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Mike Burrows
mike@djaa.com
Twitter: @asplake, @agendashift & @KanbanInside
Are we there yet?
October 2015
Lean Kanban Russia
Moscow
Mike Burrows
• Author, Kanban from the Inside
• Email: mike@djaa.com
• Twitter: @asplake
@KanbanInside
• Blog: positiveincline.com
• Former Executive Director and global
development manager, then IT Director
• Now consultant, interim manager, and trainer
• Brickell Key Community Contribution Award 2014
#hello, my name is
Mike Burrows
• Founder: agendashift.com
• Email: mike@agendashift.com Blog blog.agendashift.com
• Twitter: @agendashift LinkedIn: Agendashift
#hello, my name is
Where are we? On a scale of 1 to 4:
1. Barely started, if at all
2. Early gains
3. Getting there
4. Nailing it, consistently
Are we there yet?
Transparency (1 category of 6)
1. Our delivery process is visible 1 2 3 4
2. We can see where each work item sits 1 2 3 4
3. We can see who is working on what 1 2 3 4
4. We can see which work items are blocked 1 2 3 4
– and for what reason
5. We review our progress frequently 1 2 3 4
6. Policies that govern our progress are made explicit 1 2 3 4
– and are regularly reviewed
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: agendashift.com
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: agendashift.com
Overall:
• 58% “Barely started” to “Early gains”
• 42% “Getting there” to “Nailing it”
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: agendashift.com
Transparency:
• 46% “Barely started” to “Early gains”
• 54% “Getting there” to “Nailing it”
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: agendashift.com
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: agendashift.com
Balance:
• 63% “Barely started” to “Early gains”
• 37% “Getting there” to “Nailing it”
Where are we?
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Source: agendashift.com
Mike Burrows (mike@positiveincline.com)
Twitter: @asplake, @KanbanInside & @agendashift
Copyright © 2014-2015 Positive Incline Ltd
Featureban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.
Featureban
a simple kanban simulation game
Slides (PDF): http://bit.ly/featureban-slides
Board (PDF): http://bit.ly/featureban-board
Metrics (XLS):http://bit.ly/featureban-metrics
Blog posts: http://bit.ly/featureban-blog
Original PPTX files on request.
Iteration 1: Visual management
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
Iteration 1: Visual management
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
We have visualised our work…
Iteration 1: Visual management
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
… and our workflow
https://www.flickr.com/photos/redwoodphotography/4356518997
Heads I win…
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
Advance one of my items …
Heads I win…
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
... OR take ownership of a new item …
Heads I win…
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
B/
… OR unblock one of my items
Heads I win…
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine IF no other option, pair up
with someone who needs help
Tails you lose?
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
Block one of your items …B
Tails you lose?
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
... AND take ownership of a new one
B
Check
Against the Kanban Method’s three
transparency–related core practices:
CP1: Visualize
 Work items
 Work flow
 Work item state – where in the work flow, whether blocked
CP4: Make policies explicit
 The rules of the game
CP5: Implement feedback loops
 “Daily” (per-round) standup meeting
 Replenishment
Transparency
1. Our delivery process is visible 1 2 3 4
2. We can see where each work item sits 1 2 3 4
3. We can see who is working on what 1 2 3 4
4. We can see which work items are blocked 1 2 3 4
– and for what reason
5. We review our progress frequently 1 2 3 4
6. Policies that govern our progress are made explicit 1 2 3 4
– and are regularly reviewed
Check
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Balance
1. Our delivery process balances demand with capacity 1 2 3 4
2. Our delivery process has a clear commitment point 1 2 3 4
that separates potential work from work in progress
3. We pull work into and across the delivery process 1 2 3 4
only as capacity allows
4. We prefer to finish work items already in progress 1 2 3 4
than to start new work items
5. We keep our work in progress in healthy balance 1 2 3 4
– based on type, source and customer expectations
6. In scheduling releases, we balance economic value 1 2 3 4
with delivery cost
And check again…
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Iteration 2: WIP limits
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
3 3
We will limit our work-in-progress
to 3 items in each of these column
Iteration 2: WIP limits
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
3 3
✔
Iteration 2: WIP limits
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
3 3
✖
Iteration 2: WIP limits
Ready <StateA> ( ) <State B> ( )> CompleteJ
iPoddock
Carpets
Ejector seat
Rear viewmirror
MB
Steeringwheel
NT
Flux capacitor
SC
Engine
3 3
?
Check
Balance
1. Our delivery process balances demand with capacity 1 2 3 4
2. Our delivery process has a clear commitment point 1 2 3 4
that separates potential work from work in progress
3. We pull work into and across the delivery process 1 2 3 4
only as capacity allows
4. We prefer to finish work items already in progress 1 2 3 4
than to start new work items
5. We keep our work in progress in healthy balance 1 2 3 4
– based on type, source and customer expectations
6. In scheduling releases, we balance economic value 1 2 3 4
with delivery cost
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Check
Flow
1. We deliver work items of typical value or risk with 1 2 3 4
predictable lead times
2. We can prioritise work items of exceptional value 1 2 3 4
or risk over other work items
3. We measure lead times and predictability and seek 1 2 3 4
to improve them both
4. We proactively identify and manage dependencies 1 2 3 4
and other impediments
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Check
Collaboration
1. Our delivery process is not constrained by functional 1 2 3 4
structure
2. We meet frequently to synchronise what we’re doing 1 2 3 4
and what we know
3. We meet regularly to review performance and 1 2 3 4
identify opportunities for improvement
4. We frame improvements as safe-to-fail experiments 1 2 3 4
1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
Check
The three remaining core practices and their corresponding
four values:
CP2: Limit work-in-progress (WIP)
 Column limits, one way to balance workload vs capacity
 We have made a true kanban system
CP3: Manage flow
? flow (smoothness, timeliness, economic outcomes)
✗ customer focus (customer need)
CP6: Improve collaboratively, evolve experimentally
(using models and the scientific method)
? We improved collaboration but there is still work to do here
Iteration 3: Metrics – cumulative flow diagram (CFD)
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9 10
Ready
Design
Build
Complete :-)
Iteration 3: Metrics – cumulative flow diagram (CFD)
0
20
40
60
80
100
120
On hold
Proposed
Prioritised
Ready for Dev
Dev
Testing
Ready for Release
Released
Implemented
Iteration 3: Metrics – run chart
0
1
2
3
4
5
6
7
8
9
10
11
1 2 3 4 5 6 7 8 9 10
what happened here?
Iteration 3: Metrics – histogram
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
3
4
1 2 3 4 5 6 7 8 9 10+
Iteration 3: Metrics – key statistics
Mean lead time: 4.4 days
Median lead time: 3.5 days
85th percentile: 6.3 days
Flow efficiency: 68%
highly suspicious!
Iteration 3: Metrics – flow efficiency
We threw 4 or 5 heads out of 6
Flow efficiency: 3/6 = 50%
3
B/B
1 62 54
(stalled)
(Meta) Iteration 4: Collaborating on bigger issues
Take one or more of the following issues and propose a
Featureban-based simulation to explore it:
1. Sequencing / prioritising
2. Improving performance
– cycle time, delivery rate, predictability
3. Delivering against multiple objectives
4. Accommodating different kinds of customer
expectations
5. Upstream/downstream teams
6. Dependencies on another team for part of the
process
What is Featureban really about?
Kanban
system
Operational
system
What is Featureban really about?
Kanban
system
Operational
system
Deliberate
reappraisal
Double loop learning (Argyris)
Action
strategies
(what we do)
Results &
consequences
(what we get)
Governing
variables
(values, beliefs,
assumptions,
frameworks)
Create opportunities for double loop learning
 Featureban
 STATIK
 Reverse STATIK
 Depth assessments
 Feedback loops (CP5)
One-off,
occasional
Repeated,
regular
Create opportunities for double loop learning
Strategy
Review
Risk
Review
Service
Delivery
Review
Standup
Meeting
Replenishment/
Commitment
Meeting
Delivery
Planning
Meeting
Operations
Review
Source: David J. Anderson
ESP compared to Kanban Method
http://djaa.com/esp-compared-kanban-method
Delivery
Planning
Meeting
Strategy
Review
Risk
Review
Service
Delivery
Review
Operations
Review
Create opportunities for double loop learning
Standup
Meeting
Replenishment/
Commitment
Meeting
Source: David J. Anderson
ESP compared to Kanban Method
http://djaa.com/esp-compared-kanban-method
Create opportunities for double loop learning
Strategy
Review
Risk
Review
Service
Delivery
Review
Standup
Meeting
Replenishment/
Commitment
Meeting
Delivery
Planning
Meeting
Operations
Review
Source: David J. Anderson
ESP compared to Kanban Method
http://djaa.com/esp-compared-kanban-method
Agendashift (and @KanbanInside Chapter 23)
1. Assessment
• Categories (values), prompts (behaviours)
• Qualitative scale
2. Analysis
• Strongest, weakest, leading & lagging
• Diversity / consensus
3. Agenda
• Action areas
• Themes, narrative
4. Action
• Tracking hypothesis-driven change
• Outcomes, measures, risks, people
0. Identification
• Values & their associated benefits
• How they are (or should be) exemplified
Agendashift (and @KanbanInside Chapter 23)
1. Assessment
2. Analysis
3. Agenda
4. Action
0. Identification
Agendashift (and @KanbanInside Chapter 23)
1. Assessment
2. Analysis
3. Agenda
4. Action
0. Identification
Agendashift (and @KanbanInside Chapter 23)
1. Assessment
2. Analysis
3. Agenda
4. Action
0. Identification
Agendashift (and @KanbanInside Chapter 23)
1. Assessment
2. Analysis
3. Agenda
4. Action
0. Identification
Depth of Kanbanland 2015 (agendashift.com)
Double loop learning (Argyris)
Ac on
strategies
(what we do)
Results &
consequences
(what we get)
Governing
variables
(values, beliefs,
assump ons,
frameworks)
Mike Burrows (mike@positiveincline.com)
Twitter: @asplake, @KanbanInside & @agendashift
Copyright © 2014-2015 Positive Incline Ltd
Featureban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.
Featureban
a simple kanban simulation game
Slides (PDF): http://bit.ly/featureban-slides
Board (PDF): http://bit.ly/featureban-board
Metrics (XLS):http://bit.ly/featureban-metrics
Blog posts: http://bit.ly/featureban-blog
Original PPTX files on request.
Depth of Kanbanland 2015 (agendashift.com)
Mike Burrows
• Author, Kanban from the Inside
• Email: mike@djaa.com
• Twitter: @asplake
@KanbanInside
• Blog: positiveincline.com
• Former Executive Director and global
development manager, then IT Director
• Now consultant, interim manager, and trainer
• Brickell Key Community Contribution Award 2014
#hello, my name is

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Lean Kanban Simulation Game Explores Process Improvement

  • 1. Mike Burrows mike@djaa.com Twitter: @asplake, @agendashift & @KanbanInside Are we there yet? October 2015 Lean Kanban Russia Moscow
  • 2. Mike Burrows • Author, Kanban from the Inside • Email: mike@djaa.com • Twitter: @asplake @KanbanInside • Blog: positiveincline.com • Former Executive Director and global development manager, then IT Director • Now consultant, interim manager, and trainer • Brickell Key Community Contribution Award 2014 #hello, my name is
  • 3. Mike Burrows • Founder: agendashift.com • Email: mike@agendashift.com Blog blog.agendashift.com • Twitter: @agendashift LinkedIn: Agendashift #hello, my name is
  • 4. Where are we? On a scale of 1 to 4: 1. Barely started, if at all 2. Early gains 3. Getting there 4. Nailing it, consistently Are we there yet?
  • 5. Transparency (1 category of 6) 1. Our delivery process is visible 1 2 3 4 2. We can see where each work item sits 1 2 3 4 3. We can see who is working on what 1 2 3 4 4. We can see which work items are blocked 1 2 3 4 – and for what reason 5. We review our progress frequently 1 2 3 4 6. Policies that govern our progress are made explicit 1 2 3 4 – and are regularly reviewed Where are we? 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
  • 6. Where are we? 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently Source: agendashift.com
  • 7. Where are we? 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently Source: agendashift.com Overall: • 58% “Barely started” to “Early gains” • 42% “Getting there” to “Nailing it”
  • 8. Where are we? 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently Source: agendashift.com Transparency: • 46% “Barely started” to “Early gains” • 54% “Getting there” to “Nailing it”
  • 9. Where are we? 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently Source: agendashift.com
  • 10. Where are we? 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently Source: agendashift.com Balance: • 63% “Barely started” to “Early gains” • 37% “Getting there” to “Nailing it”
  • 11. Where are we? 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently Source: agendashift.com
  • 12. Mike Burrows (mike@positiveincline.com) Twitter: @asplake, @KanbanInside & @agendashift Copyright © 2014-2015 Positive Incline Ltd Featureban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US. Featureban a simple kanban simulation game Slides (PDF): http://bit.ly/featureban-slides Board (PDF): http://bit.ly/featureban-board Metrics (XLS):http://bit.ly/featureban-metrics Blog posts: http://bit.ly/featureban-blog Original PPTX files on request.
  • 13.
  • 14. Iteration 1: Visual management Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine
  • 15. Iteration 1: Visual management Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine We have visualised our work…
  • 16. Iteration 1: Visual management Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine … and our workflow
  • 18. Heads I win… Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine Advance one of my items …
  • 19. Heads I win… Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine ... OR take ownership of a new item …
  • 20. Heads I win… Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine B/ … OR unblock one of my items
  • 21. Heads I win… Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine IF no other option, pair up with someone who needs help
  • 22. Tails you lose? Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine Block one of your items …B
  • 23. Tails you lose? Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine ... AND take ownership of a new one B
  • 24. Check Against the Kanban Method’s three transparency–related core practices: CP1: Visualize  Work items  Work flow  Work item state – where in the work flow, whether blocked CP4: Make policies explicit  The rules of the game CP5: Implement feedback loops  “Daily” (per-round) standup meeting  Replenishment
  • 25. Transparency 1. Our delivery process is visible 1 2 3 4 2. We can see where each work item sits 1 2 3 4 3. We can see who is working on what 1 2 3 4 4. We can see which work items are blocked 1 2 3 4 – and for what reason 5. We review our progress frequently 1 2 3 4 6. Policies that govern our progress are made explicit 1 2 3 4 – and are regularly reviewed Check 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
  • 26.
  • 27. Balance 1. Our delivery process balances demand with capacity 1 2 3 4 2. Our delivery process has a clear commitment point 1 2 3 4 that separates potential work from work in progress 3. We pull work into and across the delivery process 1 2 3 4 only as capacity allows 4. We prefer to finish work items already in progress 1 2 3 4 than to start new work items 5. We keep our work in progress in healthy balance 1 2 3 4 – based on type, source and customer expectations 6. In scheduling releases, we balance economic value 1 2 3 4 with delivery cost And check again… 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
  • 28. Iteration 2: WIP limits Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine 3 3 We will limit our work-in-progress to 3 items in each of these column
  • 29. Iteration 2: WIP limits Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine 3 3 ✔
  • 30. Iteration 2: WIP limits Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine 3 3 ✖
  • 31. Iteration 2: WIP limits Ready <StateA> ( ) <State B> ( )> CompleteJ iPoddock Carpets Ejector seat Rear viewmirror MB Steeringwheel NT Flux capacitor SC Engine 3 3 ?
  • 32.
  • 33. Check Balance 1. Our delivery process balances demand with capacity 1 2 3 4 2. Our delivery process has a clear commitment point 1 2 3 4 that separates potential work from work in progress 3. We pull work into and across the delivery process 1 2 3 4 only as capacity allows 4. We prefer to finish work items already in progress 1 2 3 4 than to start new work items 5. We keep our work in progress in healthy balance 1 2 3 4 – based on type, source and customer expectations 6. In scheduling releases, we balance economic value 1 2 3 4 with delivery cost 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
  • 34. Check Flow 1. We deliver work items of typical value or risk with 1 2 3 4 predictable lead times 2. We can prioritise work items of exceptional value 1 2 3 4 or risk over other work items 3. We measure lead times and predictability and seek 1 2 3 4 to improve them both 4. We proactively identify and manage dependencies 1 2 3 4 and other impediments 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
  • 35. Check Collaboration 1. Our delivery process is not constrained by functional 1 2 3 4 structure 2. We meet frequently to synchronise what we’re doing 1 2 3 4 and what we know 3. We meet regularly to review performance and 1 2 3 4 identify opportunities for improvement 4. We frame improvements as safe-to-fail experiments 1 2 3 4 1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently
  • 36. Check The three remaining core practices and their corresponding four values: CP2: Limit work-in-progress (WIP)  Column limits, one way to balance workload vs capacity  We have made a true kanban system CP3: Manage flow ? flow (smoothness, timeliness, economic outcomes) ✗ customer focus (customer need) CP6: Improve collaboratively, evolve experimentally (using models and the scientific method) ? We improved collaboration but there is still work to do here
  • 37. Iteration 3: Metrics – cumulative flow diagram (CFD) 0 5 10 15 20 25 30 1 2 3 4 5 6 7 8 9 10 Ready Design Build Complete :-)
  • 38. Iteration 3: Metrics – cumulative flow diagram (CFD) 0 20 40 60 80 100 120 On hold Proposed Prioritised Ready for Dev Dev Testing Ready for Release Released Implemented
  • 39. Iteration 3: Metrics – run chart 0 1 2 3 4 5 6 7 8 9 10 11 1 2 3 4 5 6 7 8 9 10 what happened here?
  • 40. Iteration 3: Metrics – histogram 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 1 2 3 4 1 2 3 4 5 6 7 8 9 10+
  • 41. Iteration 3: Metrics – key statistics Mean lead time: 4.4 days Median lead time: 3.5 days 85th percentile: 6.3 days Flow efficiency: 68% highly suspicious!
  • 42. Iteration 3: Metrics – flow efficiency We threw 4 or 5 heads out of 6 Flow efficiency: 3/6 = 50% 3 B/B 1 62 54 (stalled)
  • 43. (Meta) Iteration 4: Collaborating on bigger issues Take one or more of the following issues and propose a Featureban-based simulation to explore it: 1. Sequencing / prioritising 2. Improving performance – cycle time, delivery rate, predictability 3. Delivering against multiple objectives 4. Accommodating different kinds of customer expectations 5. Upstream/downstream teams 6. Dependencies on another team for part of the process
  • 44. What is Featureban really about? Kanban system Operational system
  • 45. What is Featureban really about? Kanban system Operational system Deliberate reappraisal
  • 46. Double loop learning (Argyris) Action strategies (what we do) Results & consequences (what we get) Governing variables (values, beliefs, assumptions, frameworks)
  • 47. Create opportunities for double loop learning  Featureban  STATIK  Reverse STATIK  Depth assessments  Feedback loops (CP5) One-off, occasional Repeated, regular
  • 48. Create opportunities for double loop learning Strategy Review Risk Review Service Delivery Review Standup Meeting Replenishment/ Commitment Meeting Delivery Planning Meeting Operations Review Source: David J. Anderson ESP compared to Kanban Method http://djaa.com/esp-compared-kanban-method
  • 49. Delivery Planning Meeting Strategy Review Risk Review Service Delivery Review Operations Review Create opportunities for double loop learning Standup Meeting Replenishment/ Commitment Meeting Source: David J. Anderson ESP compared to Kanban Method http://djaa.com/esp-compared-kanban-method
  • 50. Create opportunities for double loop learning Strategy Review Risk Review Service Delivery Review Standup Meeting Replenishment/ Commitment Meeting Delivery Planning Meeting Operations Review Source: David J. Anderson ESP compared to Kanban Method http://djaa.com/esp-compared-kanban-method
  • 51. Agendashift (and @KanbanInside Chapter 23) 1. Assessment • Categories (values), prompts (behaviours) • Qualitative scale 2. Analysis • Strongest, weakest, leading & lagging • Diversity / consensus 3. Agenda • Action areas • Themes, narrative 4. Action • Tracking hypothesis-driven change • Outcomes, measures, risks, people 0. Identification • Values & their associated benefits • How they are (or should be) exemplified
  • 52. Agendashift (and @KanbanInside Chapter 23) 1. Assessment 2. Analysis 3. Agenda 4. Action 0. Identification
  • 53. Agendashift (and @KanbanInside Chapter 23) 1. Assessment 2. Analysis 3. Agenda 4. Action 0. Identification
  • 54. Agendashift (and @KanbanInside Chapter 23) 1. Assessment 2. Analysis 3. Agenda 4. Action 0. Identification
  • 55. Agendashift (and @KanbanInside Chapter 23) 1. Assessment 2. Analysis 3. Agenda 4. Action 0. Identification
  • 56. Depth of Kanbanland 2015 (agendashift.com)
  • 57. Double loop learning (Argyris) Ac on strategies (what we do) Results & consequences (what we get) Governing variables (values, beliefs, assump ons, frameworks) Mike Burrows (mike@positiveincline.com) Twitter: @asplake, @KanbanInside & @agendashift Copyright © 2014-2015 Positive Incline Ltd Featureban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US. Featureban a simple kanban simulation game Slides (PDF): http://bit.ly/featureban-slides Board (PDF): http://bit.ly/featureban-board Metrics (XLS):http://bit.ly/featureban-metrics Blog posts: http://bit.ly/featureban-blog Original PPTX files on request. Depth of Kanbanland 2015 (agendashift.com) Mike Burrows • Author, Kanban from the Inside • Email: mike@djaa.com • Twitter: @asplake @KanbanInside • Blog: positiveincline.com • Former Executive Director and global development manager, then IT Director • Now consultant, interim manager, and trainer • Brickell Key Community Contribution Award 2014 #hello, my name is

Editor's Notes

  1. Karl, Lynne, Daniel. Lots of activity, little delivery! All starting, no finishing!