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flow.hamburg
PLAN SYSTEMS. MANAGE WORK. LEAD PEOPLE.
Susanne Bartel
susanne@flow.hamburg
@SusanneBartel
What is "your Kanban"?
Application of the KMM
Kanban Eurasia
Minsk, March 2020
flow.hamburg – From Hamburg with Flow
Kanban Eurasia - flow.hamburg GbR © 2020 2
Kanban Training and Coaching
Management Consulting
Licensed Training Organization
„
Канбан, что
это?
Kanban Eurasia - flow.hamburg GbR © 2020 3
Kanban Eurasia - flow.hamburg GbR © 2020 4
Стикери на
стене!
Канбан, что
это?
Kanban Eurasia - flow.hamburg GbR © 2020 5
Стикери на
стене!
Что-то, чтобы
помочь
организовать
работу
Канбан, что
это?
Kanban Eurasia - flow.hamburg GbR © 2020 6
Стикери на
стене!
Что-то, чтобы
помочь
организовать
работу
Что-то, чтобы
помочь
предоставить
лучший сервис
Канбан, что
это?
Kanban Eurasia - flow.hamburg GbR © 2020 7
Стикери на
стене!
Канбан, что
это?
Что-то, чтобы
помочь
организовать
работу
Что-то, чтобы
помочь
предоставить
лучший сервис
Инструмент
для развития
компании
Kanban Eurasia - flow.hamburg GbR © 2020 8
Стикери на
стене!
Канбан, что
это?
Что-то, чтобы
помочь
организовать
работу
Что-то, чтобы
помочь
предоставить
лучший сервис
Инструмент
для развития
компании
Всё правильно!
How do you “do Kanban”?
You take your current way of working and build
a Kanban system:
• A board that shows your workflow
• Tickets
• Regular meetings and reviews
• Rules
• Things to measure
You apply the Kanban practices and principles
Kanban Eurasia - flow.hamburg GbR © 2020 9
Which factors determine “Your Kanban”?
What scope of work do you cover? контекст
What do you want to achieve? цель
What is the level of Kanban knowledge in the organization?
знание
What values are held in the organization? культура
Kanban Eurasia - flow.hamburg GbR © 2020 10
Kanban Eurasia - flow.hamburg GbR © 2020 11
So... What?
Differing degrees of impact
From getting things done, and less overburdening
over
increased orientation towards customers’ needs,
and the end-to-end flow of work,
over predictable delivery of your service,
to anticipating demand and ensuring long-time survival.
Kanban Eurasia - flow.hamburg GbR © 2020 12
Kanban Eurasia - flow.hamburg GbR © 2020 13
The KMM helps you navigate
Kanban Maturity Model Components
Kanban Eurasia - flow.hamburg GbR © 2020 15
Culture: Which
values are held
in the
organization
Implemented
Kanban
Practices
Possible
Outcomes
Kanban Eurasia - flow.hamburg GbR © 2020 16
Kanban Eurasia - flow.hamburg GbR © 2020 17
Kanban Eurasia - flow.hamburg GbR © 2020 18
From Busy-ness to Customer Orientation
Others can see
what others
(should) do.
Collaboration made
easier.
We are able to catch
dropped balls and to
improve our service end-to-
end
Examples
The KMM as a coaching tool at use
Example 1 - Application of the KMM
At a long-term client in the logistics industry
Project team is part of a wider enterprise
Multi-level Kanban system with 8 teams in 3 locations jointly
building features
Plateau after a period of growth
Product in use now, more and more customers being
migrated to the platform. New challenges ahead: Are we
ready?
Kanban Eurasia - flow.hamburg GbR © 2020 20
ML 2ML 1
Cultural Appraisal (Jan 19)
Kanban Eurasia - flow.hamburg GbR © 2020 21
Trans-
parency
Collabo-
ration
Acts of
Leader-
ship
Evolu-
tionary
Change
Respect
Flow
Basic
Under-
standing
Kanban Eurasia - flow.hamburg GbR © 2020 22
January2019
Level Visualize Limit WIP
Marshall Options -
Manage flow
Make policies explicit Feedback Loops
Improve colaboratively, evolve
experimentally
1.1 Visualizework for several individuals
by means ofan aggregated personal
kanban board
1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting
1.2 Visualizediscovered initial policies
1.3 Visualizethework carried out by a
team by means ofa team kanban board.
1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review.
1.4 Useavatars to visualizean
individual’s workload
1.3 Conduct internal team
replenishment meeting
1.5 Visualizebasic policies
2.1 Visualizeteamwork by means ofan
emergent workflow kanban board
2.1 Definework types based on customer
re-quests
2.1. Definebasic servicepolicies 2.1 Conduct internal workflow
replenishment meeting
2.1 Identify sources ofdissatisfaction
2.2 Visualizework through a delivery
kanban board with per-person WIP limits
2.2 Definebasic services
2.3 Visualizework types by means ofcard
colors or board rows
2.3 Map upstream and downstream flow
2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics
2.5 Visualize work requests on another
serviceor system
2.5 Defineand collect WIP aging metrics
2.6 Visualizework item aging
2.7 Visualizebasic servicepolicies
2.8 Visualizedevelopment ofoptions and
committed work by means ofan
enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a
upstream kanban board
2.10 Visualizeconstant WIP (CONWIP) on
an emergent workflow delivery kanban
board
2.1 Establish CONWIP limits on
emergent workflow
2.6 Manageblocking issues (categorize,
analyzecauses and impacts and define
relevant actions)
2.2 Definepolicies for managing aging
WIP
2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic
understanding oftheprocess and
improveflow2.11 Ticket design: Visualizeconcurrent
or unordered activities with checkboxes
2.2 Establish WIP limit on theaggregated
servicedelivery overview board.
2.7 Managedefects and other rework
types
2.3 Definepolicies for managing aging
WIP and blocking issueescalation
2.3 Conduct system capability review 2.3 Reviseproblematic policies
2.12 Board design: Visualizeconcurrent
activities performed by specialist teams
using partial rows
2.8 Manageaging WIP 2.4 Definepolicies for managing , defects
and other rework types
2.4 Conduct blocker clustering 2.4 Identify sources ofdelay
2.13 Board design: Visualizesequential
activities whereno dependency or
preferred sequenceexists using rows or
2.5 Definebasic policies for for
coordinating work ofdifferent service
teams2.14 Visualizedefects and other rework
types
2.15 Visualizedefined workflow using a
kanban board
2.15 Visualizeproject progress on a
simpleportfolio kanban board
2.16 Visualizea program as an
aggregated servicedelivery overview
3.1 Visualize“ready to commit” status,
also known as “ready to pull”
3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge
discovery process (service; seethe
organization as a set ofinterconnected
3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement
suggestions
3.2 Visualize“ready to pull” criteria, also
known as “definition ofready”, “entry
criteria”
3.2 Collect service-related data: demand,
capability
3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions
review
3.3 Visualizeproject work items on a two-
tiered project kanban board
3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option
abandonment policies
3. 4 Visualizeworkflow and teamwork
items by means ofaggregated team
kanban board
3.4 Defer commitment (decideat the
“last responsiblemoment”)
3.4 Definethemeaning of"abandoned"
for committed work
3.5 Visualizediscarded options using a
bin on an upstream (discovery) kanban
board
3.5 Usecumulativeflow diagram to
monitor queues
3.6 Visualizeparent-child and peer-peer
dependencies
3.6 UseLittle’s law
3.7 Visualizeupstream options by means
ofa upstream/discovery kanban board
3.7 Report rudimentary flow efficiency
3.8 Gradually eliminateinfinitebuffers
3.9 Actively closeupstream options
which meet theabandonment criteria
3.10 Report abandoned vs completed
commited work
3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up-
stream replenishment
3.8 Develop triagediscipline 3.5 Establish a delivery commitment
point
3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and
impact
3.9 Visualizepull signals 3.3 Using a max limit to constrain
upstream capacity
3.9 Managedependencies peer-to-peer or
parant-child
3.6 Establish a replenishment
commitment point
3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk
3.10 Visualizepull criteria (also known as
“pull policies”, “definition ofready”,
“exit criteria”)
3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work
items
3.7 Definebasic classes ofservicebased
on qualitativecost ofdelay
3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem
spontaneously –bring it to theservice
delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system,
from commitment to delivery
3.14 Useclasses ofserviceto affect
selection
3.8 Establish customer acceptance
criteria for each work item or a class of
work items
3.6 Conduct basic portfolio review
3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery
commitment
3.15 Visualizefailuredemand versus
valuedemand
3.16 Forecast Delivery
3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options
Thinking
3.17 Visualizeclass ofserviceusing ticket
colors, board rows or ticket decorators
3.18 UseEarned Valueportfolio kanban
board to visualizeproject progress and
scheduleor budget risk3.x Visualizetheprogress ofmultiple
initiatives on a portfolio kanban board
ML 3
TransitionConsolidation
ML 1
TransitionConsolidation
ML 2
TransitionConsolidation
Kanban Eurasia - flow.hamburg GbR © 2020 23
January2019
1.4 Useavatars to visualizean
individual’s workload
1.3 Conduct internal team
replenishment meeting
1.5 Visualizebasic policies
2.1 Visualizeteamwork by means ofan
emergent workflow kanban board
2.1 Definework types based on customer
re-quests
2.1. Definebasic servicepolicies 2.1 Conduct internal workflow
replenishment meeting
2.1 Identify sources ofdissatisfaction
2.2 Visualizework through a delivery
kanban board with per-person WIP limits
2.2 Definebasic services
2.3 Visualizework types by means ofcard
colors or board rows
2.3 Map upstream and downstream flow
2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics
2.5 Visualize work requests on another
serviceor system
2.5 Defineand collect WIP aging metrics
2.6 Visualizework item aging
2.7 Visualizebasic servicepolicies
2.8 Visualizedevelopment ofoptions and
committed work by means ofan
enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a
upstream kanban board
2.10 Visualizeconstant WIP (CONWIP) on
an emergent workflow delivery kanban
board
2.1 Establish CONWIP limits on
emergent workflow
2.6 Manageblocking issues (categorize,
analyzecauses and impacts and define
relevant actions)
2.2 Definepolicies for managing aging
WIP
2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic
understanding oftheprocess and
improveflow2.11 Ticket design: Visualizeconcurrent
or unordered activities with checkboxes
2.2 Establish WIP limit on theaggregated
servicedelivery overview board.
2.7 Managedefects and other rework
types
2.3 Definepolicies for managing aging
WIP and blocking issueescalation
2.3 Conduct system capability review 2.3 Reviseproblematic policies
2.12 Board design: Visualizeconcurrent
activities performed by specialist teams
using partial rows
2.8 Manageaging WIP 2.4 Definepolicies for managing , defects
and other rework types
2.4 Conduct blocker clustering 2.4 Identify sources ofdelay
2.13 Board design: Visualizesequential
activities whereno dependency or
preferred sequenceexists using rows or
2.5 Definebasic policies for for
coordinating work ofdifferent service
teams2.14 Visualizedefects and other rework
types
2.15 Visualizedefined workflow using a
kanban board
2.15 Visualizeproject progress on a
simpleportfolio kanban board
2.16 Visualizea program as an
aggregated servicedelivery overview
3.1 Visualize“ready to commit” status,
also known as “ready to pull”
3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge
discovery process (service; seethe
organization as a set ofinterconnected
3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement
suggestions
3.2 Visualize“ready to pull” criteria, also
known as “definition ofready”, “entry
criteria”
3.2 Collect service-related data: demand,
capability
3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions
review
3.3 Visualizeproject work items on a two-
tiered project kanban board
3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option
abandonment policies
3. 4 Visualizeworkflow and teamwork
items by means ofaggregated team
kanban board
3.4 Defer commitment (decideat the
“last responsiblemoment”)
3.4 Definethemeaning of"abandoned"
for committed work
3.5 Visualizediscarded options using a
bin on an upstream (discovery) kanban
board
3.5 Usecumulativeflow diagram to
monitor queues
3.6 Visualizeparent-child and peer-peer
dependencies
3.6 UseLittle’s law
TransitionConsolid
ML 2
TransitionConsolidation
„Reality is not as linear as the
model!
Kanban Eurasia - flow.hamburg GbR © 2020 24
Kanban Practices > Culture
Level of Kanban
Practices Adoption
currently
overreaching, i.e.
higher than level of
values held.
Results in
difficulties to
establish and
maintain Kanban
practices and get
full buy-in for
existing ones,
limiting business
outcomes.
2-3
KanbanPracticesAdoption
CulturalAssessment
1T
Kanban Eurasia - flow.hamburg GbR © 2020 25
The agreed way forward
• Increased focus on the leadership team and cross-team
aspects
• Agreed to consolidate Kanban practices at level 2, while
driving cultural improvements (cross-team flow)
Kanban Eurasia - flow.hamburg GbR © 2020 26
Acts of Leadership
(Never waste a good crisis)
• No feature delivered for 3
weeks
• More than 20 features in
progress, with 10 stories on
average
• How can we finish features
quicker?
• Teams are blocking each
other!
• „We need to get our WIP
under control!“
Kanban Eurasia - flow.hamburg GbR © 2020 27
Examples of ML2 Kanban Practices
• Visualize end-to-end workflow in an electronic tool for
better overall control and visibility
• Introduced workflow-level Kanban
• Dependencies needed to be managed across different
levels and teams: Introduced Team Capacity Tokens
• Catalyzed technical measures towards shared code
ownership
Kanban Eurasia - flow.hamburg GbR © 2020 28
Impact of the established practices
• Painful!
• Surfaced the real issues that were buried before:
• Changing demand patterns
• Resulting uneven workload of the teams
• More dependencies than expected
• Not the right items ready for delivery at the right time
• Enforced cross-team collaboration across business
verticals
Kanban Eurasia - flow.hamburg GbR © 2020 29
The Journey so far
30
NOV
2018
Start of KMM
Appraisal
JAN/
FEB
2019
Presentation
to leadership
team and all-
team
APR
2019
Project crisis,
management
intervention
JUN
2019
Stressors
showing
effects
Kanban Eurasia - flow.hamburg GbR © 2020
Kanban Eurasia - flow.hamburg GbR © 2020 31
January2019
Level Visualize Limit WIP
Marshall Options -
Manage flow
Make policies explicit Feedback Loops
Improve colaboratively, evolve
experimentally
1.1 Visualizework for several individuals
by means ofan aggregated personal
kanban board
1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting
1.2 Visualizediscovered initial policies
1.3 Visualizethework carried out by a
team by means ofa team kanban board.
1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review.
1.4 Useavatars to visualizean
individual’s workload
1.3 Conduct internal team
replenishment meeting
1.5 Visualizebasic policies
2.1 Visualizeteamwork by means ofan
emergent workflow kanban board
2.1 Definework types based on customer
re-quests
2.1. Definebasic servicepolicies 2.1 Conduct internal workflow
replenishment meeting
2.1 Identify sources ofdissatisfaction
2.2 Visualizework through a delivery
kanban board with per-person WIP limits
2.2 Definebasic services
2.3 Visualizework types by means ofcard
colors or board rows
2.3 Map upstream and downstream flow
2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics
2.5 Visualize work requests on another
serviceor system
2.5 Defineand collect WIP aging metrics
2.6 Visualizework item aging
2.7 Visualizebasic servicepolicies
2.8 Visualizedevelopment ofoptions and
committed work by means ofan
enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a
upstream kanban board
2.10 Visualizeconstant WIP (CONWIP) on
an emergent workflow delivery kanban
board
2.1 Establish CONWIP limits on
emergent workflow
2.6 Manageblocking issues (categorize,
analyzecauses and impacts and define
relevant actions)
2.2 Definepolicies for managing aging
WIP
2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic
understanding oftheprocess and
improveflow2.11 Ticket design: Visualizeconcurrent
or unordered activities with checkboxes
2.2 Establish WIP limit on theaggregated
servicedelivery overview board.
2.7 Managedefects and other rework
types
2.3 Definepolicies for managing aging
WIP and blocking issueescalation
2.3 Conduct system capability review 2.3 Reviseproblematic policies
2.12 Board design: Visualizeconcurrent
activities performed by specialist teams
using partial rows
2.8 Manageaging WIP 2.4 Definepolicies for managing , defects
and other rework types
2.4 Conduct blocker clustering 2.4 Identify sources ofdelay
2.13 Board design: Visualizesequential
activities whereno dependency or
preferred sequenceexists using rows or
2.5 Definebasic policies for for
coordinating work ofdifferent service
teams2.14 Visualizedefects and other rework
types
2.15 Visualizedefined workflow using a
kanban board
2.15 Visualizeproject progress on a
simpleportfolio kanban board
2.16 Visualizea program as an
aggregated servicedelivery overview
3.1 Visualize“ready to commit” status,
also known as “ready to pull”
3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge
discovery process (service; seethe
organization as a set ofinterconnected
3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement
suggestions
3.2 Visualize“ready to pull” criteria, also
known as “definition ofready”, “entry
criteria”
3.2 Collect service-related data: demand,
capability
3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions
review
3.3 Visualizeproject work items on a two-
tiered project kanban board
3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option
abandonment policies
3. 4 Visualizeworkflow and teamwork
items by means ofaggregated team
kanban board
3.4 Defer commitment (decideat the
“last responsiblemoment”)
3.4 Definethemeaning of"abandoned"
for committed work
3.5 Visualizediscarded options using a
bin on an upstream (discovery) kanban
board
3.5 Usecumulativeflow diagram to
monitor queues
3.6 Visualizeparent-child and peer-peer
dependencies
3.6 UseLittle’s law
3.7 Visualizeupstream options by means
ofa upstream/discovery kanban board
3.7 Report rudimentary flow efficiency
3.8 Gradually eliminateinfinitebuffers
3.9 Actively closeupstream options
which meet theabandonment criteria
3.10 Report abandoned vs completed
commited work
3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up-
stream replenishment
3.8 Develop triagediscipline 3.5 Establish a delivery commitment
point
3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and
impact
3.9 Visualizepull signals 3.3 Using a max limit to constrain
upstream capacity
3.9 Managedependencies peer-to-peer or
parant-child
3.6 Establish a replenishment
commitment point
3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk
3.10 Visualizepull criteria (also known as
“pull policies”, “definition ofready”,
“exit criteria”)
3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work
items
3.7 Definebasic classes ofservicebased
on qualitativecost ofdelay
3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem
spontaneously –bring it to theservice
delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system,
from commitment to delivery
3.14 Useclasses ofserviceto affect
selection
3.8 Establish customer acceptance
criteria for each work item or a class of
work items
3.6 Conduct basic portfolio review
3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery
commitment
3.15 Visualizefailuredemand versus
valuedemand
3.16 Forecast Delivery
3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options
Thinking
3.17 Visualizeclass ofserviceusing ticket
colors, board rows or ticket decorators
3.18 UseEarned Valueportfolio kanban
board to visualizeproject progress and
scheduleor budget risk3.x Visualizetheprogress ofmultiple
initiatives on a portfolio kanban board
ML 3
TransitionConsolidation
ML 1
TransitionConsolidation
ML 2
TransitionConsolidation
Kanban Eurasia - flow.hamburg GbR © 2020 32
June2019
Level Visualize Limit WIP
Marshall Options -
Manage flow
Make policies explicit Feedback Loops
Improve colaboratively, evolve
experimentally
1.1 Visualizework for several individuals
by means ofan aggregated personal
kanban board
1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting
1.2 Visualizediscovered initial policies
1.3 Visualizethework carried out by a
team by means ofa team kanban board.
1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review.
1.4 Useavatars to visualizean
individual’s workload
1.3 Conduct internal team
replenishment meeting
1.5 Visualizebasic policies
2.1 Visualizeteamwork by means ofan
emergent workflow kanban board
2.1 Definework types based on customer
re-quests
2.1. Definebasic servicepolicies 2.1 Conduct internal workflow
replenishment meeting
2.1 Identify sources ofdissatisfaction
2.2 Visualizework through a delivery
kanban board with per-person WIP limits
2.2 Definebasic services
2.3 Visualizework types by means ofcard
colors or board rows
2.3 Map upstream and downstream flow
2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics
2.5 Visualize work requests on another
serviceor system
2.5 Defineand collect WIP aging metrics
2.6 Visualizework item aging
2.7 Visualizebasic servicepolicies
2.8 Visualizedevelopment ofoptions and
committed work by means ofan
enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a
upstream kanban board
2.10 Visualizeconstant WIP (CONWIP) on
an emergent workflow delivery kanban
board
2.1 Establish CONWIP limits on
emergent workflow
2.6 Manageblocking issues (categorize,
analyzecauses and impacts and define
relevant actions)
2.2 Definepolicies for managing aging
WIP
2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic
understanding oftheprocess and
improveflow2.11 Ticket design: Visualizeconcurrent
or unordered activities with checkboxes
2.2 Establish WIP limit on theaggregated
servicedelivery overview board.
2.7 Managedefects and other rework
types
2.3 Definepolicies for managing aging
WIP and blocking issueescalation
2.3 Conduct system capability review 2.3 Reviseproblematic policies
2.12 Board design: Visualizeconcurrent
activities performed by specialist teams
using partial rows
2.8 Manageaging WIP 2.4 Definepolicies for managing , defects
and other rework types
2.4 Conduct blocker clustering 2.4 Identify sources ofdelay
2.13 Board design: Visualizesequential
activities whereno dependency or
preferred sequenceexists using rows or
2.5 Definebasic policies for for
coordinating work ofdifferent service
teams2.14 Visualizedefects and other rework
types
2.15 Visualizedefined workflow using a
kanban board
2.15 Visualizeproject progress on a
simpleportfolio kanban board
2.16 Visualizea program as an
aggregated servicedelivery overview
3.1 Visualize“ready to commit” status,
also known as “ready to pull”
3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge
discovery process (service; seethe
organization as a set ofinterconnected
3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement
suggestions
3.2 Visualize“ready to pull” criteria, also
known as “definition ofready”, “entry
criteria”
3.2 Collect service-related data: demand,
capability
3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions
review
3.3 Visualizeproject work items on a two-
tiered project kanban board
3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option
abandonment policies
3. 4 Visualizeworkflow and teamwork
items by means ofaggregated team
kanban board
3.4 Defer commitment (decideat the
“last responsiblemoment”)
3.4 Definethemeaning of"abandoned"
for committed work
3.5 Visualizediscarded options using a
bin on an upstream (discovery) kanban
board
3.5 Usecumulativeflow diagram to
monitor queues
3.6 Visualizeparent-child and peer-peer
dependencies
3.6 UseLittle’s law
3.7 Visualizeupstream options by means
ofa upstream/discovery kanban board
3.7 Report rudimentary flow efficiency
3.8 Gradually eliminateinfinitebuffers
3.9 Actively closeupstream options
which meet theabandonment criteria
3.10 Report abandoned vs completed
commited work
3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up-
stream replenishment
3.8 Develop triagediscipline 3.5 Establish a delivery commitment
point
3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and
impact
3.9 Visualizepull signals 3.3 Using a max limit to constrain
upstream capacity
3.9 Managedependencies peer-to-peer or
parant-child
3.6 Establish a replenishment
commitment point
3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk
3.10 Visualizepull criteria (also known as
“pull policies”, “definition ofready”,
“exit criteria”)
3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work
items
3.7 Definebasic classes ofservicebased
on qualitativecost ofdelay
3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem
spontaneously –bring it to theservice
delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system,
from commitment to delivery
3.14 Useclasses ofserviceto affect
selection
3.8 Establish customer acceptance
criteria for each work item or a class of
work items
3.6 Conduct basic portfolio review
3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery
commitment
3.15 Visualizefailuredemand versus
valuedemand
3.16 Forecast Delivery
3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options
Thinking
3.17 Visualizeclass ofserviceusing ticket
colors, board rows or ticket decorators
3.18 UseEarned Valueportfolio kanban
board to visualizeproject progress and
scheduleor budget risk3.x Visualizetheprogress ofmultiple
initiatives on a portfolio kanban board
ML 3
TransitionConsolidation
ML 1
TransitionConsolidation
ML 2
TransitionConsolidation
ML 2ML 1
Cultural Appraisal (Jan 19)
Kanban Eurasia - flow.hamburg GbR © 2020 33
Trans-
parency
Collabo-
ration
Acts of
Leader-
ship
Evolu-
tionary
Change
Respect
Flow
Basic
Under-
standing
ML 2ML 1
Cultural Appraisal (June 19)
Kanban Eurasia - flow.hamburg GbR © 2020 34
Trans-
parency
Collabo-
ration
Acts of
Leader-
ship
Evolu-
tionary
Change
Respect
Flow
Basic
Under-
standing
The Journey continues
35
NOV
2018
Start of KMM
Appraisal
JAN/
FEB
2019
Presentation
to leadership
team and all-
team
APR
2019
Project crisis,
management
intervention
JUN
2019
Stressors
showing
effects
Kanban Eurasia - flow.hamburg GbR © 2020
Kanban Eurasia - flow.hamburg GbR © 2020 36
Constraining forces
from the surrounding
organization
In regress from ML2
back to ML1
Where are we today?
Kanban Eurasia - flow.hamburg GbR © 2020 37
Kanban Eurasia - flow.hamburg GbR © 2020 38
Which level would be appropriate?
Kanban Eurasia - flow.hamburg GbR © 2020 39
Need: Predictability!
Need: Actionable metrics for forecasting and improvements
Need: Short time to market
Which level would be appropriate?
Kanban Eurasia - flow.hamburg GbR © 2020 40
Need: Predictability!
Need: Actionable metrics for forecasting and improvements
Need: Short time to market
Understood and articulated by the
leadership team.
Looking back – achievements so far
Steady communication and improved collaboration across
teams
Cadence stable and effective
Better management of dependencies
Improved liquidity (which(s) team can implement features)
Introduction of classes of service is a great stressor to show
constant over-commitment
Kanban Eurasia - flow.hamburg GbR © 2020 41
Current Developments
Visualize and manage blockers at all levels
Focus on WIP aging, using thresholds -> stressor!
Getting to real Pull systems both in teams and on feature
level
End-to-end flow: More forward-looking upstream flow to
avoid being caught by “starvation alert” surprise ever few
weeks
Started: Re-assessment of the organization based on KMM
Kanban Eurasia - flow.hamburg GbR © 2020 42
Kanban Eurasia - flow.hamburg GbR © 2020 43
The Journey continues
44
NOV
2018
Start of KMM
Appraisal
JAN/
FEB
2019
Presentation
to leadership
team and all-
team
APR
2019
Project crisis,
management
intervention
JUN
2019
Stressors
showing
effects
Kanban Eurasia - flow.hamburg GbR © 2020
MAR
2020
How did the KMM help?
Sense making tool: bring structure into a complex environment
Guidance for coaching
See clearly what’s going on (even if that is not what you’d like to
see)
KMM is a great tool to get in contact and jointly work with
management
… and we hope that it will help us finally get to real service
orientation
Kanban Eurasia - flow.hamburg GbR © 2020 45
Example 2 - Application of the KMM
Multiple reorganizations in the past months and years.
Leadership team wanted to get an orientation where they
are
Which improvement steps would be possible to deliver a
better service?
Kanban Eurasia - flow.hamburg GbR © 2020 46
Cultural Appraisal
Kanban Eurasia - flow.hamburg GbR © 2020 47
ML 2ML 1
Trans-
parency
Collabo-
ration
Acts of
Leader-
ship
Evolu-
tionary
Change
Respect
Flow
Basic
Under-
standing
Kanban Eurasia - flow.hamburg GbR © 2020 48
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 2 3 4
Practices Adoption by Level
fully partially not at all blank
Maturity Level
Culture > Kanban Practices
Organizational
Culture at a higher
maturity level than
Kanban Practices
Adoption
2-3
KanbanPracticesAdoption
CulturalAssessment
1
Kanban Eurasia - flow.hamburg GbR © 2020 49
Kanban Eurasia - flow.hamburg GbR © 2020 50
Kanban Eurasia - flow.hamburg GbR © 2020 51
1
2
Transitioning
Practices
Consolidating
Practices
Transitioning
Practices
Consolidating
Practices
Limit WIP Manage Flow Explicit Policies
Kanban Eurasia - flow.hamburg GbR © 2020
change
change
change
change
change
change
KMM as a Guide
52
change
change
change
change
change
change
…Providing direction and focus.
Kanban Eurasia - flow.hamburg GbR © 2020 53
KMM as a Guide
Wrap-Up:
Things to keep in mind
Kanban Eurasia - flow.hamburg GbR © 2020 54
Kanban Eurasia - flow.hamburg GbR © 2020 55
Kanban of
the Year
Kanban Eurasia - flow.hamburg GbR © 2020 56
Kanban of
the Year
NO!
Things to keep in mind
Provides a roadmap to appropriately develop your Kanban
practices together with the cultural values.
Puts focus on the business outcomes.
Remember, it is the organization that matures, not the
Kanban Method.
KMM helps you to prevent the two common failure modes.
Kanban Eurasia - flow.hamburg GbR © 2020 57
What can go wrong in Kanban Coaching?
Kanban Eurasia - flow.hamburg GbR © 2020 58
False Plateau Overreaching
Use the KMM to take the
right steps at the right time
My Learning Points
Kanban Eurasia - flow.hamburg GbR © 2020 59
Works if applied
visibily, or not
Great for
alignment
Puts focus on
outcomes
Hard to
un-learn!
https://flic.kr/p/6K41qv
Kanban Eurasia - flow.hamburg GbR © 2020
@SusanneBartel
http://www.flow.hamburg
PLAN SYSTEMS. MANAGE WORK. LEAD PEOPLE.
60
Kanban Eurasia - flow.hamburg GbR © 2020 61

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KEA20 - Susanne Bartel - What is "your Kanban"?

  • 1. flow.hamburg PLAN SYSTEMS. MANAGE WORK. LEAD PEOPLE. Susanne Bartel susanne@flow.hamburg @SusanneBartel What is "your Kanban"? Application of the KMM Kanban Eurasia Minsk, March 2020
  • 2. flow.hamburg – From Hamburg with Flow Kanban Eurasia - flow.hamburg GbR © 2020 2 Kanban Training and Coaching Management Consulting Licensed Training Organization
  • 3. „ Канбан, что это? Kanban Eurasia - flow.hamburg GbR © 2020 3
  • 4. Kanban Eurasia - flow.hamburg GbR © 2020 4 Стикери на стене! Канбан, что это?
  • 5. Kanban Eurasia - flow.hamburg GbR © 2020 5 Стикери на стене! Что-то, чтобы помочь организовать работу Канбан, что это?
  • 6. Kanban Eurasia - flow.hamburg GbR © 2020 6 Стикери на стене! Что-то, чтобы помочь организовать работу Что-то, чтобы помочь предоставить лучший сервис Канбан, что это?
  • 7. Kanban Eurasia - flow.hamburg GbR © 2020 7 Стикери на стене! Канбан, что это? Что-то, чтобы помочь организовать работу Что-то, чтобы помочь предоставить лучший сервис Инструмент для развития компании
  • 8. Kanban Eurasia - flow.hamburg GbR © 2020 8 Стикери на стене! Канбан, что это? Что-то, чтобы помочь организовать работу Что-то, чтобы помочь предоставить лучший сервис Инструмент для развития компании Всё правильно!
  • 9. How do you “do Kanban”? You take your current way of working and build a Kanban system: • A board that shows your workflow • Tickets • Regular meetings and reviews • Rules • Things to measure You apply the Kanban practices and principles Kanban Eurasia - flow.hamburg GbR © 2020 9
  • 10. Which factors determine “Your Kanban”? What scope of work do you cover? контекст What do you want to achieve? цель What is the level of Kanban knowledge in the organization? знание What values are held in the organization? культура Kanban Eurasia - flow.hamburg GbR © 2020 10
  • 11. Kanban Eurasia - flow.hamburg GbR © 2020 11 So... What?
  • 12. Differing degrees of impact From getting things done, and less overburdening over increased orientation towards customers’ needs, and the end-to-end flow of work, over predictable delivery of your service, to anticipating demand and ensuring long-time survival. Kanban Eurasia - flow.hamburg GbR © 2020 12
  • 13. Kanban Eurasia - flow.hamburg GbR © 2020 13 The KMM helps you navigate
  • 14. Kanban Maturity Model Components Kanban Eurasia - flow.hamburg GbR © 2020 15 Culture: Which values are held in the organization Implemented Kanban Practices Possible Outcomes
  • 15. Kanban Eurasia - flow.hamburg GbR © 2020 16
  • 16. Kanban Eurasia - flow.hamburg GbR © 2020 17
  • 17. Kanban Eurasia - flow.hamburg GbR © 2020 18 From Busy-ness to Customer Orientation Others can see what others (should) do. Collaboration made easier. We are able to catch dropped balls and to improve our service end-to- end
  • 18. Examples The KMM as a coaching tool at use
  • 19. Example 1 - Application of the KMM At a long-term client in the logistics industry Project team is part of a wider enterprise Multi-level Kanban system with 8 teams in 3 locations jointly building features Plateau after a period of growth Product in use now, more and more customers being migrated to the platform. New challenges ahead: Are we ready? Kanban Eurasia - flow.hamburg GbR © 2020 20
  • 20. ML 2ML 1 Cultural Appraisal (Jan 19) Kanban Eurasia - flow.hamburg GbR © 2020 21 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  • 21. Kanban Eurasia - flow.hamburg GbR © 2020 22 January2019 Level Visualize Limit WIP Marshall Options - Manage flow Make policies explicit Feedback Loops Improve colaboratively, evolve experimentally 1.1 Visualizework for several individuals by means ofan aggregated personal kanban board 1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting 1.2 Visualizediscovered initial policies 1.3 Visualizethework carried out by a team by means ofa team kanban board. 1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review. 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law 3.7 Visualizeupstream options by means ofa upstream/discovery kanban board 3.7 Report rudimentary flow efficiency 3.8 Gradually eliminateinfinitebuffers 3.9 Actively closeupstream options which meet theabandonment criteria 3.10 Report abandoned vs completed commited work 3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up- stream replenishment 3.8 Develop triagediscipline 3.5 Establish a delivery commitment point 3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and impact 3.9 Visualizepull signals 3.3 Using a max limit to constrain upstream capacity 3.9 Managedependencies peer-to-peer or parant-child 3.6 Establish a replenishment commitment point 3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk 3.10 Visualizepull criteria (also known as “pull policies”, “definition ofready”, “exit criteria”) 3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work items 3.7 Definebasic classes ofservicebased on qualitativecost ofdelay 3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem spontaneously –bring it to theservice delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system, from commitment to delivery 3.14 Useclasses ofserviceto affect selection 3.8 Establish customer acceptance criteria for each work item or a class of work items 3.6 Conduct basic portfolio review 3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery commitment 3.15 Visualizefailuredemand versus valuedemand 3.16 Forecast Delivery 3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options Thinking 3.17 Visualizeclass ofserviceusing ticket colors, board rows or ticket decorators 3.18 UseEarned Valueportfolio kanban board to visualizeproject progress and scheduleor budget risk3.x Visualizetheprogress ofmultiple initiatives on a portfolio kanban board ML 3 TransitionConsolidation ML 1 TransitionConsolidation ML 2 TransitionConsolidation
  • 22. Kanban Eurasia - flow.hamburg GbR © 2020 23 January2019 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law TransitionConsolid ML 2 TransitionConsolidation
  • 23. „Reality is not as linear as the model! Kanban Eurasia - flow.hamburg GbR © 2020 24
  • 24. Kanban Practices > Culture Level of Kanban Practices Adoption currently overreaching, i.e. higher than level of values held. Results in difficulties to establish and maintain Kanban practices and get full buy-in for existing ones, limiting business outcomes. 2-3 KanbanPracticesAdoption CulturalAssessment 1T Kanban Eurasia - flow.hamburg GbR © 2020 25
  • 25. The agreed way forward • Increased focus on the leadership team and cross-team aspects • Agreed to consolidate Kanban practices at level 2, while driving cultural improvements (cross-team flow) Kanban Eurasia - flow.hamburg GbR © 2020 26
  • 26. Acts of Leadership (Never waste a good crisis) • No feature delivered for 3 weeks • More than 20 features in progress, with 10 stories on average • How can we finish features quicker? • Teams are blocking each other! • „We need to get our WIP under control!“ Kanban Eurasia - flow.hamburg GbR © 2020 27
  • 27. Examples of ML2 Kanban Practices • Visualize end-to-end workflow in an electronic tool for better overall control and visibility • Introduced workflow-level Kanban • Dependencies needed to be managed across different levels and teams: Introduced Team Capacity Tokens • Catalyzed technical measures towards shared code ownership Kanban Eurasia - flow.hamburg GbR © 2020 28
  • 28. Impact of the established practices • Painful! • Surfaced the real issues that were buried before: • Changing demand patterns • Resulting uneven workload of the teams • More dependencies than expected • Not the right items ready for delivery at the right time • Enforced cross-team collaboration across business verticals Kanban Eurasia - flow.hamburg GbR © 2020 29
  • 29. The Journey so far 30 NOV 2018 Start of KMM Appraisal JAN/ FEB 2019 Presentation to leadership team and all- team APR 2019 Project crisis, management intervention JUN 2019 Stressors showing effects Kanban Eurasia - flow.hamburg GbR © 2020
  • 30. Kanban Eurasia - flow.hamburg GbR © 2020 31 January2019 Level Visualize Limit WIP Marshall Options - Manage flow Make policies explicit Feedback Loops Improve colaboratively, evolve experimentally 1.1 Visualizework for several individuals by means ofan aggregated personal kanban board 1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting 1.2 Visualizediscovered initial policies 1.3 Visualizethework carried out by a team by means ofa team kanban board. 1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review. 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law 3.7 Visualizeupstream options by means ofa upstream/discovery kanban board 3.7 Report rudimentary flow efficiency 3.8 Gradually eliminateinfinitebuffers 3.9 Actively closeupstream options which meet theabandonment criteria 3.10 Report abandoned vs completed commited work 3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up- stream replenishment 3.8 Develop triagediscipline 3.5 Establish a delivery commitment point 3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and impact 3.9 Visualizepull signals 3.3 Using a max limit to constrain upstream capacity 3.9 Managedependencies peer-to-peer or parant-child 3.6 Establish a replenishment commitment point 3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk 3.10 Visualizepull criteria (also known as “pull policies”, “definition ofready”, “exit criteria”) 3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work items 3.7 Definebasic classes ofservicebased on qualitativecost ofdelay 3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem spontaneously –bring it to theservice delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system, from commitment to delivery 3.14 Useclasses ofserviceto affect selection 3.8 Establish customer acceptance criteria for each work item or a class of work items 3.6 Conduct basic portfolio review 3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery commitment 3.15 Visualizefailuredemand versus valuedemand 3.16 Forecast Delivery 3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options Thinking 3.17 Visualizeclass ofserviceusing ticket colors, board rows or ticket decorators 3.18 UseEarned Valueportfolio kanban board to visualizeproject progress and scheduleor budget risk3.x Visualizetheprogress ofmultiple initiatives on a portfolio kanban board ML 3 TransitionConsolidation ML 1 TransitionConsolidation ML 2 TransitionConsolidation
  • 31. Kanban Eurasia - flow.hamburg GbR © 2020 32 June2019 Level Visualize Limit WIP Marshall Options - Manage flow Make policies explicit Feedback Loops Improve colaboratively, evolve experimentally 1.1 Visualizework for several individuals by means ofan aggregated personal kanban board 1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting 1.2 Visualizediscovered initial policies 1.3 Visualizethework carried out by a team by means ofa team kanban board. 1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review. 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law 3.7 Visualizeupstream options by means ofa upstream/discovery kanban board 3.7 Report rudimentary flow efficiency 3.8 Gradually eliminateinfinitebuffers 3.9 Actively closeupstream options which meet theabandonment criteria 3.10 Report abandoned vs completed commited work 3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up- stream replenishment 3.8 Develop triagediscipline 3.5 Establish a delivery commitment point 3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and impact 3.9 Visualizepull signals 3.3 Using a max limit to constrain upstream capacity 3.9 Managedependencies peer-to-peer or parant-child 3.6 Establish a replenishment commitment point 3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk 3.10 Visualizepull criteria (also known as “pull policies”, “definition ofready”, “exit criteria”) 3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work items 3.7 Definebasic classes ofservicebased on qualitativecost ofdelay 3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem spontaneously –bring it to theservice delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system, from commitment to delivery 3.14 Useclasses ofserviceto affect selection 3.8 Establish customer acceptance criteria for each work item or a class of work items 3.6 Conduct basic portfolio review 3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery commitment 3.15 Visualizefailuredemand versus valuedemand 3.16 Forecast Delivery 3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options Thinking 3.17 Visualizeclass ofserviceusing ticket colors, board rows or ticket decorators 3.18 UseEarned Valueportfolio kanban board to visualizeproject progress and scheduleor budget risk3.x Visualizetheprogress ofmultiple initiatives on a portfolio kanban board ML 3 TransitionConsolidation ML 1 TransitionConsolidation ML 2 TransitionConsolidation
  • 32. ML 2ML 1 Cultural Appraisal (Jan 19) Kanban Eurasia - flow.hamburg GbR © 2020 33 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  • 33. ML 2ML 1 Cultural Appraisal (June 19) Kanban Eurasia - flow.hamburg GbR © 2020 34 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  • 34. The Journey continues 35 NOV 2018 Start of KMM Appraisal JAN/ FEB 2019 Presentation to leadership team and all- team APR 2019 Project crisis, management intervention JUN 2019 Stressors showing effects Kanban Eurasia - flow.hamburg GbR © 2020
  • 35. Kanban Eurasia - flow.hamburg GbR © 2020 36 Constraining forces from the surrounding organization In regress from ML2 back to ML1
  • 36. Where are we today? Kanban Eurasia - flow.hamburg GbR © 2020 37
  • 37. Kanban Eurasia - flow.hamburg GbR © 2020 38
  • 38. Which level would be appropriate? Kanban Eurasia - flow.hamburg GbR © 2020 39 Need: Predictability! Need: Actionable metrics for forecasting and improvements Need: Short time to market
  • 39. Which level would be appropriate? Kanban Eurasia - flow.hamburg GbR © 2020 40 Need: Predictability! Need: Actionable metrics for forecasting and improvements Need: Short time to market Understood and articulated by the leadership team.
  • 40. Looking back – achievements so far Steady communication and improved collaboration across teams Cadence stable and effective Better management of dependencies Improved liquidity (which(s) team can implement features) Introduction of classes of service is a great stressor to show constant over-commitment Kanban Eurasia - flow.hamburg GbR © 2020 41
  • 41. Current Developments Visualize and manage blockers at all levels Focus on WIP aging, using thresholds -> stressor! Getting to real Pull systems both in teams and on feature level End-to-end flow: More forward-looking upstream flow to avoid being caught by “starvation alert” surprise ever few weeks Started: Re-assessment of the organization based on KMM Kanban Eurasia - flow.hamburg GbR © 2020 42
  • 42. Kanban Eurasia - flow.hamburg GbR © 2020 43
  • 43. The Journey continues 44 NOV 2018 Start of KMM Appraisal JAN/ FEB 2019 Presentation to leadership team and all- team APR 2019 Project crisis, management intervention JUN 2019 Stressors showing effects Kanban Eurasia - flow.hamburg GbR © 2020 MAR 2020
  • 44. How did the KMM help? Sense making tool: bring structure into a complex environment Guidance for coaching See clearly what’s going on (even if that is not what you’d like to see) KMM is a great tool to get in contact and jointly work with management … and we hope that it will help us finally get to real service orientation Kanban Eurasia - flow.hamburg GbR © 2020 45
  • 45. Example 2 - Application of the KMM Multiple reorganizations in the past months and years. Leadership team wanted to get an orientation where they are Which improvement steps would be possible to deliver a better service? Kanban Eurasia - flow.hamburg GbR © 2020 46
  • 46. Cultural Appraisal Kanban Eurasia - flow.hamburg GbR © 2020 47 ML 2ML 1 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  • 47. Kanban Eurasia - flow.hamburg GbR © 2020 48 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 2 3 4 Practices Adoption by Level fully partially not at all blank Maturity Level
  • 48. Culture > Kanban Practices Organizational Culture at a higher maturity level than Kanban Practices Adoption 2-3 KanbanPracticesAdoption CulturalAssessment 1 Kanban Eurasia - flow.hamburg GbR © 2020 49
  • 49. Kanban Eurasia - flow.hamburg GbR © 2020 50
  • 50. Kanban Eurasia - flow.hamburg GbR © 2020 51 1 2 Transitioning Practices Consolidating Practices Transitioning Practices Consolidating Practices Limit WIP Manage Flow Explicit Policies
  • 51. Kanban Eurasia - flow.hamburg GbR © 2020 change change change change change change KMM as a Guide 52
  • 52. change change change change change change …Providing direction and focus. Kanban Eurasia - flow.hamburg GbR © 2020 53 KMM as a Guide
  • 53. Wrap-Up: Things to keep in mind Kanban Eurasia - flow.hamburg GbR © 2020 54
  • 54. Kanban Eurasia - flow.hamburg GbR © 2020 55 Kanban of the Year
  • 55. Kanban Eurasia - flow.hamburg GbR © 2020 56 Kanban of the Year NO!
  • 56. Things to keep in mind Provides a roadmap to appropriately develop your Kanban practices together with the cultural values. Puts focus on the business outcomes. Remember, it is the organization that matures, not the Kanban Method. KMM helps you to prevent the two common failure modes. Kanban Eurasia - flow.hamburg GbR © 2020 57
  • 57. What can go wrong in Kanban Coaching? Kanban Eurasia - flow.hamburg GbR © 2020 58 False Plateau Overreaching Use the KMM to take the right steps at the right time
  • 58. My Learning Points Kanban Eurasia - flow.hamburg GbR © 2020 59 Works if applied visibily, or not Great for alignment Puts focus on outcomes Hard to un-learn!
  • 59. https://flic.kr/p/6K41qv Kanban Eurasia - flow.hamburg GbR © 2020 @SusanneBartel http://www.flow.hamburg PLAN SYSTEMS. MANAGE WORK. LEAD PEOPLE. 60
  • 60. Kanban Eurasia - flow.hamburg GbR © 2020 61