When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
STATIK (Systems Thinking Approach to Introduce Kanban) es un enfoque exploratorio y colaborativo para implementar Kanban. Ayuda a entender la demanda y las dinámicas actuales, para diseñar y poner en marcha un modelo Kanban de trabajo que permita elevar la eficiencia y calidad en el servicio a través de la cultura y las técnicas de la mejora continua.
También es una buena herramienta para descubrir todos los servicios que proporciona un equipo, sus flujos de trabajo y su alineación con el propósito y las expectativas del cliente.
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
These case studies can help readers to practices many simulated scenarios. These are case studies will be asked in Transformation related interviews.
All these case studies are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/1vHAmAU4x-hH7X1SaZwIpudeIbR6kfvmB/view?usp=sharing
STATIK is a repeatable (and humane) way to get started with Kanban and a way to reinvigorate existing implementations. This deck was extracted from a workshop given at Lean/Agile Scotland 2014.
Kanban Metrics in practice for leading Continuous ImprovementMattia Battiston
Why should I bother collecting metrics? How can they help me? My CFD is pretty and colourful, but what is it actually trying to tell me?
CFD, control chart, lead time distribution, percentiles...Metrics can be daunting to start with but if you know how to interpret them they can drive continuous improvement and forecast the future and take your Kanban system to the next level! It’s much easier than you think, no need for complex maths or expensive software.
At Sky Network Services a few teams are using Kanban and metrics. In this talk I’ll share our experience: what metrics we use, how we use each one of them, what little data we collect to get a whole lot of value, what pitfalls we encountered.
Downloads
Powerpoint: https://goo.gl/4CkKJd
PDF: https://goo.gl/VDW93U
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Scrum & Kanban - Better Together? Talk delivered at Agile Boston w/ Dave West of Scrum.org in October 2018
It's time to call an end to this stupid civil war within the agile camp. The best agile teams already know that it is not a choice between Scrum and Kanban, but they are complementary. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership.
In this session, we will look at:
Common Ground - The foundations that both approaches highlight
Complementary Practices - what can we add from Kanban to our Scrum and vice versa
Key differences - where you really need to make a choice
Myths - differences that are talked about which really are not there
Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Palestra ministrada em 2018 no Agile Trends 2018 sobre Modelo de Maturidade Kanban e como ele pode ajudar empresas a respeitar as pessoas, entenderem o cliente e terem resultados econômicos melhores.
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
In this presentation I tell why selling agile without a goal is nonsense and why agile pilots fail so often from biz point of view. I presented these slides in Turku Agile Day 2010.
STATIK (Systems Thinking Approach to Introduce Kanban) es un enfoque exploratorio y colaborativo para implementar Kanban. Ayuda a entender la demanda y las dinámicas actuales, para diseñar y poner en marcha un modelo Kanban de trabajo que permita elevar la eficiencia y calidad en el servicio a través de la cultura y las técnicas de la mejora continua.
También es una buena herramienta para descubrir todos los servicios que proporciona un equipo, sus flujos de trabajo y su alineación con el propósito y las expectativas del cliente.
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
These case studies can help readers to practices many simulated scenarios. These are case studies will be asked in Transformation related interviews.
All these case studies are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE:https://drive.google.com/file/d/1vHAmAU4x-hH7X1SaZwIpudeIbR6kfvmB/view?usp=sharing
STATIK is a repeatable (and humane) way to get started with Kanban and a way to reinvigorate existing implementations. This deck was extracted from a workshop given at Lean/Agile Scotland 2014.
Kanban Metrics in practice for leading Continuous ImprovementMattia Battiston
Why should I bother collecting metrics? How can they help me? My CFD is pretty and colourful, but what is it actually trying to tell me?
CFD, control chart, lead time distribution, percentiles...Metrics can be daunting to start with but if you know how to interpret them they can drive continuous improvement and forecast the future and take your Kanban system to the next level! It’s much easier than you think, no need for complex maths or expensive software.
At Sky Network Services a few teams are using Kanban and metrics. In this talk I’ll share our experience: what metrics we use, how we use each one of them, what little data we collect to get a whole lot of value, what pitfalls we encountered.
Downloads
Powerpoint: https://goo.gl/4CkKJd
PDF: https://goo.gl/VDW93U
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Scrum & Kanban - Better Together? Talk delivered at Agile Boston w/ Dave West of Scrum.org in October 2018
It's time to call an end to this stupid civil war within the agile camp. The best agile teams already know that it is not a choice between Scrum and Kanban, but they are complementary. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership.
In this session, we will look at:
Common Ground - The foundations that both approaches highlight
Complementary Practices - what can we add from Kanban to our Scrum and vice versa
Key differences - where you really need to make a choice
Myths - differences that are talked about which really are not there
Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Palestra ministrada em 2018 no Agile Trends 2018 sobre Modelo de Maturidade Kanban e como ele pode ajudar empresas a respeitar as pessoas, entenderem o cliente e terem resultados econômicos melhores.
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
In this presentation I tell why selling agile without a goal is nonsense and why agile pilots fail so often from biz point of view. I presented these slides in Turku Agile Day 2010.
Process visualisation - step-by-step - by Natalie Yadrentseva - Kanban Day 2015French Kanban User Group
Benefits of the process visualization in an organization
How to synchronize teams and get all departments at the same page
How to start: build a Process Map step-by-step at the Process Visualization workshop (phases, people, timing)
Real industry examples: product development, manufacturing, software development
I would like to share my experience of holding of the process visualization workshops in various organizations. The purpose of these workshops is to eliminate communication between teams and departments, understand who reports to whom and where dependencies between departments are.
A survey of Kanban, a software development practice, its history, why people are using it, how to start using it, why it works, criticisms of it, advanced techniques, some general advice and a selected set of references,
I gave this conference during Red Hat Agile Day on October 20, 2015, in Raleigh.
More details: http://alexis.monville.com/en/blog/2015/11/02/the-search-for-happiness/
Fitness for Purpose - The Kanban way for focused AgilityBosnia Agile
Agile methods have grown interest by many specialist roles. Project managers, analysts, developers and testers want to know about their future role in an Agile environment. Frequent questions from an individual perspective are: Survival or major contribution? New role or new techniques? Taking one step back we recognize, success with Agility does not come via new methodology, roles or techniques. It can only be based upon an understanding for the system and services under consideration. In this session we will explore how Kanban helps to take a systems thinking perspective. Participants learn to understand the differences compared to local attempts for optimization and they take with them actionable thoughts for shaping the Agility of an organizations service delivery.
Servant Leadership un-neutered": What is Servant Leadership? Is there more to it than "unblocking all the things and getting out of the way"? We will look afresh at this classic leadership model and show Servant Leadership's present-day relevance to the challenges of Lean-Agile transformation
Sigi Kaltenecker´s talk on evolutionary change management and leadership given at the LKCE13 conference in Hamburg, the ISO workshop in Vienna and the SUGSA meeting in Johannesburg (November 2013).
In this interactive session, Dave Logan gives you an overview of how to upgrade your organization one tribe at a time. The result is unprecedented impact and financial success. At the heart of this session is the principals’ ten-year study on thousands people (published in 2008 as Tribal Leadership) that mapped, for the first time, five stages of corporate culture and the unique leverage points to nudge a group forward.
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
Updated version at https://www.slideshare.net/GiulioRoggero/kanban-board-82363781
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
TOCPA 2013 - Towards a Framework for Managing Knowledge WorkDavid Anderson
This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
Key Note - Smidig 2013 - Scaling Kanban in the Enterprise - Kanban's 3 AgendasDavid Anderson
The Kanban Method comes with 3 explicit agendas: Sustainability; Service-orientation; and survivability. This presentation looks at how to achieve large scale Kanban implementations in your enterprise and how Kanban will enable sustainable pace, improved service delivery and survivability through evolutionary capability and an improved focused on fitness for purpose
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
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
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Presented at Silicon Valley Agile Leadership Network 2014 by Janice Linden-Reed See also https://www.slideshare.net/AgileCampSV/silicon-valley-agile-leadership-network
Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
An understanding of sociology and social psychology was the differentiator for Agile software development methods. This talk looks at how Kanban can be used for social engineering to improve innovation and trust, and how an understanding of sociology was used to design the Kanban Method and shape the community that advocates it.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
My latest key note providing an overview of the Enterprise Services Planning (ESP) vision, together with the first public release of the 2nd edition of the Kanban Method (Kanban 2.0). The power in ESP is in its simplicity! Lean Kanban - power in simplicity! Lean Kanban - the alternative path to agility!
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - Understanding Fitness for Purpose, Aligning Capabil...David Anderson
This is an update to my Modern Management Methods 2014 talk in San Francisco. It includes an example kanban system based on lead time distribution and demand analysis.
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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.
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
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. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Presenter
David J. Anderson
CEO, Lean Kanban Inc.
London Lean Kanban Day
London
February 2014
Release 1.0
Kanban’s 3 Agendas
Sustainability, Service-orientation,
Survivability
2. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
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
3. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
How we process change…
Daniel Kahneman
Silicon-based
life form
Carbon-based
life form
I logically evaluate
change using System 2
I adapt quickly
I feel change emotionally
using System 1
I adapt slowly
4. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Adopting new processes challenges people
psychologically & sociologically
• New roles attack identity
• New responsibilities using new
techniques & practices threaten
self-esteem & social status
• Most people resist most change
because individually they have
more to lose than gain
• It is safer to be conservative and
stick to current practices and
avoid shaking up the current
social hierarchy
• Only the brave, the reckless
or the desperate will pursue
grand changes
5. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
The Kanban Method…
• Rejects the traditional
approach to change
• Believes, it is better to avoid
resistance than to push
harder against it
• Don’t install new processes
• Don’t reorganize
• Is designed for carbon-based
life forms
• Evolutionary change that is
humane
6. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
The Kanban Method…
• Catalyzes improvement
through use of kanban
systems and visual boards*
• Takes its name from the use
of kanban but it is just a name
• Anyone who thinks Kanban is
just about kanban (boards &
systems) is truly mistaken
*also known as "kanban" in Chinese and in Japanese when written with Chinese characters
7. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
The Kanban Method is a new approach to
improvement
Kanban is a
method
without
methodology
8. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Water flows around the rock
“be like water”
the rock represents resistance
9. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Kanban should be like water*
In change
management,
resistance is from
the people involved
and it is always
emotional (system 1)
To flow around the
rock, we must learn
how to avoid
emotional resistance
* http://joecampbell.wordpress.com/2009/05/13/be-like-water/
10. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Principles behind the Kanban Method
• Start with what you do now
• Agree to pursue evolutionary change
• Initially, respect roles, responsibilities and job
titles
• Encourage acts of leadership at all levels
The first 3 principles were specifically chosen to
address System 1 objections, to flow around the
rock of emotional resistance in humans
11. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
6 Practices Enable Process Evolution
The Kanban Method
Visualize
Limit Work-in-progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve Experimentally
(using models & the scientific method)
12. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Motivation for Managers
• Senior Level
• Make promises they can keep
• Lead the business (strategy, positioning)
• Mid-level
• Up-managing – answer the hard questions with
confidence
• Down-managing – make difficult decisions with
confidence
• Line-level & Individual Contributors
• Relief from abusive environment
Survivability
Agenda
Service-Oriented
Agenda
Sustainability
Agenda
14. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Start with what you do now
• The Kanban Method evolved with the principle
that it “should be like water” - enable change
while avoiding sources of resistance
• With Kanban you start with what you do now,
and "kanbanize" it, catalyzing the evolutionary
process into action. Changes to processes in
use will occur
• Evaluating whether a change is truly an
improvement is done using fitness criteria
that evaluate an external outcome
15. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Fitness criteria are metrics that measure
observable external outcomes
• Fitness criteria are metrics
that measure things
customers or other external
stakeholders value
• Delivery time
• Quality
• Predictability
• Safety (conformance to
regulatory requirements)
• or metrics that value actual
outcomes such as
• customer satisfaction
• employee satisfaction
16. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Evolutionary change has no defined end
point
Evolving
Process
Roll
forward
Roll
back
Initial
Process
Future process is
emergent
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evalua
Fitnes
We don’t know the
end-point but we do
know our emergent
process is fitter!
17. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Validate Fitness Criteria with real
customers
• It is necessary to keep checking that the fitness
criteria we are measuring do indeed matter to
customers
• Variation in what matters to different customers
provides the opportunity to segment demand
and offer different classes of service within your
kanban system
• e.g. Will you pay extra to have your pizza delivered
faster?
18. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Which system is fitter?
We don’t know!
System B is faster but without understanding
customer expectations, both may be fit enough
0
2
4
6
8
10
12
14
Lead Time (Days)
System A
Frequency
0
5
10
15
20
25
30
5 10 15 20 25 30 More
Lead Time in Days
System B
Frequency
Mean 17 days Mean 12 days
19. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Measuring delivery against expectation
0
2
4
6
8
10
12
14
Lead Time (Days)
System A
Frequency
0
2
4
6
8
10
12
Lead Time Expectation Spread (Days)
System A
Frequency
0
5
10
15
20
25
30
5 10 15 20 25 30 More
Lead Time in Days
System B
Frequency
0
5
10
15
20
25
30
35
40
45
-15 -10 -5 0 5 10 15 20 More
Lead Time Expectation Spread (Days)
System B
Frequency
Mean 17 days Mean 12 days
System B is clearly fitter!
System B delivers 5/7 within expectations
System A only delivers 3/7 within expectations
20. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Business Risks, Fitness Criteria & Classes
of Service should all align
• If your kanban system is designed properly the
classes of service you are offering should align
with the true business risks in the domain
• And the metrics being used to evaluate system
capability, should be fitness criteria that are
derived from the business risk being managed
• For example, cost of delay requires us to
measure lead time
21. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Institutionalize feedback systems to enable
evolutionary change
Operations
Review
Service
Delivery
Review
Standup
Meeting
manager to subordinate(s)
(both 1-1 and 1-team)
23. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Disintermediate!
Risks, fitness criteria & classes of service
should be explicit & transparent
Operations
Review
Service
Delivery
Review
Standup
Meeting
manager to subordinate(s)
(both 1-1 and 1-team)
Expose risk, classes
of service & fitness
criteria at all 3 levels
of feedback
Lead time
Quality
Predictability
Lead time
Quality
Predictability
Lead time
Quality
Predictability
24. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Know why you are using a metric!
• Is your metric a fitness criteria that assesses
system capability and indicates fitness for
purpose and likelihood of surviving and thriving
by satisfying customers?
• Or, is your metric evaluating and guiding a
specific change to improve fitness of the
system?
• If neither, you don’t need it!
• Metrics guiding improvements should be
temporary & discarded when no longer needed
25. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Benefits of an Adaptive Capability
Benefits
Risk from changes
greatly reduced
Sensitive to Changing
External Environment
Capability to Change
Quickly & Continually
Improved Customer
Satisfaction
27. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
F
F
O
M
N
K
J
I
Pull
Kanban systems are pull systems
Ideas
D
I
Dev
Ready
G
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
F
B
CPull
Pull
*
There is capacity here
UAT
Release
Ready
∞ ∞
Pulling work from
development will create
capacity here too –
the pull signals move
upstream!
Now we have capacity
to replenish our ready
buffer
28. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Commitment is deferred
E
I
D
Commitment point
F
F
FF
F
F F
Pull
Wish to avoid aborting after commitment
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
UAT
Release
Ready
∞ ∞
We are committing to getting
started. We are certain we want
to take delivery.
Ideas remain optional and
unprioritized
G
29. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Defining Kanban System Lead Time
E
I
G
D
Pull
System Lead Time
Discarded
I
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
The clock starts ticking when we
accept the customers order, not
when it is placed!
Until then customer orders are
merely available options
Kanban
system lead
time ends
when the
item reaches
the first ∞
queue
30. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Delivery Rate
(from the kanban system)
System Lead Time
WIP
=
Avg. Lead Time
Avg. Delivery RateWIP
Backlog Ready
To
Deploy
Little’s Law
31. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
The Kanban lens
Learn to view what you do now as a set of services
(that can be improved):
• What to look for…
• Creative work is service-oriented
• Service delivery involves workflow
• Workflow involves a series of knowledge discovery
activities
• What to do…
• Map the knowledge discovery workflow
• Identify service requests for new work
• Track work flowing through the service
32. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
What Service Do You Provide?
1. Who are your customers? (or other
stakeholders you must serve such as a
regulatory authority)
2. What do they ask you for?
3. What do you do to those requests?
4. Where does the finished work go?
33. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Column WIP
Limit = 5
Testing is a
shared service
across 5 dev
teams
In this example,
testing was off-
shore in Chennai,
India
34. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
(some of the)
orange tickets are
avatars for people
from shared
services such as
enterprise
architecture and
user experience
design
35. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
5 lanes each with
a dev team
providing a
software
development
service to the
project
36. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Column WIP
Limits
Clinical Validation
Testing,
Deployment,
P.O. Acceptance
All are shared
service across 3
dev teams
37. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Multiple Types of Work
Capacity is allocated across lanes
5 4 4 5 2 = 20 total
Change Req
12
Maintenance
2
Production Defect
6
Allocation
Total = 20
Input
Queue In Prog Done
Build
Ready Test
Release
ReadyDoneIn Prog
DevelopmentAnalysis
Released
38. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Multiple classes of service
Allocate capacity with kanban limit per color
5 4 4 5 2= 20 total
Allocation
10 = 50%
...
+1 = +5%
4 = 20%
6 = 30%
Input
Queue In Prog DoneDoneIn Prog
DevelopmentAnalysis Build
Ready Test
Release
Ready
39. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Benefits of service-oriented
single kanban system
Benefits
Predictability
Shorter Lead Times
Increased Delivery Rate
Improved trust with
business stakeholders
Eliminated Disruptions
Measurable Benefits
41. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Traditional Managed Change Initiative
A Big J Curve
Patience!
Fitness
for
purpose
42. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Sustainable Evolutionary Change with
many small J’s
Increasing “fitness”
Increasing capability
for change
43. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Economically balance
capability against demand
Goals for using Kanban
44. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Available options
, disruptive
& speculative
demand
Capacity Allocation
Policies
Motivate change through
visibility of explicit work
types, use policy to
constrain & contain,
probabilistic forecasting
WIP Limits, Flow, Flow
Efficiency, Focus on
sources of delay
45. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
3 Forms of Proto Kanban
Proto-kanban is a de-generate form of Kanban where
a visual board exists but a pull system is still emerging.
Proto-Kanban is so called because it tends to precede
the emergence of a full (virtual) kanban system.
Three forms have been observed…
• Aggregated Personal Kanban (in the office)
• Includes personal kanban for small teams of up to 3 or 4
individuals
• Per person WIP limit
• Often implemented with avatars
• Infinite “done” queues
46. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Aggregated Personal Kanban
Backlog
F
E
Team
Member
G
D
Next Done
3
In-progress
3
Joe
Peter
Steven
Joann
per person∞ ∞per person
47. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Proto-Kanban – infinite queues
Done
Pool
of
Ideas
F
E
I
Next
Deploy-
ment
Ready
G
D
GY
PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
I am a buffer!
The clue is in my name – “…
Ready”
I am buffering non-instant
availability or activity with a
cyclical cadence
Infinite limits on done columns
means that there really isn’t a
kanban pull system present.
This style of proto-kanban
controls multi-tasking but
doesn’t limit workflow WIP
∞ ∞
49. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Benefits of proto-Kanban implementation
Benefits
Transparency
Engage people
emotionally
Collaboration
Greater empathy
Reduced multitasking
(improved quality)
50. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Kanban - Compelling at Every Level
• Senior Level
• Make promises they can keep
• Lead the business (strategy, positioning)
• Mid-level
• Up-managing – answer the hard questions with
confidence
• Down-managing – make difficult decisions with
confidence
• Line-level & Individual Contributors
• Relief from abusive environment
Survivability
Agenda
Service-Oriented
Agenda
Sustainability
Agenda
52. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Upcoming Training in Scandinavia
3-day Kanban Coaching Professional Masterclass
Stockholm 20-22 November
http://djaa.com/david-anderson-6
2-day Advanced Practitioner
Oslo 10-11 February, 2014
Copenhagen 12-13 February, 2014
(email me for details)
53. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
About
David Anderson is a thought
leader in managing effective
software teams. He leads a
training, consulting, publishing
and event planning business
dedicated to developing,
promoting and implementing
sustainable evolutionary…
He has 30 years experience in the high technology industry
starting with computer games in the early 1980’s. He has
led software teams delivering superior productivity and
quality using innovative agile methods at large companies
such as Sprint and Motorola.
David is the pioneer of the Kanban Method an agile and
evolutionary approach to change. His latest book, published in
June 2012, is, Lessons in Agile Management – On the Road
to Kanban.
David is the leader of Lean Kanban Inc., a management
training business dedicated to offering high quality
management training for creative knowledge worker
industries throughout the world.
54. dja@leankanban.com @lkuceo LLKD 2014, Copyright Lean Kanban Inc.
Kanban’s “hidden agendas” were first promoted by Kurt Hausler who argued
that teaching Kanban coaches to hold a neutral stance on improvement from
what you do now was wrong.
Kanban’s 3 Agendas has been a collaboration with Mike Burrows with input
from Kurt Hausler, Markus Andrezak & Andy Carmichael
The succinct summary of Kanban’s approach to scaling is borrowed from Andy
Carmichael’s “Shortest Possible Definition of Kanban”
Acknowledgements