The Kanban Iceberg: How do you help teams for whom Kanban is simply card walls?
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Presentation as delivered to the Lean Kanban France 2014 conference, November 5, 2014 "The Kanban Iceberg: How do you help teams for whom Kanban is simply card walls?" For many teams, kanban is an iceberg: They see only the single practice of visualization, but the mass of the system is below the surface in the form of the other practices, principles and values. This experience report details the journey that one company took to break the barrier of a wide but shallow kanban implementation at scale.
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The Kanban Iceberg: How do you help teams for whom Kanban is simply card walls?
- 1. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. THE KANBAN ICEBERG
- 2. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. About me Matt Philip @mattphilip Director of Coaching, Asynchrony (St. Louis, USA) Organizer, Lean Kanban St. Louis Meetup
- 3. St. Louis French lesson DeBaliviere Gravois Chouteau Gratiot Creve Coeur Soulard © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 4. Structure 1. Context 2. Depth of Kanban assessments 3. Flow manager 4. Feedback loops © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 5. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 6. # of Employees © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Proto-kanban Ubiquitous kanban Proto-agile Agile/XP 1999 2005 2008 2014
- 7. Kanban Depth 1999 2008 2014 © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Proto-kanban Ubiquitous kanban
- 8. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. We do card walls really well.
- 9. But they’re only the tip of the iceberg. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. The mass of the system is below the surface, unseen.
- 10. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Practices Principles Values Card Wall Agendas
- 11. LIMIT WIP VISUALIZE MAKE POLICIES EXPLICIT IMPLEMENT FEEDBACK LOOPS © 2012, Asynchrony Solu2ons, Inc. All rights reserved. MANAGE FLOW IMPROVE COLLABORATIVELY AND EXPERIMENTALLY Practices
- 12. START WITH WHAT YOU DO NOW © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Principles INITIALLY, RESPECT CURRENT PROCESSES, ROLES AND RESPONSIBILITIES AGREE TO PURSUE INCREMENTAL, EVOLUTIONARY CHANGE ENCOURAGE LEADERSHIP AT ALL LEVELS
- 13. RESPECT LEADERSHIP © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Values CUSTOMER FOCUS COLLABORATION TRANSPARENCY UNDERSTANDING BALANCE AGREEMENT FLOW
- 14. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Practices Principles Values
- 15. Kanban isn’t about card walls. It’s about positive change. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 16. How do you help teams for whom Kanban is simply card walls? © 2012, Asynchrony Solu2ons, Inc. All rights reserved. ?
- 17. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 18. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 19. Great idea. But how do you launch it? © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 20. “We have a great metaphor for you!” © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 21. Measurement Scale Our system departs from this only very exceptionally, understanding and managing the consequence Our system exhibits this aspect convincingly, for the most part Our system is somewhat capable of exhibiting this aspect © 2012, Asynchrony Solu2ons, Inc. All rights reserved. 0 1 2 3 4 Our system exhibits this aspect barely, if at all
- 22. Anticipate emotional resistance. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Be like water. Avoid the rocks.
- 23. Expect some experiments to fail. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 24. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 25. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 26. It is such a positive indication about how much Asynchrony cares about people and how to help them be a part of successful and continually improving teams. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. -‐Team member
- 27. Leadership and the Leadership Disciplines © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Transparency 4 3 2 1 0 Balance Collaboration Customer Focus Flow Target Current
- 28. Leadership and the Leadership Disciplines © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Transparency 4 3 2 1 0 Balance Collaboration Customer Focus Flow Target Current
- 29. Assessments are done. Now what? © 2012, Asynchrony Solu2ons, Inc. All rights reserved. ?
- 30. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. It’s a DNA thing.
- 31. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. ?
- 32. Help wanted. Flow Manager? © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 33. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 34. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. David Anderson’s cartoon FTW!
- 35. Cycle time % complete and accurate Flow efficiency © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Return on Investment
- 36. Visibility leads to conversation, which leads to understanding, which leads to change. But someone needs to start the conversation. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 37. Not as easy as it looked. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. ?
- 38. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Standup Meetings Retrospectives Operations Reviews Our three main feedback loops.
- 39. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 40. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 41. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 42. … most valuable about this meeting is the fact that it's a venue for sharing experimental practices and judging how well they worked or didn't © 2012, Asynchrony Solu2ons, Inc. All rights reserved. -‐Team lead
- 43. Operations reviews without division or unit context are a bit like asking “How are things on your mountain?” © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 44. Sometimes, we need help beyond retrospectives to reach the peak. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 45. So we’re still trying to understand the best way to use operations reviews in our context. © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 46. Time for another experiment. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. ?
- 47. © 2012, Asynchrony Solu2ons, Inc. All rights reserved. Results
- 48. 1. Operate kanban systems. (don’t confuse means with ends) 2. Increase understanding. (team-owned assessments) 3. Pull change through the system. (flow manager role) © 2012, Asynchrony Solu2ons, Inc. All rights reserved.
- 49. Merci! Matt Philip @mattphilip matt.philip@asynchrony.com © 2012, Asynchrony Solu2ons, Inc. All rights reserved. © Copyright 2014 Asynchrony Image credits: • Red Cross Red Crescent Climate Centre • Edward Boatman • Netanel Koso • irene hoffman