Kanban. Dealing with the elephant in the room. One chunk at a time
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The document discusses Kanban and its principles for incremental and evolutionary organizational change. It explains that Kanban focuses on having the right conversations to improve processes and outcomes. Some key Kanban principles mentioned are starting with the current process, pursuing gradual change, respecting existing roles, and encouraging leadership at all levels. The document also outlines six Kanban practices including visualizing workflow, limiting work-in-progress, managing flow, making policies explicit, developing feedback mechanisms, and improving collaboratively through experiments.
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Kanban. Dealing with the elephant in the room. One chunk at a time
- 1. Kanban Dealing with the elephant in the room, one chunk at a time.
- 2. How do you eat an elephant?
- 3. One bit at a time
- 4. But where do you start???
- 6. #DevOpsDays Agile coach & consultant Jasper Sonnevelt
- 7. “Who uses some form of agile (method)?”
- 8. “Do you still know why you started using „X'?”
- 9. Kanban is about provoking the right conversations about the best outcome for your organization!
- 10. Evolutionary vs Revolutionairy change - Natural progression - Incremental - Small steps - Strong need for collaboration to work - Transformational - Complete overhaul - Breaking with the past Organizational Awesomeness
- 11. Evolutionary vs Revolutionairy change - Eating the elephant one bite at a time - Taking one big bite and hoping we won‟t choke on it!
- 12. Evolutionary vs Revolutionairy change - Eating the elephant one bite at a time - Taking one big bite and hoping we won‟t choke on it!
- 14. 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Initially, respect current roles, responsibilities & job titles 4. Encourage acts of leadership at all levels in your organization – from individual contributor to senior management Basic Kanban principles
- 15. 6 Kanban practices • Visualize • Limit Work-in-Progress • Manage Flow • Make Process Policies Explicit • Develop feedback mechanisms at workflow, inter-workflow and organizational levels • Improve Collaboratively using “safe to fail” experiments
- 16. Making Kanban work for your organization
- 17. Why How What “The golden circle” All successful leaders, teams, orga nizations Act, think and communicate in the exact same way Simon Sinek – Start with why
- 18. Why How What “The golden circle” Product / solution Simon Sinek – Start with why
- 19. Why How What “The golden circle” Process / USP Product / solution Simon Sinek – Start with why
- 20. Why How What “The golden circle” Motivation/purpose Process / USP Product / solution Simon Sinek – Start with why
- 21. You have options! WHY HOW WHAT
- 22. We use Kanban because… “We want to improve Scrum because we have a lot of ad-hoc work” “Kanban helps us to reduce multitasking” “To see how we are spending our time ” “Focus on flow”
- 23. Lets imagine a team…
- 24. Simon Sinek – Start with why “We want to: – Reduce stress – Have a happy customer – Be transparent” Why How What Motivation/purpose
- 25. Why How What “We think we can do this by: – Getting a grip on ad-hoc work – Involving our customer – Making small changes in our process” Process / USP Simon Sinek – Start with why
- 26. “To do so we will: – Put up a board –Stand-ups and retrospectives – Work at our clients office frequently – Limit our WiP” Why How What Product Simon Sinek – Start with why
- 27. One of the reasons why copying a workprocess only gets you so far!
- 28. Next Intake Dev Test Deployed Visualize a status to make sure customer is involved and work is acually ready to start Implications for design decisions
- 29. Next Intake Dev Test Deployed Add extra swimlanes to manage risk Implications for design decisions
- 30. Implications for much more… Location Process Policies Metrics
- 31. 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Initially, respect current roles, responsibilities & job titles 4. Encourage acts of leadership at all levels in your organization – from individual contributor to senior management Basic Kanban principles
- 32. What you measure is what you get!
- 33. Thank you!
Editor's Notes
- First lets start off with the difference between Evolutionairy change and Revolutionary change. They are both approaches to change. Even though they can both be used to accomplish the same goal lets call it Organizational Awesomeness for now. Each has its own characteristics, pro’s and cons. So lets match some of the qualities with each approach.Evolutionairy Changewill usually happen in a natural progression as a reaction to changing environments, competitors, new technologies. But it can also be initiated and given direction. Also, evolutionairy change happens in smallincremental steps. This means that it will probably take longer, but that is also a good thing. By going slow and letting people you work with help with the change lowers resistance. Revolutionairy changeUsually has the shape of a complete overhaul of the process or organization. They can have massive impact and are very hard to miss. It is a definite break with the past. Whatever we used to do stops from today. This way of changing works really well when you want to shake up the team or organization. However, it also takes a lot of getting used to new ways and
- First lets start off with the difference between Evolutionairy change and Revolutionary change. They are both approaches to change. Even though they can both be used to accomplish the same goal lets call it Organizational Awesomeness for now. Each has its own characteristics, pro’s and cons. So lets match some of the qualities with each approach.Evolutionairy Changewill usually happen in a natural progression as a reaction to changing environments, competitors, new technologies. But it can also be initiated and given direction. Also, evolutionairy change happens in smallincremental steps. This means that it will probably take longer, but that is also a good thing. By going slow and letting people you work with help with the change lowers resistance. Revolutionairy changeUsually has the shape of a complete overhaul of the process or organization. They can have massive impact and are very hard to miss. It is a definite break with the past. Whatever we used to do stops from today. This way of changing works really well when you want to shake up the team or organization. However, it also takes a lot of getting used to new ways and
- First lets start off with the difference between Evolutionairy change and Revolutionary change. They are both approaches to change. Even though they can both be used to accomplish the same goal lets call it Organizational Awesomeness for now. Each has its own characteristics, pro’s and cons. So lets match some of the qualities with each approach.Evolutionairy Changewill usually happen in a natural progression as a reaction to changing environments, competitors, new technologies. But it can also be initiated and given direction. Also, evolutionairy change happens in smallincremental steps. This means that it will probably take longer, but that is also a good thing. By going slow and letting people you work with help with the change lowers resistance. Revolutionairy changeUsually has the shape of a complete overhaul of the process or organization. They can have massive impact and are very hard to miss. It is a definite break with the past. Whatever we used to do stops from today. This way of changing works really well when you want to shake up the team or organization. However, it also takes a lot of getting used to new ways and
- Before we get into how to make evolutionary change work for your organization i would like to go over some of the basic priciples and practices of Kanban. Kanban is a very nice approach to evolutionary change. I assume that a lot of you are already familiair with the Kanban principles and practices so I will go over them fairly quickly.
- There are 4 basic Kanban practices. And the first one is very simple: start with what you do now. That is easy. Just take your current situation as a starting point. And all you now have to do is AgreeTo persue incremental, evolutionairy change. We now know that this means small steps towards a goal. The third principle is to Initially, respect current roles, responsibilities and Job titles. So a project manager is still a project manager. And a Scrum Master is still a Scrum Master. The roles that are in the organization are there probably for a reason. They will have worked at some point and might even work nowso why change them? Also, people who work in these roles probably worked hard to get to that point and suddenly telling them that they now have a different title might lead them to resist the change. So initially, lets respect their roles. As a forth we want to encourage acts of leadership. This means that everybody who has a good initiative or idea can take the leadThis is behaviour that we want to encourage
- By following the Kanban practices a couple of practices started to emerge that were common in succesful Kanban implementations. As you may have noticed they are not numbered. This is because you dont have to do all of them to make Kanban work for you. And the top practice is to Visualize. There is a lot to visualize. We usually visualize our process and differents steps by adding colums, make our current workload visible by putting them on stickies or perhaps a digital variation of those. Some other things that are visualized: metrics, process policies and goalsWe probably all know that multitasking is evil. So that’s one of the reasons why we want to limit work in progress. The less multitasking we have to do and the less workitems we have in our process, the faster it will be finished. Think of it as a highway. The fuller it gets, the slower you are probably able to drive. The third practice is to manage flow. You want to optimize the way tasks move through your process. This means dealing with bottlenecks and adjusting wip limits for optimal flow. When you are doing this you will probably set up policies as a team. It is key to make these explicit so that everyone can get to know them easily. This helps with being transparent. Policies can be about all sorts of things. For instance it can be about when a task may enter the process, when it moves to a different collum (or state), when it is done, how the team likes to work toghether, what is expected from eachother etcetera. And to see how you are doing you need to develop feedback mechanisms. They can be in the form of a regular PDCA cycle, a retrospective or a even a stand-up. And last but not least the sixth practice: improve collaboratively. We already agreed to persue incremental change, but we want to do that in a collaborative way. Involving for instance that business person that keeps asking about why work is taking so long in an experiment to improve communication can really help.
- Alright. How about we imagine a team of software developers
- Their primary purpose is to Reduce stressHave a happy customerAnd be transparent about progress, performance and workload
- And we as a team think we can do this byGetting a grip on our ad-hoc work and interuptionsInvolving our customer in our processesMaking small changes and improvements to our processWe really like Kanban practices and would like to implement some
- And the things we will try to achieve our goals are:We put up a board where we keep all our current tasksWe have regular stand-ups and retrospectives to get and give feedbackEvery now and then we will work at our clients/customers officeWe will limit our Work in ProgressAs you can see, These measures were very deliberately chosen to address the problems this team is dealing with. So even though a lot of teams might have the same problem, they might want to solve it in different orders or with different actions, just because it fits their context better.
- This is why if you just copy somebody elses process or method it will only get you so far. It is important to understand why you take certain steps.
- This leads to specific design desicions
- This leads to specific design desicions
- This leads to specific design desicions
- There are 4 basic Kanban practices. And the first one is very simple: start with what you do now. That is easy. Just take your current situation as a starting point. And all you now have to do is AgreeTo persue incremental, evolutionairy change. We now know that this means small steps towards a goal. The third principle is to Initially, respect current roles, responsibilities and Job titles. So a project manager is still a project manager. And a Scrum Master is still a Scrum Master. The roles that are in the organization are there probably for a reason. They will have worked at some point and might even work nowso why change them? Also, people who work in these roles probably worked hard to get to that point and suddenly telling them that they now have a different title might lead them to resist the change. So initially, lets respect their roles. As a forth we want to encourage acts of leadership. This means that everybody who has a good initiative or idea can take the leadThis is behaviour that we want to encourage