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.

1. The Kanban Method
more than you think it is

2. So you are using Kanban?

3. “Scrum didn’t work for us!”
“Why?”
“Too much interrupting work! Iterations didn’t fit.”
“So?”
“We switched to Kanban!”
“…”

4. interrupting work

5. interrupting work
too slow
bad quality
overburden
blocked
specialization
no overview
waiting on others
working on the wrong things
missed deadlines
low predictability

6. Around 80% of “Kanban” implementations
are nothing but sticky notes on the wall
Backlog Doing Done
∞ 8

7. Improving with models
explicit policies

8. Change Management Principles
1. Start with what you do now
• Understanding current processes, as actually practiced
• Respecting existing roles, responsibilities and job-title
2. Gain agreement to pursue improvement through
evolutionary change
3. Encourage acts of leadership at all levels

9. Start with what you do now
• Understanding current
processes, as actually
practiced
• Respecting existing roles,
responsibilities and job-
title

10. Service Delivery Principles
1. Understand and focus on your customer’ needs and
expectations
2. Manage the work and let people self-organize around it
3. Your organization is an ecosystem of interdependent
services steered by its policies, reflect regularly on
their effectiveness and improve them

11. Understand and
focus on your
customer’ needs
and expectations

12. Manage the work
and let people
self-organize
around it
Learn more about Alignment and Autonomy:
The Art of Action by Stephen Bungay

13. https://twitter.com/jchyip/status/791458422843510784

14. Your organization is
an ecosystem of
interdependent
services steered by
its policies…

15. …reflect regularly on their
effectiveness and improve
them

16. Defining Services
Identify the customer and the workflow of the service delivery.
Is there a Service Delivery Manager?
Map the workflow for each type of work.
Is is a shared service?
Understand the pattern and volume of requests.
Understand how requests are handled.
Is there a Service Request Manager?
Service
Delivery
Discovery Process

17. Gain agreement to pursue
improvement through evolutionary
change

18. Encourage acts of leadership at every
level

19. Kanban’s 3 Agendas
Sustainability
Service-Oriented
Survivability

20. Sustainability
creating a sustainable service,
to deliver quality products,
relieve staff from overburdening
raising customer and employee satisfaction

21. Service-Oriented
supporting middle-management
making the right decisions
to create a reliable and predictable service delivery

22. Survivability
providing senior management with a map of the
organization’s capability and market’s needs
to sense opportunities or changes
to adopt the right strategy and change the business
model accordingly

23. Practices
1. Visualize
2. Limit work-in-progress
3. Manage Flow
4. Make policies explicit
5. Implement feedback loops
6. Improve collaboratively, evolve experimentally

24. Visualize

25. copyright by Markus Beyer

26. copyright by unknown

34. picture by Wolfgang Wiedenroth

35. picture by Wolfgang Wiedenroth

36. Limit work-in-progress

37. Little’s Law
=øLead Time
øThroughput
øWIP

38. Lead Time
WIP
Throughput
picture by Wolfgang Wiedenroth

39. picture by Wolfgang Wiedenroth

40. picture by Wolfgang Wiedenroth

41. picture by Wolfgang Wiedenroth

42. 1-10%
Flow Efficiency
Learn more about
low Flow
Efficiency and its
effects watching
The flow
efficiency Paradox
- Niklas Modig

43. speed less Multitasking
better predictability
time to improve (slack time)
happier staff
better flow efficiency

44. Manage Flow

45. know how and when work arrives
know the risks involved
costs and impact

46. Use risk frameworks to compare options
picture by Wolfgang Wiedenroth

47. $
t
Cost of Delay for Scheduling

48. know the difference between
chance cause
and
assignable cause
and how to respond

49. know your customers,
their expectations and needs
know what business you are in
or you want to be in

50. Manage work,
not people

51. Make policies explicit

52. SLA
blockers
dependencies
WIP-Limits
specialization
classes of service
feedback loops
exit-criteria

53. Implement feedback loops

54. Kanban MeetingReplenishment
Delivery Planning
Meeting
dailyit depends often weekly it depends
Kanban Cadences
Service Delivery
Review
Operations
Review
bi-weekly
monthlyStrategy
Review
quarterly
Risk Review
monthly
Change
Information

55. Blocker Clustering in the Risk Review
picture by Wolfgang Wiedenroth

56. Improve collaboratively, evolve
experimentally

57. Customer
change
Employee Stakeholder

58. Anti-Fragility
Cynefin
J-Curve
Toyota Production System
Tribal Behavior
Weibull
Theory of Constraints
Liquidity
Cost of Delay
Market adoption life cycle
Flow

59. Thank you for listening!
Wolfgang Wiedenroth
wolfgang.wiedenroth@it-agile.de
@wwiedenroth
www.agilemanic.com