This document summarizes a presentation on achieving true business agility through implementing Kanban at an enterprise scale. It discusses how many large companies have implemented Kanban across thousands of employees, and the significant benefits realized, including productivity improvements of 10-50% on average and returns on investment of 300-400 times. However, it notes that most implementations are actually "proto-Kanban" that do not achieve true end-to-end pull flow, and outlines criteria for determining if full Kanban has been achieved, focusing on changes to manager behavior, customer interactions, contracts, and business models.
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
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
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
Arello Mobile and Pushwoosh are two sister companies based in Novosibirsk in Siberia, Russia. 3 years ago, the workplace was stressful and the days very long. Managers and clients were constantly fighting, while teams failed to meet delivery dates. We chose to pursue Kanban to address these challenges. Adoption at Arello was relatively easy and the maturity of the implementation is now quite deep. Pushwoosh has been another story. There was skepticism and resistance. This talk describes in detail what has been achieved at Arello, a mobile application development company of around 50 people, and contrasts it with the challenges at Pushwoosh, a push notification service with a similar number of staff. Both companies have the same owners and share some common staff and resources, however, cultural reaction to Kanban was very different. Some of the latest Kanban coaching concepts including use of the Kanban Maturity Model are now being applied at Pushwoosh. There are indications this measured and thoughtful approach is likely to succeed.
Presented at Silicon Valley Agile Leadership Network 2014 by Janice Linden-Reed See also https://www.slideshare.net/AgileCampSV/silicon-valley-agile-leadership-network
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
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
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
Arello Mobile and Pushwoosh are two sister companies based in Novosibirsk in Siberia, Russia. 3 years ago, the workplace was stressful and the days very long. Managers and clients were constantly fighting, while teams failed to meet delivery dates. We chose to pursue Kanban to address these challenges. Adoption at Arello was relatively easy and the maturity of the implementation is now quite deep. Pushwoosh has been another story. There was skepticism and resistance. This talk describes in detail what has been achieved at Arello, a mobile application development company of around 50 people, and contrasts it with the challenges at Pushwoosh, a push notification service with a similar number of staff. Both companies have the same owners and share some common staff and resources, however, cultural reaction to Kanban was very different. Some of the latest Kanban coaching concepts including use of the Kanban Maturity Model are now being applied at Pushwoosh. There are indications this measured and thoughtful approach is likely to succeed.
Presented at Silicon Valley Agile Leadership Network 2014 by Janice Linden-Reed See also https://www.slideshare.net/AgileCampSV/silicon-valley-agile-leadership-network
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
Shortest possible definition of Kanban lkuk13Andy Carmichael
This presentation from the Lean Kanban UK Conference in London, 2013, was a challenge to summarise the essence of the Kanban methodthe same definition to apply at multiple scales from personal through to portfolio Kanban.
Introducing Kanban through a 3-layered value system - a familiar core that's about driving change, a middle layer that is about direction and alignment, and a protective outer layer of discipline and working agreements. This model aligns Kanban with the concept of the Learning Organisation and suggests ways to seek resonances with other methods. It has some practical benefits too: it can help us engage more effectively with the organisation as it currently is; it encourages us to reflect on our effectiveness as agents of change; it provides a convenient framework for the capture of stories.
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
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
Understand (and Fix) Your Chronic Work Disorder with KanbanJanice Linden-Reed
You can solve recurring problems with your work when you understand it as a system. The Kanban Method lets you discover, model, and manage your unique system of work. Kanban applies principles of mindfulness directly to work.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
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
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
Shortest possible definition of Kanban lkuk13Andy Carmichael
This presentation from the Lean Kanban UK Conference in London, 2013, was a challenge to summarise the essence of the Kanban methodthe same definition to apply at multiple scales from personal through to portfolio Kanban.
Introducing Kanban through a 3-layered value system - a familiar core that's about driving change, a middle layer that is about direction and alignment, and a protective outer layer of discipline and working agreements. This model aligns Kanban with the concept of the Learning Organisation and suggests ways to seek resonances with other methods. It has some practical benefits too: it can help us engage more effectively with the organisation as it currently is; it encourages us to reflect on our effectiveness as agents of change; it provides a convenient framework for the capture of stories.
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
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
Understand (and Fix) Your Chronic Work Disorder with KanbanJanice Linden-Reed
You can solve recurring problems with your work when you understand it as a system. The Kanban Method lets you discover, model, and manage your unique system of work. Kanban applies principles of mindfulness directly to work.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
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
Talk given at Lean Kanban Central Europe 2016
Update 23/12/2016:
This updated version of the presentation corrects an error on the summary slide, which should have read: "Staff liquidity – allocate high skilled, multi-skilled staff after less flexible staff"
Key Note - Stop Starting, Start Finishing 2013 - Aligning Creative Work with ...David Anderson
Using qualitative risk assessment frameworks to understand business risk in demand for creative knowledge work, and assessing demand mix against system capability. Or "Why you may be doomed before you start!"
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.
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
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
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!
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
5 Key Steps to a Growth Strategy that Works Immediately w/ Nilan Peiris, VP G...TheFamily
You know that your startup grows at the rate of which your KPIs move and by how much better your product is than the alternatives. But the limiting factor of growth is your team’s confidence. If they fear failure and you can’t build their confidence and conviction at scale, then that’s really gonna hurt you.
How do you make your teams push boundaries and embrace failure while:
- creating a mission driven startup
- making customers happy, sustainably
- building conviction
- And all of the above at scale?
The amazing Nilan Peiris, VP Growth at TransferWise, shared his 5 key growth strategies at TransferWise and how you can replicate this in your startup with us at The Family!
Nilan joined TransferWise’s growth team 7 years ago, as one of 60 employees. Now, 1500+ employees later, he’s the VP of Growth and has implemented incredible growth strategies which have underpinned the unbelievable success that TransferWise has achieved. He will share his 5 key growth strategies at TransferWise and tell you how you can replicate these to grow your startup. This is an exceptional individual you'll really want to listen to!
TransferWise:
A global tech company and the cheapest alternative to transfering money internationally. TransferWise customers send over £3bn every month, saving themselves £3m every day. It’s raised $397m from investors such as Andreessen Horowitz and Sir Richard Branson.
The Family:
The Family nurtures ambitious startups in Europe. Could it be you?
- A community of +600 founders & a team of 30 warriors on-demand
- An infrastructure of services to help you grow fast
- Access to the best capital in Europe (€500M raised collectively)
The Family is a minority, strategic and long-term associate in +270 startups in Europe. Based in Paris, London and Berlin, we provide education, tools, and access to capital to ambitious founders. Raised €500M for our portfolio so far. If we can help entrepreneurs make the most of the European ecosystem, we'll be happy!
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?
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
Lean seminar - Get more done in your business with KANBANAndrea Darabos
The method kanban (small k) originates from manufacturing in the 1960s, to keep inventories at a fixed, low level and create JIT production. By the work and experimentation of thought leaders like David J Anderson, Eliyahu Goldratt and their teams, the method proliferated into the services and product development sectors, now named KANBAN (large K). This seminar took on the challenge to give an introduction to anyone new to KANBAN, including practical case studies and games for live participants, and a summary of those for online readers. A method as simple as KANBAN, but still as powerful for culture change and continuous improvement - is definitely a must-have tool for any business manager, team leader or entrepreneur.
It's not Scrum VS. Kanban! It is Scrum AND Kanban!Mahesh Singh
Kanban does not compete with Scrum. Kanban can be applied by Scrum teams to improve and address issues they might be facing with their development processes. Far too often, Kanban gets positioned as a replacement for Scrum, when it can really be a powerful tool for Scrum teams to improve their overall delivery capability!
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
Product Growth = People growth
How TransferWise has grown to be the market lead in cross border transfers and how you can replicate this in your company / startup / team
Keys to driving a collaborative culture - Feico Mol, Atlassian #CCD2014Communardo GmbH
http://www.communardo.de/home/ccd-2014/
Confluence & JIRA Community Day 2014 (#CCD2014)
Keys to driving a collaborative culture - Keynote Feico Mol, Atlassian
Gene and Mik Summarize Their Favorite Talks from DOES 2017DevOps.com
Join Gene Kim and Mik Kersten as they discuss their favorite talks from DevOps Enterprise Summit 2017 and the ways we’ll see the DevOps movement grow in 2018.
Hear how the focus on value stream thinking, the dismantling of the monolith and transformational leadership are shaping the future of DevOps as it permeates throughout the enterprise.
Think Like a Customer - Value Stream Mapping to See Waste and ValueAndrea Darabos
Rather than focusing on meeting departmental objectives and KPIs, organizations need to collaborate better along value streams and understand how they create value customer to customer. Value is defined by your customers, therefore Value Stream Mapping done from their perspective will help you identify unnecessary activities (waste) as well as partially done work (WIP) and other improvement opportunities in your operations. Value Stream mapping is most powerful if it is done by the team working on the stream, in a transparent, visual way, focusing on the AS-IS practice of how you do things today. For best results, arrange a neutral facilitator to run the session.
Reducing Tickets and Crushing SLAs with StatusPageAtlassian
Downtime is a fact of life, and can be a great competitive advantage for your company and your customers if you handle it well. By keeping customers and employees informed during downtime, you can build trust and cut support costs.
Join Scott, co-founder of StatusPage, for a history of the company and its recent acquisition by Atlassian. We'll cover StatusPage best practices we've learned along the way, and tips for implementing a great StatusPage experience for you and your customers.
Products covered:
StatusPage
Similar to LKCE16 - Getting to pull at enterprise scale by David J. Anderson (20)
Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage – including how to leverage the potential of digital technologies. These efforts go by various names – Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies don’t deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.
Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context you’re in.
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact.
LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...Lean Kanban Central Europe
The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.
LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...Lean Kanban Central Europe
At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.
LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...Lean Kanban Central Europe
Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.
Das zweite Veränderungsprinzip von Kanban ('Vereinbare evolutionäre Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat für eine Kanban-Initiative - sobald einmal vereinbart - verlässlich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen können unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verständnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt mögliche Konsequenzen und betont die Notwendigkeit einer ständigen und gleichzeitig ethisch begründeten Suche nach einem immer wieder neuen Mandat für Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei mögliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.
LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhea...Lean Kanban Central Europe
What if I told you that heavy metal and Agile have a lot in common? What if a musician could walk into a room full of Agile coaches and nobody could tell them apart? What if there are universal principles that can be applied irrespective of what you do? What if frameworks don’t actually work? Join the metalhead CEO and learn interesting things about music, Agile and life in general.
LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley...Lean Kanban Central Europe
Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einführung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung für Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.
Some companies motivate people with perks, ultimately draining motivation. Here’s a scientific explanation & some hands-on options for enabling true motivation.
This type is called autonomous motivation(AM).It’ s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn’ t be confused with intrinsic motivation or fun. < /br> High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. < /br> I’ ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they’ re mishandled, though, highly motivated teams can turn into passive groups of people who don’ t mind producing waste.
The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. David’s talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...Lean Kanban Central Europe
In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to:
* reduce the number of critical incidents by 50 % every year
* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland.
This is an experience report of our continuous transformation.
Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zusätzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu können war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!
Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...Lean Kanban Central Europe
Um die eigenen Leadership-Fähigkeiten auszubauen und selbst Führung für sich und andere zu übernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstführung zu betrachten. Dieser Vortrag vermittelt Möglichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration für wirksame (Selbst-)Führung nutzen lassen.
LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...Lean Kanban Central Europe
Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, Gästebetreuung, Officemanagement und die zuständige „Kannst-du-mal-kurz-Zentrale“ - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplinär. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, über die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.
The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.
LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...Lean Kanban Central Europe
Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong?
The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks.
This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...Lean Kanban Central Europe
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.
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.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
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.
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
LKCE16 - Getting to pull at enterprise scale by David J. Anderson
1. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
True Business Agility
Ge0ng to “pull” at enterprise scale
Presenter
David J. Anderson
Lean Kanban Central
Europe
Hamburg, Germany
November 2016
2. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Kanban is Ubiquitous!
3. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Acceptance
11 years later no one is arguing that Kanban isn’t
appropriate in professional services work
Companies everywhere, large and small, are simply
doing it!
So, it’s Fme to declare victory! We’ve won the
argument that Kanban is a good idea!
4. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
China
3 Chinese companies have “very large scale” Kanban
implementaFons
§ Huawei – Telecoms & electronics – 5000+ people
§ Ping An – Insurance & banking – 5000+ people
§ CMB – Banking – 3000+ people
Meanwhile in Europe…
§ Large scale has been seen at Ericsson, Skania, Siemens,
Rolls-Royce, BBVA, Odigeo (eDreams, Opodo) and others
5. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Return on Investment
ImplementaFons at Huawei, Ping An & CMB have
each cost around the equivalent of 3 full Fme
employees salaries
Huawei are seeing improvements in producFvity in
the range of 10-50% with an average of 25% across
more than 10 product units
Improvements at Huawei are the equivalent of 1250
engineers they didn’t need to hire
Return on investment is 300->400:1 or >30,000%
6. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Don’t miss it!
Adam Wu at 17h20
“Ping An China Insurance & Services” Case Study
Kanban across 5000 people
What did it cost?
What has it meant for company performance,
enterprise agility and robustness to disrupFve
fintech?
§ ParFcularly release frequency of mobile financial
applicaFons
7. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
No Harm!
While there have been failed Kanban
implementaFons, there are no stories of Kanban
doing harm to organizaFons
Unlike some Agile methods and other management
fads such as holacracy, there are no stories of
Kanban causing 20%-40% staff turnover or inflicFng
brutal and cruel change
There has been tribal, emoFonal push back in
organizaFons where Agile is a religion
8. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
But wait, it’s not Kanban!
The problem with this ubiquitous and virtuous
adopFon of Kanban is that it isn’t really Kanban at
all!
9. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Kanban at MicrosoW 2005
Virtual Kanban “pull” system – No visual boards!
230% producFvity improvement
91% reducFon in average lead Fme
On-Fme performance up from 0% to 98%
Time frame – 15 months
Cost – almost nothing, no coaching fees, no training,
no consultants, 2 permanent team members added
mid-transformaFon taking producFvity from 150%
improvement to 230% improvement
10. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Kanban at Hewle4-Packard 2006
Virtual Kanban “pull” system – no visual boards!
700% producFvity improvement!
Lead Fme on new generaFon of laser printer
firmware dropped from 21 months to 3.5 months
4.5 day working week
Timeframe – less than 1 year
Cost – almost nothing – no coaches, no training, no
consultants
11. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Proto-Kanban represents minor league victory
What is being implemented at large scale all over the
world is visualizaFon and per person, or per team
WIP limits
Enterprises are struggling to implement end-to-end
“pull” at any significant scale!
WHY?
13. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Team Kanban
Backlog
F
H
E
C A
G
D
Next Done
3
In-progress
3∞ ∞
GY
PB
DE
I
J Avatar for each team
memberStill at a single team
level but maturing to
focus on managing
work and less on
managing workers
14. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
O
P
R
N
M
L
J
Per Person WIP Limit
Done
F
H E
C
A
I
Pending
G
D
GY
PB DE
MN
AB
Dev/Build/
Test/Deploy
Dev
Ready
GY
GY
PB
PB
MN
MN
DE
DE
AB
AB
K
Bench
Specify
B
∞∞ ∞
Unbounded
Queue
Delayed
WIP
At this level, we are focused
on managing work and
enabling people to self-
organize around it but we
aren’t limiting WIP in the
system as a whole. Hence,
service delivery will not be
predictable
Moving beyond a single
team to a service delivery
workflow
15. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Aggregated Team Kanban
Done
Pool
of
Ideas
F
H E
C A
I
Next
Deploy-
ment
Ready
G
D
GY
PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
Team 1 Kanban
∞ ∞
Team 2 Kanban
16. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Aggregated Team Kanban
Done
Pool
of
Ideas
F
H E
C A
I
Next
Deploy-
ment
Ready
G
D
GY
PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3∞ ∞
Also
known as
“infinite
done
queues”
17. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Aggregated Team Kanban
Done
Pool
of
Ideas
F
H E
C A
I
Next
Deploy-
ment
Ready
G
D
GY
PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
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
∞ ∞
18. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Benefits of proto-Kanban implementa`ons
Benefits
Transparency
Relief from overburdening
Reduced multitasking
Improved quality
People engaged emotionally
More collaboration
Greater empathy
19. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Benefits of proto-Kanban implementa`ons
Benefits
10-50% greater productivity
Up to 50% reduction
in lead times
Average 25% headcount saving
Return on investment
300->400 : 1
20. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Are we there yet?
21. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Kanban Litmus Test
1. Have managers changed their behavior?
2. Has the customer interface changed?
3. Has the customer contract changed?
4. Has the service delivery business model changed?
If you can’t answer yes to at least 2 of these quesFons
it is unlikely you’ve switched to Kanban yet! You may
have the intent to adopt it through a series of
evoluFonary steps iniFally adopFng proto-Kanban
22. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Have Managers Changed their Behavior?
Are managers managing people, assigning work,
focused on uFlizaFon levels, building brinle,
determinisFc plans, making early customer
commitments and ooen making promises without
regard to capability or respect for risk & uncertainty?
Or have they switched to managing work, focusing
on flow, forecasFng probabilisFcally, deferring
commitment, making promises based on probability,
embracing risk and uncertainty, and focusing on due
date performance against SLAs?
23. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Has the Customer Interface Changed?
Are you sFll anending the same old planning
meeFngs on the same old schedule?
Or, have you adopted kanban system replenishment
meeFngs?
Are customers present at replenishment meeFngs?
Does commitment happen at the replenishment
meeFng when an item is “pulled” onto the board?
Has the frequency of the meeFng changed? Is it
much more frequent than before?
24. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Has the Customer Contract Changed?
Are you sFll making commitments the same way?
Has the promise you make and the way you make it
changed?
Are you sFll making determinisFc plans, promising
precise scope and schedule, and hedging with
conFngency by “overesFmaFng” size, complexity, or
duraFon of work?
Or are you working probabilisFcally, studying historical
data, aggregaFng risk and using service level agreements
as a new style of contract with the customer?
25. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Has the Service Delivery Business Model Changed?
Are you carrying all the risk? Fixed delivery date, fixed
scope, fixed cost? Precise promises based on
determinisFc planning?
Is all work treated homogenously from a risk
perspecFve? Do you process all requests the same way?
Or, have you introduced classes of service based on risk
profiling and assessment of cost of delay? Do you offer
mulFple classes of service by allocaFng capacity and
hedging risk? Is class of service Fed to risk and urgency?
Do you have explicit policy assigning class of service to
different risk profiles?
26. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Triage
“pull” creates a pressure to triage:
§ What should we do immediately?
§ What can wait unFl later?
• And if so, when? (a scheduling problem)
§ What shouldn’t we do at all? (discard)
If you haven’t developed a strong triage discipline
then you almost certainly haven’t achieved end-to-
end “pull”
28. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
H
F
F
O
M
N
K
J
I
Using movable tokens as kanban is more flexible
Ideas
D
E
A
I
Dev
Ready
G
Development Testing
Test
Ready
F B
C
UAT
Release
Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Override on kanban limit
introduces additional
“blocked – issue” kanban
People working on
blocked item “A”
have been redirected
to work on item “I”
29. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
H
F
F
O
M
N
K
J
I
Using movable tokens as kanban is more flexible
Ideas
D
E
A
I
Dev
Ready
G
Development Testing
Test
Ready
F B
C
UAT
Release
Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Using physical slots in the previous example
has been shown to create inertia to
modification & improvement
Using movable tokens allows for
WIP limits to be easily modified and
provides a natural signal token
mechanism
30. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Single Service, Mul`ple Classes of Service
Allocate capacity with kanban limit per color
5 4 4 5 2 = 20 total
AllocaFon
10 = 50%
...
+1 = +5%
4 = 20%
6 = 30%
Input
Buffer In Prog Done Done In Prog
Development Analysis Build
Ready Test
Release
Ready
31. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
3 Services Aggregated Together
5 4 4 5 2 = 20 total
Change Req
12
Maintenance
2
ProducFon Defect
6
AllocaFon
Total = 20
Input
Buffer In Prog Done
Build
Ready Test
Release
Ready Done In Prog
Development Analysis
Released
32. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Change
Requests 3
1
Prod.
Defects
Maintenance
Usability
Improvement
2
1
Improving Liquidity through Labor Pool Flexibility
Teams
F
H
E
C
A
Engin-
eering
Ready
G
D
GY
PB
DE
MN
2
P1
AB
Ongoing
Analysis Testing
Done Verification Acceptance
3 3
Ongoing
Development
Done3
Joe
Peter
Steven
Joann
David
Rhonda
Brian
Ashok
Team
Lead
Junior who will be rotated through
all 4 teams
Generalist or T-shaped
people who can move
flexibly across rows on the
board to keep work flowing
It’s typical to see splits of
fixed team workers versus
flexible system workers of
between 40-60%
Roughly half the labor pool
are flexible workers
Promotions from junior team
member to flexible worker with
an avatar clearly visualize why
a pay rise is justified. Flexible
workers help manage liquidity
risk better!
34. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Don’t miss it!
Andy Carmichael at 15h20
“IRREFUTABLE DEMAND: When you can’t say “NO””
§ UNDERSTAND YOUR OPTIONS - YOU MAY HAVE MORE
THAN YOU THINK!”
35. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Pressure for “push” is par`ally internal
Why does it feel like “push” is inevitable and unavoidable?
Because so much demand is actually internally spawned from
exisFng commitments!
So many Kanban implementaFons are proto-Kanban semi-
push systems because they service internally generated
demand which is irrefutable
If you are to get to “pull”, you generally have to start with
externally facing customer services
Or insert a strong “definiFon of ready” at the customer facing
point, which states that we will only commit to externally
demand when internal dependency capacity is confirmed (this
has a tendency to lead to undesirable behaviors – big team/
org unit sizes, big batch sizes)
36. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
What causes irrefutable demand?
“we’ve already commined to it”
§ PotenFally bad behavior on the part of execuFves or sales
people
§ “the boss wants it”
It’s a legal or regulatory requirement
It’s table stakes for this customer or market niche
It’s mission criFcal
§ High severity producFon defects
37. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Gehng to “pull”
Pull requires that demand is refutable or at least
delayable
Demand must be balanced against capability to
supply
Demand can be shaped
Kanban systems have a noFon of capacity and hence
a strong definiFon of ready may include whether
capacity has been booked in advance using a
dynamic reservaFon system
38. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Is all irrefutable demand as irrefutable as it seems?
Can we use policy to shape demand?
§ For example, sacrifice fidelity or quality on items of a given risk
category or risk profile to bifurcate demand to a shared sevice?
Can we smooth demand through bener understanding of
when to schedule it or its cost of delay?
§ Schedule highest cost of delay items at opFmal start Fme, and
offset others to less opFmal start Fmes while recognizing their
comparaFve cost of delay is lower?
§ i.e. anFcipate overburdening and trade off lost opportunity for
smoother flow, rather than…
§ reacFng to overburdening by delaying items, lengthening lead
Fmes, increasing the tail on the distribuFon and negaFvely
affecFng predictability
39. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
You have more management op`ons than you
think!
Ensure…
§ Use the feedback loops of risk review, operaFons review &
strategy review to adjust demand to capability
§ Use a holisFc approach to managing the network of
interdependent services
• OperaFons review
• Dynamic reservaFon systems
§ Decision making is informed & effecFve
• Risk profiling
• Demand shaping thresholds and other policies are explicit
§ Management of uncommined opFons is returned to the
customer
40. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Strategies for irrefutable demand
Deferred commitment negoFated and agreed with customer
Classes of Service
§ maximize flow of value
§ build flexibility to handle variaFon
OperaFons Review cadence to balance demand
Staff liquidity
§ allocate high skilled, mulF-skilled staff before less flexible staff
Examine the constraint/bonleneck in mulFple workflows
§ Use policies to subordinate other parts of the system to the bonleneck
(shape/bifurcate demand)
§ elevate the constraint/bonleneck
Limit capacity / uFlisaFon (e.g. to 50% for planned work)
Reduce work in progress
Manage flow!
42. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Demand Shaping Threshold
Dimension 1
Dimension 2
Dimension 3
Dimension 5
Dimension 4
Definitely
Do
This
Demand shaping
threshold
Talk about
this one
Definitely
Don’t
This
Each risk dimension
represents a taxonomy of
categories describing a
known risk.
Policy describes the
category in each
dimension at or above
which we wish to
accept demand
43. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Demand Shaping Threshold
Dimension 1
Dimension 2
Dimension 3
Dimension 5
Dimension 4
Don’t
Do
This
Exclusion
Zone
Talk about
this one
Definitely
Do
This
Thresholds can be used to as
upper or lower bounds Exclusion zone can be
to the outside or inside
of the graph
44. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Get a Demo of SwiW ESP!
45. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
SwiWKanban ESP implements Risk Profiling &
Demand Shaping to Manage Large “Backlogs”
46. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Don’t miss it!
Maria Torrijos Lopez at 12h30
“DEALING WITH A MASSIVE BACKLOG AT THE
WORLD'S NO.2 ONLINE TRAVEL COMPANY”
§ Large scale Enterprise Services Planning implementaFon
§ Risk profiling in acFon
49. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Personal Kanban
Aggregated
Personal Kanban
Team Kanban
Emergent/Undefined
Workflow
Per Person WIP Limit
CONWIP
Physical space
kanban
Physical token kanban
Virtual Kanban
Classes of service
Capacity allocation
Liquidity optimization
Aggregated teams
Pa4erns of Kanban Board Designs
50. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Risk Hedging
Risk Management
Benefits of improving maturity
51. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
What’s Preven`ng Gehng to “pull”?
52. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
6 Forces Preven`ng Gehng to “Pull”
1. Not starFng with a customer facing service
2. “We are just order takers”
3. Lack of understanding of business risks
4. Lack of mathemaFcal literacy
5. Lack of skills in negoFaFon or forming business
agreements
6. Lack of confidence planning & scheduling at scale
53. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
1. Not Star`ng with a Customer Facing Service
Team Kanban isn’t enough unless the team offers a
bespoke service that is directly customer facing
IniFaFves start where there is enthusiasm and don’t
follow the coaching guidance on “where to start in
large corporaFons”
Internal services suffer from irrefutable demand but
lack the guidance or poliFcal influence to cope with
irrefutable demand
54. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Affec`ng a Paradigm ShiW to “pull”
Kanban coaching guidance on “where to start”
within large organizaFons…
1. Must be Customer Facing
2. Must Not be Mission CriFcal
3. Must be Highly visible
4. Staff are enthusiasFc
§ indeed may volunteer to pilot the changes
55. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
2. We are Just Order Takers
OrganizaFonal structure or corporate governance
that puts product & service delivery funcFons in a
silos without influence or stewardship over what is
selected, when it is scheduled, and how it is
sequenced, is destrucFve and economically
damaging
Build trust with transparency, visibility, excellence in
delivery, metrics
Encourage greater collaboraFon – replenishment
meeFngs with both sides present - requesters and
delivery
56. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
3. Lack of Understanding of Business Risks
Without a framework for analyzing risks and scruFnizing
the analysis, we rely on “the hero product manager”. It’s
low maturity upstream!
A shared language for discussing business, technical and
delivery risks, fosters collaboraFon and consensus
Elevate the product owner from “the single ringable
neck” to the owner of the risk assessment framework
Enterprise Services Planning features a rich risk
assessment framework which is now implemented in
SwioKanban ESP ediFon – get a demo!
57. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Blizzard Sport & Why Risk Assessment Ma4ers
Blizzard
Factory
58. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Blizzard Sport - Reducing Risk Actual Situa`on
ProducFon
Volume
100%
Make-to-forecast
World
Sales Volume
ReporFng to HQ
I II III IV V VI VII VIII IX X XI
0%
Risk
Launch
Volume
100% of total –> 90% risk = 90% risk
Cycle Time
59. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Blizzard Sport – Kanban etc speeds up produc`on
ProducFon
Volume
100%
Make-to-forecast
World
Sales Volume
ReporFng to HQ
I II III IV V VI VII VIII IX X XI
0%
Risk
Adapt producFon to make-to-
order
90% of total –> 70% risk = 63% risk
Launch
Volume
60. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Blizzard Sport – Risk assessment & sequencing
produce a larger payoff in risk reduc`on
ProducFon Volume
100%
Make-to-forecast
USA / CAN / JP
Make-to-order
World
Sales Volume
I II III IV V VI VII VIII IX X XI
0%
Risk
30% of total –> 20% risk = 6% risk
61. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
4. A Lack of Mathema`cal Literacy
The mathemaFcs of probability in lead Fme distribuFons
and forecasFng service delivery is not difficult, but it isn’t
taught in schools or universiFes except to staFsFcians!
Knowing when and where Gaussian distribuFons, Central
Limit Theorem & funcFons of averages such as Linle’s
Law apply and when they don’t is vitally important
You can’t have raFonal conversaFon about when to start
things, or commitments on when or how much will be
delivered without basically mathemaFcal literacy on
probability distribuFon funcFons
62. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
5. Lack of Skill in Nego`a`on
Geeks on the delivery side generally haven’t been to business
school.
Business owners & product managers on the requesFng side
have been to business school and received formal training in
the art of negoFaFon
Geeks tend to lose out in negoFaFons
Business people refuse to play the transparent, collaboraFve
game and emoFonally resist real data & evidence
How to deal with this challenge is a skill we teach in Kanban
Coaching Professional classes
§ Create “skin in the game” with collaboraFve workshops – STATIK
§ Or, design kanban systems with layers of classes of service and
capacity allocaFon that can be revealed in response to customer
objecFons
63. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
6. Lack of Confidence Planning & Scheduling
Kanban has lacked a comprehensive dependency
management and scheduling system
This is now available in Enterprise Services Planning
Case studies with scheduling & planning boards
appeared as early as 2009 (Posit Science), others
include…
§ Sami Honkonen “Scheduling Work in Kanban” 2011
§ Visotech, Klaus Leopold & Lean Kanban University Press
2014
§ Odigeo, Maria Torrijos Lopez, LKCE Hamburg 2016
64. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Reminder - Don’t miss it!
Maria Torrijos Lopez at 12h30
“DEALING WITH A MASSIVE BACKLOG AT THE
WORLD'S NO.2 ONLINE TRAVEL COMPANY”
§ Large scale Enterprise Services Planning implementaFon
§ Risk profiling in acFon
§ Dynamic reserva`on system for scheduling demand
65. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Kanban is Ubiquitous!
66. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Declare Victory & Fight On!
11 years later no one is arguing that Kanban isn’t
appropriate in professional services work
Companies everywhere, large and small, are simply
doing it!
Kanban is broadly accepted a good thing!
Now it is `me to actually start doing Kanban properly!
68. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
About
David Anderson is an innovator in
management of 21st Century
businesses that employ creative
people who “think for a living” . He
leads a training, consulting,
publishing and event planning
business dedicated to developing,
promoting and implementing new
management thinking & methods…
He has 30+ years experience in the high technology industry starting
with computer games in the early 1980’s. He has led software
organizations delivering superior productivity and quality using
innovative methods at large companies such as Sprint and Motorola.
David defined Enterprise Services Planning and originated the
Kanban Method an adaptive approach to improved service delivery.
His latest book, published in June 2012, is, Lessons in Agile
Management – On the Road to Kanban.
David is Chairman of Lean Kanban Inc., a business operating globally,
dedicated to providing quality training & events to bring Kanban and
Enterprise Services Planning to businesses who employ those who
must “think for a living.”
69. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Screenshots of SwiftKanban ESP risk assessment framework courtesy of Digite
Blizzard Sport inventory at risk assessment slides courtesy of Erix-Jan Kaak and Tecnica
Group
Acknowledgements
72. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Dynamic
Reserva`on Systems & Classes of Service
for Dependency Management
73. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Reserva`on systems
First reported by Sami Honkonen, “Scheduling Work in a Kanban” November 2011
hnp://www.samihonkonen.com/wp-content/uploads/2011/11/scheduling-work-in-kanban.pdf
74. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Dynamic Reserva`on & Classes of Service
Based on variability of service delivery throughput
1. Guaranteed – up to the minimum delivery rate
2. Reserved (not guaranteed) – minimum to mean delivery
rate
3. Stand-by – mean to maximum delivery rate
ReservaFon Classes & Kanban
1. Guaranteed = 6/week
2. Reserved = 4/week
3. Standby = 6/week
75. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Dependency discovery
Dependency discovery is a request for informaFon
Dependency discovery should happen upstream and be required
for a “definiFon of ready”
Providing informaFon is a service
We should track dependency discovery requests as work item
types, if the level of effort required is more than a few minutes and
becomes intrusive for one or more people on the service delivery
side
Dependency discovery requests (like many requests for
informaFon, e.g. esFmates) can be disrupFve (and speculaFve)
demand
We should treat dependency discovery like esFmates: don’t do it
unless you really need to; if you need to then control the disrupFve
effect through Fme slicing or resource/service delivery isolaFon
76. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Classes of Service for Reserva`on Systems
We typically associate classes of service with service delivery
and the queuing discipline of Fckets flowing through Kanban
boards
We can use classes of service for reservaFons in scheduling
systems. For example, you can hold a “stand by” reservaFon
for a “first class” air Fcket. Different classes of services for the
reservaFon versus the actual flight
Use risk profiling to determine whether you care about delay
from dependency risk
§ E.g. if we have a low cost of delay why would we bother to explicitly
manage for dependencies which may cause delay
Determine a class of service which directs policy on how (or if)
you will manage dependencies for an item and how a
reservaFon will be made
§ In which Fme slot should we make a reservaFon and which class of
service (guaranteed/reserved/stand-by) is appropriate
77. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 1: No Dependency Management
Lead Fme distribuFons already accounts for
dependency delays
§ No anempt to discover dependencies
Low risk of incurring any significant cost of delay, or
We have the ability to start early enough that we
don’t care about lead Fme tail risk
So just do it, don’t worry about dependencies. Let
them happen if they will!
No reservaFon for the calling service or called service
ProbabilisFc dependency, probabilisFc scheduling
78. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 2: Tail Risk Mi`ga`on. Reserved Capacity
Care about tail risk due to cost of delay in the calling service e.g.
change request for IT system maintenance. Tail risk is increased
when a dependency exists, e.g. DBA (the called service)
No anempt to determine if a specific dependency occurs or
when specific capacity will be required on the [DBA service]
Needs reliable service and predictable queuing on the called
service, e.g. DBAs
Allocate capacity on the [DBA service] for probabilisFcally
anFcipated demand. Use "outcome-driven design“ to design for
anFcipated demand with STATIK. Linle's Law provides average
delivery capability defining a WIP limit for capacity
Demand shaping. Shape demand from the calling service against
average delivery capability. Avoid overburdening the [DBA
service]
ProbabilisFc dependency, probabilisFc scheduling
79. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 2: con`nued…
Track lead Fme on the called service from request
submission, as request is already commined. By definiFon
demand on the [DBA service] is irrefutable. “Push”
demand. Lead Fme distribuFon and SLA will take into
account queuing Fme delay at the front end of the [DBA
service].
If dynamic booking system is implemented
§ Schedule slot(s) on the [DBA service] sufficiently far ahead to
account for the tail of its lead Fme distribuFon
§ Use "Standby" class of service for the reservaFon
§ Book several similar reservaFons, or have capability to rebook a
missed reservaFon
Reserve a series of “standby” class slots for the calling
service work item. No reservaFon on the called service –
we don’t know whether the dependency exist or not
ProbabilisFc dependency, probabilisFc scheduling
80. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 3: Known Dependency. Informed Scheduling
Cost of delay is more criFcal, or not pracFcal to start early
enough to miFgate tail risk
Add analysis (informaFon request) to determine if
dependencies exist. Filter lead Fme distribuFon for work
items with same dependencies
Use filtered lead Fme to facilitate scheduling & selecFon
DefiniFon of ready requires determinaFon of whether a
dependency exists or not
Use capacity allocaFon, demand shaping on called service
As class 2 but book a “reserved” slot on the calling system. No
reservaFon on the called system because the filtered calling
system lead Fme distribuFon accounts for the effect of the
dependency
DeterminisFc dependency, probabilisFc scheduling
81. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 4: Known dependency. Specific Scheduling
Cost of delay is significant or criFcal, or deferred commitment
is valuable as addiFonal informaFon arrival to miFgate other
risks is required to facilitate (in/out) selecFon decisions, or
simply not possible to start early enough to miFgate tail risk
Treat as class 3 and in addiFon…
AnFcipate approximately when dependency will occur.
Forecast Fme from commitment to dependency occurring.
Book a "reserved" class kanban in the dynamic reservaFon
system for the calling service
Book a “guaranteed” slot for the called service
Calling service definiFon of ready requires a booking on the
called service
DeterminisFc dependency, determinisFc scheduling
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Class 5: No margin for error
As class 4 but definiFon of ready is Fghtened to
"Guaranteed" class booking in the reservaFon
system for both the work items on the calling service
and the called service
DeterminisFc dependency, determinisFc scheduling
83. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 1 Dependency Management
Calling Service
Called Service
We Don’t Care!
No WIP limits
Dependency impact
is built into customer
lead time distribution.
We start early enough
& cost of delay is low
enough that we don’t
need to explicitly
manage the
dependency
84. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 2 Dependency Management
Calling Service
Called Service
WIP limits
[5]
[2]
We wish to mitigate the
tail risk in the customer
facing lead time by
insuring dependency
delivery is predictable &
reliable as a
consequence of
reserved capacity on
the called service
85. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 3 Dependency Management
Calling Service
Called Service
ReservaFon system
[5]
[2]
Filtered lead Fme
“Reserved” Class
Booking
Dependency
Analysis
Determine the
dependency exists,
make a reservation
for it to insure
capacity on the
called service when
we need it!
86. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 4 Dependency Management
Calling Service
Called Service
ReservaFon system
“Reserved”
“Guaranteed” Class
Booking
“Defn of Ready”
requires
confirmed
booking on
called service
We want a high
confidence in the start
time for customer lead
time. We take no risk
on dependent
capacity becoming
available
87. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Class 5 Dependency Management
Calling Service
Called Service
“Guaranteed”
“Guaranteed” Class
Booking
“Defn of Ready”
requires
confirmed
“Guaranteed”
booking on
called service
No margin for error!
We want 100%
confidence in the
start time for
customer lead time
and no risk on
dependent capacity
availability
88. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Mul`ple Reserva`ons
Cost of delay (and other risk assessment) can be
used to establish, opFmal start, and whether earlier
or later is preferred if opFmal isn’t available
Make mulFple bookings at lower classes of service
“reserved”, or “standby” for the same item.
If it shows up early and capacity is available start it,
cancel its other reservaFons
“Guaranteed”
“Reserved”
“Stand by” 3 bookings for same Fcket
89. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Dependency Management & Cost of Delay
Desired delivery date
Super-Linear Region
Class 2
Class 4
Class 2
90. Copyright Lean Kanban Inc. Email: dja@leankanban.com Twi4er: @LKI_dja
Dependency Management & Cost of Delay
Desired delivery date
Sub-Linear Region
Class 1
Dependency Management
Class 4 Dependency Management
Class 5 Dependency Management