We have to stop adopting defined processes (or methodologies as they known in the IT business). Instead we need to look to adopt a new style of management that encourages an adaptive capability to emerge in our organizations. This talk will look at Bruce Lee‘s rejection of patterned styles of Chinese Martial Arts and emergence of his Jeet Kune Do approach and compare it to the emergence of the Kanban Method. The talk will illustrate how to use fitness criteria metrics aligned to customer desires to manage an organization that is continually evolving its workflows to improve service delivery and customer satisfaction.
Key Note - SEPG 2013 - Kanban and the End of MethodologyDavid Anderson
This presentation looks at Alistair Cockburn's claim that software development methodologies are losing mind share to adaptive frameworks of which he considers the Kanban Method to be one. It also introduces an analysis of Bruce Lee's journey developing his own style of Chinese martial arts training and compares it with the journey David J. Anderson has taken developing the Kanban Method
Key note - Lean Kanban Central Europe 2013 - Kanban & Evolutionary ManagementDavid Anderson
Exploring how Kanban can be used to improve the fitness for purpose of an organization. Comparing the development of Kanban with the journey of Bruce Lee as he rebelled against traditional Chinese martial arts teaching and developed his own "way without way."
Key Note - SEPG 2013 - Kanban and the End of MethodologyDavid Anderson
This presentation looks at Alistair Cockburn's claim that software development methodologies are losing mind share to adaptive frameworks of which he considers the Kanban Method to be one. It also introduces an analysis of Bruce Lee's journey developing his own style of Chinese martial arts training and compares it with the journey David J. Anderson has taken developing the Kanban Method
Key note - Lean Kanban Central Europe 2013 - Kanban & Evolutionary ManagementDavid Anderson
Exploring how Kanban can be used to improve the fitness for purpose of an organization. Comparing the development of Kanban with the journey of Bruce Lee as he rebelled against traditional Chinese martial arts teaching and developed his own "way without way."
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
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
People make many decisions. In decision-making scenarios people use rules of thumb (heuristics) to assist in decision-making. Often the heuristics lead to decisions contrary to the desired outcomes. This presentation outlines a set of cognitive biases common in decision making and how to prevent the biases or mitigate the consequences.
As thinking human beings and team leaders or architects we can benefit from knowing more about how we think, deliberate and decide. Most teams rely on trust, transparency, collaboration, and collective decision-making. “Thinking, Fast and Slow,” by Daniel Kahneman explains two systems that drive how we think. System 1 thinking is fast, intuitive, and emotional; System 2 is slow, deliberate, and logical.
In this presentation you learn how fast and slow thinking affects your reactions, behaviors, and decision-making. You’ll explore how several common development practices (with an emphasis on some agile practices), can amplify and exploit your thinking abilities and where they might lead you astray.
Fast thinking works pretty well in a well-known context. You save time when you don’t have to deliberate over details and nuances in order to make informed decisions. But fast thinking can lead to extremely poor decisions. You might jump to conclusions, be wildly optimistic, or greatly under-assess risks and rewards. You need to exploit both fast and slow thinking and be acutely aware of when fast thinking is tripping you up.
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
TOCPA 2013 - Towards a Framework for Managing Knowledge WorkDavid Anderson
This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
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
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
If you are new to Kanban then this presentation is for you. I am talking briefly about lean principles and Elements of the Kanban Method. The difference between Kanban with capital K and kanban with small k.
Agenda
Kanban Self Assessment
Lean Principles
What is Kanban?
Motivation to use Kanban
Elements of the Kanban Method
Kanban Practices
Kanban and Scrum
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
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.
The explosive growth of the Kanban community and the buzz surrounding it has given raise to a steady stream of questions regarding its relation to other approaches and tools. Many with agile backgrounds expect to find a highly opinionated & pre-packaged methodology akin to Scrum, XP or the Crystal family. The profusion of “Scrum vs Kanban” themed blogs and discussions perpetuates such beliefs often missing some of the fundamental flaws in the comparison. It is inherently an apples to oranges type of comparison that can be illustrated with the following core properties:
Kanban is not your process – it’s part of your process & a meta process for improvement and guided evolution. Once a process (even an ad-hoc seat of the pants one) has been established applying Kanban to that process will help guide the further evolution and tailoring to your context.
You can’t start with Kanban – you need a process to apply it to. If you’re starting from a clean slate many good well understood & tried processes exist The Crystal family, XP & Scrum for agile folks, RUP, PROPS and others for those that must. Kanban really doesn’t care.
Kanban doesn’t care if you have lunch – the relative merit of roles & procedures does not make them part of Kanban. Kanban doesn’t prescribe roles or organizational design but guides your discovery in context
How Kanban guides evolutionary change leading to revolutionary results
Each of these points will be illustrated by a ~10minute slice with the aim to establish the main point and a short discussion on how that relates to other well known processes and why and when comparison makes more or less sense.
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
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
People make many decisions. In decision-making scenarios people use rules of thumb (heuristics) to assist in decision-making. Often the heuristics lead to decisions contrary to the desired outcomes. This presentation outlines a set of cognitive biases common in decision making and how to prevent the biases or mitigate the consequences.
As thinking human beings and team leaders or architects we can benefit from knowing more about how we think, deliberate and decide. Most teams rely on trust, transparency, collaboration, and collective decision-making. “Thinking, Fast and Slow,” by Daniel Kahneman explains two systems that drive how we think. System 1 thinking is fast, intuitive, and emotional; System 2 is slow, deliberate, and logical.
In this presentation you learn how fast and slow thinking affects your reactions, behaviors, and decision-making. You’ll explore how several common development practices (with an emphasis on some agile practices), can amplify and exploit your thinking abilities and where they might lead you astray.
Fast thinking works pretty well in a well-known context. You save time when you don’t have to deliberate over details and nuances in order to make informed decisions. But fast thinking can lead to extremely poor decisions. You might jump to conclusions, be wildly optimistic, or greatly under-assess risks and rewards. You need to exploit both fast and slow thinking and be acutely aware of when fast thinking is tripping you up.
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
TOCPA 2013 - Towards a Framework for Managing Knowledge WorkDavid Anderson
This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
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
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
If you are new to Kanban then this presentation is for you. I am talking briefly about lean principles and Elements of the Kanban Method. The difference between Kanban with capital K and kanban with small k.
Agenda
Kanban Self Assessment
Lean Principles
What is Kanban?
Motivation to use Kanban
Elements of the Kanban Method
Kanban Practices
Kanban and Scrum
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
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.
The explosive growth of the Kanban community and the buzz surrounding it has given raise to a steady stream of questions regarding its relation to other approaches and tools. Many with agile backgrounds expect to find a highly opinionated & pre-packaged methodology akin to Scrum, XP or the Crystal family. The profusion of “Scrum vs Kanban” themed blogs and discussions perpetuates such beliefs often missing some of the fundamental flaws in the comparison. It is inherently an apples to oranges type of comparison that can be illustrated with the following core properties:
Kanban is not your process – it’s part of your process & a meta process for improvement and guided evolution. Once a process (even an ad-hoc seat of the pants one) has been established applying Kanban to that process will help guide the further evolution and tailoring to your context.
You can’t start with Kanban – you need a process to apply it to. If you’re starting from a clean slate many good well understood & tried processes exist The Crystal family, XP & Scrum for agile folks, RUP, PROPS and others for those that must. Kanban really doesn’t care.
Kanban doesn’t care if you have lunch – the relative merit of roles & procedures does not make them part of Kanban. Kanban doesn’t prescribe roles or organizational design but guides your discovery in context
How Kanban guides evolutionary change leading to revolutionary results
Each of these points will be illustrated by a ~10minute slice with the aim to establish the main point and a short discussion on how that relates to other well known processes and why and when comparison makes more or less sense.
Introduction to kanban calgary .net user group - feb 6Dave White
February 6, 2013 Calgary .NET User Group Lunch Seminar series - An introduction to Kanban presented by Dave White of Imaginet (http://www.imaginet.com) and board member at Lean Kanban University (http://www.leankanbanuniversity.com)
Open Kanban - Discover the Power of KanbanJoseph Hurtado
On this presentation AgileLion Institute, and myself introduce you to Open Kanban. The Agile and Lean Method that enables any Software Development team, IT organization or business to improve their productivity and performance.
Unlike Scrum, XP or other flavors of Kanban, Open Kanban is an open source method, that is Ultra Light and powerful given it's rich Agile and Lean heritage.
We also talk about Kanban Ace, the first Open Kanban Method specifically designed for IT, Software Development and business. Kanban Ace expands Open Kanban with techniques and advanced frameworks especially designed for IT, Software Development, Product Management and Business.
If you would like to get a copy of the full PDF please visit our website page for this presentation:
http://agilelion.com/agile-kanban-cafe/open-kanban-presentation
Communities of Practice, the who, the what, the howLeigh Rathbone
Communities of practice are not new, but they are gathering importance as the world moves from Waterfall delivery methods to a more agile mindset. In that world, colleagues need a water hole, a way of learning, sharing, and up skilling, introducing my take, my experiences of CoPs. Its a journey that relays the failures, the learnings, and where we are now
Similar to KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13 (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.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13
1. Kanban
and evolutionary management
Presents
Lessons we can learn
from Bruce Lee’s
journey in martial arts
Presenter
David J. Anderson
Lean Kanban
Central Europe
Hamburg
November 2013
Release 1.0
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
2. Bruce Lee’s Journey in Martial Arts
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
3. Bruce Lee rejected traditional teaching and styles
of Chinese martial arts
• There are some parallels in
the story of Bruce Lee and
the emergence of his
approach to Kung Fu
• Lee rejected the idea of
following a particular style
of Chinese Martial Arts
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
4. Kung Fu Panda simplified the art to only four
styles
Mantis
Snake
Tiger
Monkey
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
5. There are in fact very many styles…
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
6. “Dry land swimming” provides a false sense of
capability
• The only way to learn is to train with a live opponent
• Lee rejected the many styles of martial arts for various
reasons, mainly that they gave the practitioners a false sense of
capability, putting them at risk in real combat situations
• He was against Kata (learning patterns without an opponent)
and described them in derogatory terms such as "dry land
swimming.“
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
7. Lee wanted to start from first principles and core
concepts
Four ranges of combat
•
•
•
•
Kicking
Punching
Trapping
Grappling
Five* Ways of Attack***
• Single Direct Attack (SDA)
• Attack By Combination (ABC)
• Progressive Indirect Attack
(PIA)
• (Hand) Immobilization Attack
(HIA)
• Attack by Drawing (ABD)
• Single Angle Attack (SAA)
*Apparently still called the Five Ways, there are actually now six **with the later inclusion of SAA
**The fact that The Five Ways has six elements is evidence of evolution in action
***Incorporated core ideas such as "center line" and single fluid motion from Wing Chun and parrying from Epee Fencing****
****Not a Chinese Martial Art and hence evidence of "no limitation as limitation"
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
8. Lee’s approach still needed a name
• He named his approach
Jeet Kune Do - the way of
the intercepting fist - after
one of the practices taught in
his method
• He was quick to point out that
it was just a name, a way of
communicating a set of
ideas. He was passionate
that practitioners shouldn't
get hung up on the name or
the inclusion of any one
move or action.
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
9. Jeet Kune Do
Having no
limitation as
limitation
dja@leankanban.com @lkuceo
Using no
way as way
Copyright Lean Kanban Inc.
10. Jeet Kune Do encourages development of a
uniquely personal style
"absorb that which is
useful“
discard the remainder
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
• a framework from
which to pick &
develop a personal
style
• an evolutionary
approach where
adoption of
maneuvers is
learned &
reinforced by
training with an
opponent
• Nothing was sacred
11. Training with an opponent provides the core
feedback loop to drive adaptation
Lee pursued ever
more elaborate
approaches to
protected real
combat training
to enable the
closed loop
learning that was
core to the
evolutionary
nature of JKD
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
12. Kata are not adaptive
In comparison with JKD, patterned styles of martial
arts taught with "kata" were open loop and not
adaptive. There is no learning from practicing kata
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
13. Martial Arts viewed through a Cynefin* Lens
Complex
Jeet Kune
Do
Emergent Practices
Complicated
Patterned
Styles
Good Practices
Chaotic
Simple
Novel Practices
Individual
Best Practice
Kata
*http://en.wikipedia.org/wiki/Cynefin
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
14. Lee’s genius was recognizing hand-to-hand
combat is an unordered problem
• Patterned styles are
perfectly good for
controlled circumstances
such as competition
• Sporting combat is an
ordered domain problem
• Street fighting is not orderly
and therefore emergent
practice is required
• Unordered problem
required a new philosophy
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
15. Motivation for the Kanban Method
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
16. Traditional Change is an A to B process
Designed
Current
Process
Defined
transition
Future
Process
• A is where you are now. B is a destination.
• B is either defined (from a methodology definition)
• or designed (by tailoring a framework or using a model
based approach such as VSM* or TOC TP**)
• To get from A to B, a change agency*** will guide a
transition initiative to install B into the organization
* Value stream mapping, ** Theory of Constraints Thinking Processes
***either an internal process group or external consultants
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
17. Change initiatives fail (even) more often than
projects
Change initiatives
often fail (aborted)
or produce lack
luster results
They fail to
institutionalize
resulting in
regression back to
old behavior
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
18. Daniel Kahneman has given us a simple model for
how we process information
Learning from
theory
Learning by
Experience
SLOW
FAST
But fast to learn
But slow to learn
System 1
Sensory Perception
Pattern Matching
dja@leankanban.com @lkuceo
Daniel Kahneman
Copyright Lean Kanban Inc.
System 2
Logical Inference
Engine
19. How we process change…
I logically evaluate
change using System 2
I adapt quickly
I feel change emotionally
using System 1
Silicon-based
life form
I adapt slowly
Daniel Kahneman
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
Carbon-based
life form
20. Adopting new processes challenges people
psychologically & sociologically
• New roles attack identity
• New responsibilities using new
techniques & practices threaten
self-esteem & social status
• Most people resist most change
because individually they have
more to lose than gain
• It is safer to be conservative and
stick to current practices and
avoid shaking up the current
social hierarchy
• Only the brave, the reckless
or the desperate will pursue
grand changes
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
21. The Kanban Method…
• Rejects the traditional
approach to change
• Believes, it is better to avoid
resistance than to push
harder against it
• Don’t install new processes
• Don’t reorganize
• Is designed for carbon-based
life forms
• Evolutionary change that is
humane
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
22. The Kanban Method…
• Catalyzes improvement
through use of kanban
systems and visual boards*
• Takes its name from the use
of kanban but it is just a name
• Anyone who thinks Kanban is
just about kanban (boards &
systems) is truly mistaken
*also known as "kanban" in Chinese and in Japanese when written with Chinese characters
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
23. The Kanban Method is a new approach to
improvement
Kanban is a
method
without methodology
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
24. Water flows around the rock
“be like water”
the rock represents resistance
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
26. Kanban should be like water*
In change
management, resista
nce is from the
people involved
and it is always
emotional (system 1)
To flow around the
rock, we must learn
how to avoid
emotional resistance
* http://joecampbell.wordpress.com/2009/05/13/be-like-water/
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
27. Principles behind the Kanban Method
• Start with what you do now
• Agree to pursue evolutionary change
• Initially, respect roles, responsibilities and job
titles
• Encourage acts of leadership at all levels
The first 3 principles were specifically chosen to
address System 1 objections, to flow around the
rock of emotional resistance in humans
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
28. The Kanban Lens
Kanban asks us to view the world of work through a
new lens
• Creative work is service-oriented
• Service delivery involves workflow
• Workflow involves a series of knowledge discovery
activities
Kanban would be less applicable if a serviceorientated view of work were difficult to conceive or
the work was sufficiently new that a definable series of
knowledge discovery activities had not emerged
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
29. 6 Practices Enable Process Evolution
The Kanban Method
Visualize
Limit Work-in-progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve Experimentally
(using models & the scientific method)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
30. Start with what you do now
• The Kanban Method evolved with the principle
that it “should be like water” - enable change
while avoiding sources of resistance
• With Kanban you start with what you do
now, and "kanbanize" it, catalyzing the
evolutionary process into action. Changes to
processes in use will occur
• Evaluating whether a change is truly an
improvement is done using fitness criteria
that evaluate an external outcome
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
32. Fitness criteria are metrics that measure
observable external outcomes
• Fitness criteria are metrics
that measure things
customers or other external
stakeholders value
•
•
•
•
Delivery time
Quality
Predictability
Safety (conformance to
regulatory requirements)
• or metrics that value actual
outcomes such as
• customer satisfaction
• employee satisfaction
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
33. Net Promoter Score is a Fitness Evaluator
but is it the only metric we need?
• Steve Denning has proposed
that Net Promoter Score
(NPS) is the only metric that
business should care about
• NPS is interesting because
it is a fitness evaluator. It
will indicate whether a
business (or product) is likely
to survive & thrive
• But is it the only metric we
need?
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
Steve Denning
34. Net Promoter Score is a way of evaluating
customer satisfaction
• In a general sense and at an abstract level NPS tells us whether
customers like what we offer but we cannot know what they truly
care about
• For the abstract problem of, “Can we measure customer
satisfaction?” NPV is a reasonably good measure, if used properly
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
35. The problem with Net Promoter Score is that it
doesn’t tell you what to do!
• Net Promoter Score (if used properly) will tell
you whether your product or service is likely to
continue selling
• However, it doesn’t give you any clues about
what to do or how to improve
• If NPS is your only metric you’re left to randomly
experiment to generate a higher score
• Like biological evolution, random mutation is
expensive, takes a long time & involves luck
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
36. Can we be smarter by using better fitness criteria
than NPS?
• If we have a service-oriented view of the
world, and want to evaluate service delivery then
we already know what customers care about
•
•
•
•
Lead time
Quality
Predictability
Safety (or conformance to regulatory reqs)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
37. If we order a pizza we know what we care about…
• Fast delivery
• lead time from order to
delivery
• Accuracy and quality
• Pepperoni not Hawaiian
• Still warm on delivery
• Predictable Delivery
• If they say “ready in 30
minutes”, we want delivery in
25-35 minutes
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
38. If we need a medical procedure…
• Short waiting time
• Queuing time from diagnosis to procedure
• Short procedure & recovery time
• Fast procedure, fast recovery time, implies minimally
invasive surgery and use of technology to reduce the craft
input and eliminate variability
• Predictability of schedule & outcome
• Procedure should proceed as scheduled
• Outcome should have high probability of success
• Safe
• Low risk of complications
• Regulatory health & safety procedures followed
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
39. Validate Fitness Criteria with real customers
• It is necessary to keep checking that the fitness
criteria we are measuring do indeed matter to
customers
• Variation in what matters to different customers
provides the opportunity to segment demand
and offer different classes of service within your
kanban system
• e.g. Will you pay extra to have your pizza delivered
faster?
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
40. Which system is fitter?
System B
System A Mean 17 days
Mean 12 days
30
14
12
10
8
6
4
2
0
25
20
15
Frequency
10
Frequency
5
0
5
Lead Time (Days)
10
15
20
25
30
More
Lead Time in Days
We don’t know!
System B is faster but without understanding
customer expectations, both may be fit enough
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
41. Measuring delivery against expectation
System B
System A Mean 17 days
14
12
10
8
6
4
2
0
System B is clearly fitter!
Mean 12 days
30
25
20
15
Frequency
10
Frequency
5
System B delivers 5/7 within expectations
System A only delivers 3/7 within expectations
0
5
10
15
Lead Time (Days)
20
10
8
6
4
Frequency
45
40
35
30
25
20
15
10
5
0
Frequency
-15
Lead Time Expectation Spread (Days)
dja@leankanban.com @lkuceo
More
System B
12
0
30
Lead Time in Days
System A
2
25
-10
-5
0
5
10
15
20 More
Lead Time Expectation Spread (Days)
Copyright Lean Kanban Inc.
42. Business Risks, Fitness Criteria & Classes of
Service should all align
• If your kanban system is designed properly the
classes of service you are offering should align
with the true business risks in the domain
• And the metrics being used to evaluate system
capability, should be fitness criteria that are
derived from the business risk being managed
• For example, cost of delay requires us to
measure lead time
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
43. Evolutionary change has no defined end point
Initial
Process
Evaluate
Fitness
Roll
back
Evaluate
Fitness
We don’t know the
end-point but we do
know our emergent
process is fitter!
Evaluate
Fitness
Roll
forward
Evaluate
Fitness
Evaluate
Fitness
Evolving
Process
Future process is
emergent
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
44. Multiple Lens
Kanban viewed through a Cynefin*work types
Multiple classes of
service
Kanban systems alone
aren’t enough in the
unordered domain
Complex
Kanban
Method
Emergent Practices
Complicated
Deep
Kanban
Good Practices
System
Single work type
Single class of service
Chaotic
Novel Practices
*http://en.wikipedia.org/wiki/Cynefin
dja@leankanban.com @lkuceo
Simple
Simple
Kanban
Best Practice
System
Copyright Lean Kanban Inc.
46. Institutionalize feedback systems to enable
evolutionary change
Operations
Review
System
Capability
Review
Standup
Meeting
manager to subordinate(s)
(both 1-1 and 1-team)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
47. Disintermediate!
Risks, fitness criteria & classes of service should
be explicit & transparent
Operations
Review
Lead time
Quality
Predictability
Expose risk, classes of
service & fitness criteria
at all 3 levels of
Lead time
Quality
feedback
System
Capability
Review
manager to subordinate(s)
(both 1-1 and 1-team)
dja@leankanban.com @lkuceo
Predictability
Standup
Meeting
Copyright Lean Kanban Inc.
Lead time
Quality
Predictability
48. Is there room for improvement?
Ready
For
Delivery Delivered
Pool
of
Ideas
Testing
FlowCommitted measures the
efficiency Development
3
∞
percentage of total lead time
2
3
∞
Ongoing
Done
is spent actually adding value Verification Acceptance
(or knowledge) versus waiting efficiency% = Work Time
Flow
commonly reported*, **
Multitasking means time spent
E in working columns is often
waiting time
G
PB
GY
DE
Waiting Working
MN
AB
Waiting
Working
Lead Time
* Hakan Forss, Lean Kanban France, Oct 2013
** 2% reported by Zsolt Fabok, Lean Kanban France, Oct 2012
dja@leankanban.com @lkuceo
x 100%
Lead Time
F Flow efficiencies of 1-5% are P1
D
I
∞
Copyright Lean Kanban Inc.
Waiting
Waiting
49. Other metrics should only be used as input to
models to drive improvement
• Flow efficiency will help us
identify wasteful delay
• Time blocked and blocker
clustering will help identify
wasteful delay from specific
assignable causes such as
vendor dependency
• Metrics like this help us focus
improvement initiatives to
improve the fitness criteria
results – e.g. removing delay
improves lead time
http://www.klausleopold.com/2013/09/blocker-clusters-problems-are-not.html
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
50. Know why you are using a metric!
• Is your metric a fitness criteria that assesses
system capability and indicates fitness for
purpose and likelihood of surviving and thriving
by satisfying customers?
• Or, is your metric evaluating and guiding a
specific change to improve fitness of the
system?
• If neither, you don’t need it!
• Metrics guiding improvements should be
temporary & discarded when no longer needed
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
52. Jeet Kune Do is a framework for fighting
JKD contains a martial art
framework. It contains a core set
of principles based on an
underlying theory of fighting and
vulnerability of the human body:
concepts such as "center line"
from Wing Chun, for example.
Center line
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
53. Kanban is a framework for service-delivery
management
• Kanban is a management method. It directly
addresses service delivery and evolutionary
change (management)
• It creates a mechanism for framing operational
decisions such as
• Risk (or Value) trumps Flow, Flow trumps Waste
Elimination
• Use of pull systems and the consequent concept of
deferred commitment (real option theory)
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
54. Kanban may be analogous to JKD for Service
Delivery Management
• Kanban provides a management framework for
evolving uniquely tailored workflows for
improved service delivery
• Kanban embraces the idea of “using no way as
way” – evolving your own style of service
delivery
• Kanban embraces the idea of “no limitation as
limitation” by encouraging the use of models
from many domains to improve workflows and
service-delivery
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
56. The Kanban Method makes a business fitter for
purpose
• The Kanban Method enables a business to
improve its service delivery so that it is fitter for
purpose and more likely to survive & thrive
• The Kanban Method enables an adaptive
capability within the organization so that it can
adapt to changing demands and other risks in
the external environment
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
57. Lean Startup is another evolutionary approach
Build-Measure-Learn
Cycle
dja@leankanban.com @lkuceo
• Lean Startup focuses on
validating assumptions about
the fitness for purpose of a
product or service offering
• It does this by “engaging the
enemy” directly using
techniques to create “safe-tofail” experiments
• For example, “Fake a
Feature”
Copyright Lean Kanban Inc.
58. Lean Startup makes a product or service fitter for
purpose
• By use of techniques that validate assumptions
early and quickly, Lean Startup enables a
product or service offering to evolve quickly
• In doing so the product or service becomes fitter
for purpose and is more likely to survive and
thrive
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
59. Like Kanban, Lean Startup is a Pragmatic
approach
• Lean Startup suggests that you don’t speculate
about the future behavior of people, rather you
set up experimental situations and observe what
they actually do
• In this respect, Lean Startup is like behavioral
economics applied to product or service design
• Like Lee’s philosophy in JKD, it engages the
opponent (uncertainty) directly
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
60. Businesses need to do both – be adaptable and
adapt their products
• Adaptive capability enables a business to insure
it is doing things right and continuing to do them
well in the face of a changing external
environment
• Adaptive product or service design enables a
business to insure it is doing the right thing and
continuing to offer the right things to a fickle and
evolving market
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
61. Together Kanban & Lean Startup bring the
philosophy of JKD to modern creative
knowledge work industries
• Don’t adopt a methodology or patterned style
• Engage the opponent (uncertainty & risk) directly
in a safe environment
• Learn from fast feedback
• Adapt a unique product, service or method of
service delivery that is fitter-for-purpose
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
63. The future of creative knowledge work should be
inspired by Bruce Lee & JKD
Our opponents are uncertainty & risk.
Engage directly
Visualize & make them explicit throughout
the workflow & at all 3 levels of reporting
Teach beginners to set up
safe-to-fail, learning environments at the
individual, workflow & business unit levels
Evolutionary methods are required to help
us manage in complex environments
If humans are involved the environment is
Train with live opponents
complex
Fitness-for-purpose & sustainability come
No kata
from developing strong adaptive capability
No "dry land swimming“
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
65. About
[Replace with personal bio]
David Anderson is a thought
leader in managing effective
software teams. He leads a
training, consulting, publishing
and event planning business
dedicated to
developing, promoting and
implementing sustainable
evolutionary…
He has 30 years experience in the high technology industry
starting with computer games in the early 1980’s. He has led
software teams delivering superior productivity and
quality using innovative agile methods at large companies
such as Sprint and Motorola.
David is the pioneer of the Kanban Method an agile and
evolutionary approach to change. His latest
book, published in June 2012, is, Lessons in Agile Management
– On the Road to Kanban.
David is a founder of the Lean Kanban Inc., a business
dedicated to assuring quality of training in Lean and Kanban
for knowledge workers throughout the world.
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
66. Acknowledgements
Joe Cooper first blogged about the similarity in philosophy between the
Kanban Method and the teachings of Bruce Lee. He coined the phrase “Kanban
should be like water”.
The data on slides 45 & 46 was provided by Raymond Keating of CME Group.
This presentation was inspired by Alistair Cockburn’s blog post “The End of
Methodology”. My approach to change was influenced by an observation from
Peter Senge, “People do not resist change, they resist being changed!” “Safeto-fail Experiment” is a term used by Dave Snowden in his Cynefin framework.
Steve Denning proposed NPS as the only metric that matters in his
book, “Radical Management.”
dja@leankanban.com @lkuceo
Copyright Lean Kanban Inc.
There are some parallels in the story of Bruce Lee and the emergence of his approach to Kung Fu.Lee rejected the idea of following a particular style of Chinese Martial Arts.
Lee rejected these for various reasons, mainly that they gave the practitioners a false sense of ability and put them at risk in real combat situations. He was against Kata (learning patterns without an opponent) and described them in derogatory terms such as "dry land swimming."
Instead he sought to break the art down into a set of basic principles:The four ranges of combatKickingPunchingTrappinggrapplingand the Five* Ways of Attack***Single Direct Attack (SDA)Attack By Combination (ABC)Progressive Indirect Attack (PIA)(Hand) Immobilization Attack (HIA)Attack by Drawing (ABD)Single Angle Attack (SAA)*Apparently still called the Five Ways, there are actually now six **with the later inclusion of SAA**The fact that The Five Ways has six elements is evidence of evolution in action***Incorporated core ideas such as "center line" and single fluid motion from Wing Chun and parrying from Epee Fencing********Not a Chinese Martial Art and hence evidence of "no limitation as limitation"
He named his approach JeetKune Do - the way of the intercepting fist - after one of the principles taught in his method. He was quick to point out that it was just a name, a way of communicating a set of ideas. He was passionate that practitioners shouldn't get hung up on the name or the inclusion of any one move or action.
The JeetKune Do emblem incorporates the words..."having no way as way." There would be no specific style or school to his approach. It is not fixed or patterned but guided by a set of principles. An individual would adapt their own style that worked best for them by learning the principles and practicing different types of kicking, punching, trapping and grappling."having no limitation as limitation." In other words, Lee would be prepared to pull ideas from any source if it made the (martial) art better and made the individual a better practitioner. His concern was the logical improvement of the method rather than loyalty to any one tradition or tribe. He was happy to borrow ideas from Western traditions as much as Eastern.
While JeetKune Do is often described as a framework from which an individual can pick and choose to develop their own style, it is also an evolutionary approach. Lee referred to "absorb what is useful" and discard the remainder. And this was at the personal level for an individual developing their own style. If they chose to discard "intercepting fist" this would be acceptable. They were following the philosophy faithfully and the inclusion of any one maneuver or set of maneuvers was not critical.
In JeetKune Do training is always with an opponent. This provides the core feedback loop and learning opportunity that allows a practitioner to select that which "is useful" and discard that which is not.Lee pursued ever more elaborate approaches to protected real combat training to enable the closed loop learning that was core to the evolutionary nature of JKD. In comparison patterned styles of martial arts taught with "kata" were open loop and not adaptive.
He named his approach JeetKune Do - the way of the intercepting fist - after one of the principles taught in his method. He was quick to point out that it was just a name, a way of communicating a set of ideas. He was passionate that practitioners shouldn't get hung up on the name or the inclusion of any one move or action.
Traditional change is an A to B process. A is where you are now. B is a destination. B is either defined (from a methodology definition) or designed (by tailoring a framework).To get from A to B, a change agency* will guide a transition initiative to install destination B into the organization.*either an internal SEPG or external consultants
However, change initiatives fail more often than projects fail!Change initiatives often fail (aborted) or produce lack luster results, and fail to institutionalize resulting in regression back to old behavior (and maturity levels).
The reason is people resist change. The traditional change model would work perfectly well with silicon-based life forms because the benefits could be argued and agreed with logical. But carbon-based life forms resist change because they don't process it logically but with their sensory perception, their emotional intelligence, the older brain function Daniel Kahneman calls "system 1".
The reason is people resist change. The traditional change model would work perfectly well with silicon-based life forms because the benefits could be argued and agreed with logical. But carbon-based life forms resist change because they don't process it logically but with their sensory perception, their emotional intelligence, the older brain function Daniel Kahneman calls "system 1".
New roles (defined in the methodology) attack their identityNew responsibilities using new techniques & practices attack their self-esteem and put their social status at riskStatistically, most people resist most change because individually they have more to lose than to gain. Probabilistically, it is safer to be conservative and stick to current practices and avoid shaking up the current social hierarchy. Only the brave or the reckless will pursue grand changes.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working - a new methodology. It does this because it is better to avoid resistance than to push harder against it.The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. The Kanban Method catalyzes improvement through the use of kanban systems and visual boards (also known as "kanban" in Chinese and in Japanese when written with Chinese characters). It is from the use of kanban that the method takes its name, but it is just a name. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement. It is a method without methodology.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working - a new methodology. It does this because it is better to avoid resistance than to push harder against it.The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. The Kanban Method catalyzes improvement through the use of kanban systems and visual boards (also known as "kanban" in Chinese and in Japanese when written with Chinese characters). It is from the use of kanban that the method takes its name, but it is just a name. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement. It is a method without methodology.
Bruce Lee was a philosopher. He majored in philosophy at the University of Washington, Seattle. His own personal philosophy was heavily influenced by Taoism and Buddhism. He brought this philosophy to his interpretation of Kung Fu and the heart of JeetKune Do.One of his key teachings was "to be like water". Water flows around the rock. The rock represents resistance - in fighting, the resistance is from the opponent.
In change management, resistance is from the people involved and it is always emotional.To flow around the rock, we must learn how to avoid emotional resistance.
Kanban, like JKD, _is_ based on simple principles. As already described, these are: service-orientation service delivery involves workflowand work flows through a series of information discovery activitiesThese principles give us a lens through which to view knowledge work activities and some clues as to the applicability of Kanban. Kanban would be less applicable if a service-orientated view of work were difficult to conceive or the work was without a definable workflow.
The Kanban Method evolved with this principle in mind. That we must discover a way that enabled change while avoiding invoking sources of resistance - even better if we could motivate the people involved to advocate for the changes required. With Kanban you start with what you do now, and "kanbanize" it, catalyzing the evolutionary process into action. Changes to processes in use will occur and evaluating whether a change is truly an improvement can be done using fitness criteria that evaluate the external outcome.
Fitness criteria are metrics that measure things customer or other external stakeholders value such as delivery time, quality, predictability, conformance to regulatory requirements or metrics that value actual outcomes such as customer satisfaction or employee satisfaction
If we order a pizza we want it quickly. We want it to be accurate – if we order a pepperoni, we don’t want a hawaiian. And we want predictability of delivery. If they say they’ll be there in 30 minutes, we expect delivery in 25-35 minutes. And we want the pizza to be still warm.
Traditional change is an A to B process. A is where you are now. B is a destination. B is either defined (from a methodology definition) or designed (by tailoring a framework).To get from A to B, a change agency* will guide a transition initiative to install destination B into the organization.*either an internal SEPG or external consultants
Kanban closes the learning loop using 3 feedback mechanisms:the standup meeting in front of the kanban boardthe manager to subordinate meetings (both 1-1 and 1-team)the operations review meetingIronically, these have come to known as the Kanban Kata. Ironic because Lee was opposed to Kata as they normally represent an open loop system without learning.
Kanban closes the learning loop using 3 feedback mechanisms:the standup meeting in front of the kanban boardthe manager to subordinate meetings (both 1-1 and 1-team)the operations review meetingIronically, these have come to known as the Kanban Kata. Ironic because Lee was opposed to Kata as they normally represent an open loop system without learning.
There are some differences between JKD and Kanban. It is dangerous to draw too close an analogy.JKD contains a martial art framework. It contains a core set of principles based on an underlying theory of fighting and vulnerability of the human body: concepts such as "center line" from Wing Chun, for example.Kanban is really a management method. It directly addresses change management. It also creates a mechanism for framing operational decisions through its core concepts such as use of pull systems and the consequent concept of deferred commitment.Kanban does not contain a framework of concepts for doing any specific types of work. There are no techniques for developing software or performing any other type of creative knowledge work.
There are some differences between JKD and Kanban. It is dangerous to draw too close an analogy.JKD contains a martial art framework. It contains a core set of principles based on an underlying theory of fighting and vulnerability of the human body: concepts such as "center line" from Wing Chun, for example.Kanban is really a management method. It directly addresses change management. It also creates a mechanism for framing operational decisions through its core concepts such as use of pull systems and the consequent concept of deferred commitment.Kanban does not contain a framework of concepts for doing any specific types of work. There are no techniques for developing software or performing any other type of creative knowledge work.
For specific domains, Kanban cannot guide you or tell you what to do, there must be knowledge of that domain, such as software engineering, and within those domains, different schools of thought will still exist. Kanban is, therefore, not an equivalent of JKD for software engineering.Kanban is not a framework for evolving a personal style of software engineering, in the way that JKD is a framework for evolving a personal style of combat.Kanban is a complete method for installing evolutionary capability in an organization. It is domain agnostic.
Our opponents are uncertainty & risk. Engage directly. Validate speculation quicklyTeach beginners to set up safe-to-fail, learning environments at the individual, team and project levelEvolutionary methods are required to help us manage in complex environmentsFitness-for-purpose & sustainability come from developing strong adaptive capability