Kanban visualisation

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This document discusses using visualization techniques to improve processes through Kanban methods. It provides examples of different types of Kanban boards that can be used, including: - Traditional Kanban boards that visualize the workflow and work items moving through different stages. - Non-traditional boards like risk Kanban boards that visualize risks and priorities, and portfolio Kanban boards that manage multiple teams' work at a higher level. The document emphasizes that visualization makes processes and flows explicit, which is necessary for understanding problems and improving collaboratively over time. A variety of real case examples of different Kanban board configurations are presented.

Technology

One does not simply
improve without visualisation
@ZsoltFabok
http://zsoltfabok.com/ http://www.agicon.hu/
by
Zsolt Fabok
2016.03.30

• is a management method 
(not a development process)
• is a top down approach 
(not bottom up)
• focuses on global optimalisation 
(not on local)
• optimises on lead time 
(not throughput)
Kanban

1. Visualize (the work, workﬂow and business risks)
2. Limit WIP
3. Manage ﬂow
4. Make process explicit
5. Implement feedback loops
6. Improve collaboratively, evolve experimentally
(using models & the scientiﬁc method)
Management method with 4 principles
and 6 core practices
1. Start with what you do now
2. Agree to pursue incremental, evolutionary change
3. Respect the current process, roles, responsibilities
and titles
4. Encourage acts of leadership at all levels in your
organization

It is hard to improve the invisible,
so we have to see what we have at
our hands

Design
Implementation
Delivery
Test information
work item
http://zsoltfabok.com/blog/2012/04/see-the-whole-ﬂow-exercise/

Ready Design Implementation Test Delivery Live

Ready Design Implementation Test Delivery Live
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Ready Design Implementation Test Delivery Live
Flow (Stream)
The ﬂow ([value] stream) starts at the left side,
and ends at the right side of the board.

The Flow is different in a typical
enterprise and start-up environment

Typical start-up ﬂow
Flow
Flow
Flow
experiment A
experiment B
experiment C

Rule of thump: 
Where’s a queue, there’s a problem

Visible Invisible
Queue types
1
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Less traditional visualisation
approaches

When we decided that we are going to
discover our value stream (ﬂow) on the go

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8
Done
4
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5
2
time
impact
Ongoing

This approach lead to the
risk Kanban board

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Done
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time
impact
Ongoing
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priority
The Risk Kanban Board

Courtesy of Pawel Brodzinski: http://www.slideshare.net/pawelbrodzinski/ﬁxing-portfolio-management

Done Week 11 Week 12 Week 13
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2 / 3
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0 / 1
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1 / 1
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3 / 3
Week 14 Week 15
now
# ~
~ ~ team blue’s item
# ~
~ ~
team red’s item
team yellow’s item# ~
~ ~
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4 / 5
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6 / 6
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4 / 9
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4 / 4
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1 / 2
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1 / 4

Done Week 12
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3 / 5
Week 11 Week 13 Week 14 Week 15
portfolio board
# ~
1 / 2
team red’s board
Next Design Implementation Review Done
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0 / 3
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http://zsoltfabok.com/blog/2014/04/schedule-portfolio-board/

releases
schedule portfolio
team
risks
Releases Done
Done Week 11 Week 12 Week 13 Week 14
Next Implement Review Done
# ~
2/ 3
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5 / 7
# ~
1 / 2
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4 / 6
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Level 1
Level 2
Level 3
Level 4
# ~
~ ~
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~ ~
Done
updates

Thank you very much for your attention!
@ZsoltFabokhttp://zsoltfabok.com/

This document discusses using kanban techniques to manage projects and risks on a portfolio level. It presents the concept of a schedule portfolio kanban board to visualize work items and their status across multiple projects. A risk kanban board is also proposed to track known risks and mitigate them. The document concludes by thanking the audience and providing contact information for the author.

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Kanban visualisation

1. One does not simply improve without visualisation @ZsoltFabok http://zsoltfabok.com/ http://www.agicon.hu/ by Zsolt Fabok 2016.03.30

2. @ZsoltFabok and http://zsoltfabok.com/

3. • is a management method  (not a development process) • is a top down approach  (not bottom up) • focuses on global optimalisation  (not on local) • optimises on lead time  (not throughput) Kanban

4. 1. Visualize (the work, workflow and business risks) 2. Limit WIP 3. Manage flow 4. Make process explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally (using models & the scientific method) Management method with 4 principles and 6 core practices 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Respect the current process, roles, responsibilities and titles 4. Encourage acts of leadership at all levels in your organization

5. It is hard to improve the invisible, so we have to see what we have at our hands

6. Value Stream Mapping

7. Design Implementation Delivery Test information work item http://zsoltfabok.com/blog/2012/04/see-the-whole-ﬂow-exercise/

8. Design Implementation Delivery Test

9. Ready Design Implementation Test Delivery Live

10. Ready Design Implementation Test Delivery Live # ~ ~ ~ 1 2 1 3 # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~# ~ ~ ~ # ~ ~ ~

11. Ready Design Implementation Test Delivery Live Flow (Stream) The ﬂow ([value] stream) starts at the left side, and ends at the right side of the board.

12. The Flow is different in a typical enterprise and start-up environment

13. Typical enterprise ﬂow Flow (Stream)

14. Typical start-up ﬂow Flow Flow Flow experiment A experiment B experiment C

15. Rule of thump:  Where’s a queue, there’s a problem

16. Visible Invisible Queue types 1 # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ 2 # ~ ~ ~ # ~ ~ ~ 2 3 # ~ ~ ~ FiniteInﬁnite # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~

17. A traditional board

18. Courtesy of digitalnatives.hu

19. Less traditional visualisation approaches

20. When we decided that we are going to discover our value stream (ﬂow) on the go

21. Courtesy of Prezi.com

22. When urgency was king

23. Courtesy of prezi.com

24. # ~ ~ ~ 8 Done 4 # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ 5 2 time impact Ongoing

25. This approach lead to the risk Kanban board

26. # ~ ~ ~ Done # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ time impact Ongoing # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ priority The Risk Kanban Board

27. Portfolio Kanban

28. Courtesy of Pawel Brodzinski: http://www.slideshare.net/pawelbrodzinski/ﬁxing-portfolio-management

29. The Schedule Portfolio Board

30. Done Week 11 Week 12 Week 13 # ~ 2 / 3 # ~ 0 / 1 # ~ 1 / 1 # ~ 3 / 3 Week 14 Week 15 now # ~ ~ ~ team blue’s item # ~ ~ ~ team red’s item team yellow’s item# ~ ~ ~ # ~ 4 / 5 # ~ 6 / 6 # ~ 4 / 9 # ~ 4 / 4 # ~ 1 / 2 # ~ 0 / 3 # ~ 0 / 4 # ~ 0 / 5 # ~ 0 / 3 # ~ 1 / 4

31. Done Week 12 # ~ 3 / 5 Week 11 Week 13 Week 14 Week 15 portfolio board # ~ 1 / 2 team red’s board Next Design Implementation Review Done # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ # ~ 0 / 3 # ~ ~ ~ # ~ ~ ~ http://zsoltfabok.com/blog/2014/04/schedule-portfolio-board/

32. releases schedule portfolio team risks Releases Done Done Week 11 Week 12 Week 13 Week 14 Next Implement Review Done # ~ 2/ 3 # ~ 5 / 7 # ~ 1 / 2 # ~ 4 / 6 # ~ ~ ~ # ~ ~ ~ # ~ ~ ~ Level 1 Level 2 Level 3 Level 4 # ~ ~ ~ # ~ ~ ~ Done updates

33. Thank you very much for your attention! @ZsoltFabokhttp://zsoltfabok.com/

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