionary changes to have
positive or negative effects on the system.
11. Kanban Method’s 6 core practices contd...
• Visualize
• Limit WIP
• Manage Flow
• Make policies explicit
– Until each process step is made explicit, it is hard to hold discussions about improving it.
– Without an explicit understanding of how things work and how work is actually done,
any discussion of problems tends to be emotional, anecdotal and subjective.
– With an explicit understanding, it is possible to move to a more rational, empirical,
objective discussion of issues, and have consensus around improvement suggestions.
• Implement feedback loops
– First level of feedback is daily standups, where team collaborates to review flow of work
and demand versus capability measures, metrics and indicators. This is often coupled
with anecdotal narrative explaining notable events, to enable evolutionary change.
– Second level of feedback is when demand is replenished at cadence based on lead time.
– Third level of feedback - operations review – is where organizational process
improvements occur beyond a localized team level, to realize full benefits of Kanban.
12. Kanban Method’s 6 core practices contd...
• Visualize
• Limit WIP
• Manage Flow
• Make policies explicit
• Implement feedback loops
• Improve collaboratively, evolve experimentally
– Collaboration requires a shared understanding of theories about work, workflow,
process, and risk. Teams collaborate to build a shared comprehension of problem and
suggest improvement actions.
– Kanban method suggests that a scientific approach is used to implement continuous,
incremental and evolutionary changes, using common models.
– Common models are-
1. Theory of constraints (the study of bottlenecks);
2. Deming System of Profound Knowledge (a study of variation and how it affects processes) and
3. Lean economic model based on “waste” (or muda, muri and mura).
13. Advanced Topics from KCP Masterclass
• Match “Cost of Delay” sketches with Classes of service
• Cost of Delay has a 2nd Dimension
• Intangible class items are still important
• Matching Shelf-Life Risk to Capability
• Understanding capability is critical to risk management strategy
• When should we start something?
• Kanban Depth Framework- A Model for Relative Assessment
• Little’s Law- Possibilities
• Kanban Coaching Tips
• Optional Case Study: Capacity Allocation
14. Match CoD sketches with Classes of service
to establish urgency
time
impact
time
time
time
impact impact
time
impact
impact
time
impact impact
Expedite – critical and immediate cost of
delay; can exceed kanban limits (bumps other
work)
Fixed date – cost of delay goes up
significantly after deadline; Start early
enough & dynamically prioritize to insure
on-time delivery
Standard - cost of delay is shallow but
accelerates before leveling out; provide a
reasonable lead-time expectation
Intangible – cost of delay may be significant
but is not incurred until much later;
important but not urgent
time
15. Cost of Delay has a 2nd Dimension
Working capital
Working capital
time
impact
time
impact
time
impact impact
Extinction Level Event – a short delay will
completely deplete the working capital of
the business
Major Capital – the cost of delay is such
that a major initiative or project will be lost
from next year’s portfolio or additional
capital will need to be raised to fund it
Discretionary Spending – departmental
budgets may be cut as a result or our
business misses its profit forecasts
Intangible – delay causes embarrassment,
loss of political capital, affects brand equity,
mindshare, customer confidence, etc
time
?
16. Intangible class items are still important
This is the cost of delay function, typical of
Platform replacements
Legacy code replacements
Major green-field (v1.0) projects
Standard Item
Expedite Item
Cost of delay changes over long period of time
Impact
2005 2006 2007 2008 2009 2010
0
Intangible Item
Fixed Date Item
17. Matching Shelf-Life Risk to Capability
Where does our
business currently rank
Short
on these sliders?
(days, weeks,
months)
Are our business strategy and expectations aligned
with our currently observed capabilities?
Medium
(months,
quarters,
1-2 years)
If we plan to pursue short shelf-life opportunities, do
we have the agility and predictability to pull it off?
Long
(years,
decades)
Service Delivery Agility
Short
Lead Time
Long
Delivery
Frequent
Replenishment
Seldom
Frequent
Seldom
High
Predictability
Low
Kanban system dynamics
18. Understanding capability is critical to risk management strategy
If you cannot assess your current
delivery capability and align your
strategy and marketing plans
accordingly, then …
You are doomed
before you start!
19. When should we start something?
impact
When we
need it
85th
percentile
Ideal Start
Here
Commitment point
If we start too early, we forgo the
option and opportunity to do
something else that may provide
value.
If we start too late we risk
incurring the cost of delay
With a 6 in 7 chance of on-time
delivery, we can always expedite to
insure on-time delivery
time
20. Delivery Rate
Little’s Law
WIP
Lead Time
=
Backlog Ready
Avg. Lead Time
To
Deploy
WIP Avg. Delivery Rate
22. Thinking Fast and Slow
One can notice tremendous influence of
this book from the cognitive science
domain on the lean kanban community at
Lean Kanban North America (LKNA) events
David Anderson started 6 years back.
The basis thesis of the book is simple. In
judging the world around us, we use two
mental systems: Fast and Slow.
The Fast system (System 1) is mostly
unconscious and makes snap judgments
based on our past experiences and
emotions. When we use this system we
are as likely to be wrong as right.
The Slow system (System 2) is rational,
conscious and slow. They work together to
provide us a view of the world around us.
So when anytime you read about system 1
or system 2 in a lean kanban workshop,
you will know what s/he is talking about.
How does “Thinking Fast and Slow” apply
to kanban coaching?
23. Daniel Kahneman has given us a simple
model for how we process information
Daniel Kahneman
System 1
Sensory Perception
Pattern Matching
System 2
Logical Inference
Engine
Learning by
Experience
Learning from
theory
FAST
But slow to learn
SLOW
But fast to learn
27. Optional Case Study: Allocate Capacity
Background
• Our business is under attack from an insurgent player who is
gaining market share. Our go-to-market strategy for this year is
to defend market share by reducing subscriber churn
• Subscribers are leaving because our competitor’s service is seen
as more reliable
• If we stop new feature delivery altogether we will also lose
customers as marketing will have nothing new with which to
promote our service
• Demand for new functionality runs at 12/month. Change
requests take 30 days on average with 98% complete in 100 days
• Production Defects are reported at a rate of 100/month. They
take on average 2 days to fix with 98% complete in 10 days
• Maintenance work is designed to reduce production defect
demand by up to 10% for each item completed. They take on
average 10 days to complete with the 98% taking 50 days
• We have an established working norm of only 2 items of WIP per
person and 12 people on our team
Exercise
• Using Little’s Law, design a capacity allocation to shape demand and
deliver on your strategic goals. How long will it take before you can switch
strategy & fight with the competitor with significant new features?
28. LKNA 2014 Experience with photos
• Amdocs report- Delivery Sustainable Pace Manifesto
• Amdocs “Pull for Change” initiative- Scaling Kanban
• Lean Portfolio Management Workshop
32. References & External Links
There is more continuous improvement happening in the Lean Kanban community with contributors like Arne Roock (known for “Stop
Starting Start Finishing!”), Russell Healy (getkanban.comgame creator), Christophe Achouizntz (known for Kanban team kaizen survey) or
Hakan Forss (known to popularize flow efficiency metric as the primary Kanban metric).
References
• Pre-requisite #1: “STOP Starting, START finishing” by Arne Roock
• Pre-requisite #2: Anderson, David (April 2010). Kanban - Successful Evolutionary Change for your Technology Business. Blue Hole Press.
• Pre-requisite #3: Anderson, David (April 2012). Lessons in Agile Management- On the road to Kanban. Blue Hole Press.
• Pre-requisite #4: Scrumban - Essays on Kanban Systems for Lean Software Development by Corey Ladas
• David Anderson’s blog posts & Henrik Kniberg’s blog posts
• InfoQ eBooks by Henrik Kniberg & others [e.g. Jasper Boeg (2012-02). "Priming Kanban" (in English). InfoQ]
LKNA conferences & related links
• https://plus.google.com/113439681622341364754/videos
• http://leankanban.com/case-studies
• http://blackswanfarming.com/cost-of-delay/
General References
• From lean.org, the Lean Lexicon: http://www.lean.org/Common/LexiconTerm.aspx?termid=242
• From Wikipedia, the free encyclopedia: http://en.wikipedia.org/wiki/Kanban_%28development%29