Presented at Silicon Valley Agile Leadership Network 2014 by Janice Linden-Reed See also https://www.slideshare.net/AgileCampSV/silicon-valley-agile-leadership-network
Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014
Understand (and Fix) Your Chronic Work Disorder with KanbanJanice Linden-Reed
You can solve recurring problems with your work when you understand it as a system. The Kanban Method lets you discover, model, and manage your unique system of work. Kanban applies principles of mindfulness directly to work.
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.
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
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
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.
Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014
Understand (and Fix) Your Chronic Work Disorder with KanbanJanice Linden-Reed
You can solve recurring problems with your work when you understand it as a system. The Kanban Method lets you discover, model, and manage your unique system of work. Kanban applies principles of mindfulness directly to work.
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.
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
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
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 history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Key Note - Software Executive Summit - Better predictability with kanbanDavid Anderson
Delivery better predictability, business agility and governance with Kanban. These three goals are often important to senior executives in technology companies. It is often assumed that these goals are mutually exclusive and you have to focus on one, maybe two but all three cannot be achieved together. This talk presents Kanban for an executive audience and explains how it enables all 3 goals - better predictability, business agility without sacrificing governance.
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
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
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
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)
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Key Note - Software Executive Summit - Better predictability with kanbanDavid Anderson
Delivery better predictability, business agility and governance with Kanban. These three goals are often important to senior executives in technology companies. It is often assumed that these goals are mutually exclusive and you have to focus on one, maybe two but all three cannot be achieved together. This talk presents Kanban for an executive audience and explains how it enables all 3 goals - better predictability, business agility without sacrificing governance.
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
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
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
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)
Using Lean and Kanban to Revolutionize Your OrganizationImaginet
With the introduction of Lean and Kanban into the software developments, teams are now starting to discover how to leverage these principles to revolutionize how they do business. Come find out how you can use Lean and Kanban together with Microsoft TFS to make dramatic improvements in your organization!
Lean discovery, Agile Delivery, & a DevOps MindsetKaizenko
More and more organizations and teams are adopting Agile, however most stay focused on just the development part. They maintain a Big Upfront Requirements/Design (BRUF) phase and still have a long test and deployment phase. This approach results in more of a mini-waterfall approach rather than an Agile approach where we actually place valuable products in our customers’ hands. The old risks and pain points are still there: are we building the right thing? Is it valuable and usable? Does it work? So the true benefits of an Agile approach in terms of quality valuable products and higher ROI is never achieved due to our long cycles and slow feedback loops. Come to this session to see how Lean Discovery and Agile Delivery combined with a DevOps mindset, can make actual delivery of customer value sustainable. We will look at how Lean Discovery replaces BRUF and ensures the team is constantly building the right thing. We will also see how applying Agile Engineering practices ensure that the team is building the thing right and how a DevOps mindset ensures that the product the team builds actually gets delivered to the customer early and often.
This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches.
Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement:
Understand the system
Manage the flow of value
Balance Demand and Capacity
Limit WIP to improve predictability
Find and address bottlenecks
Make Policies Explicit
Incremental improvement through experiment and measurement
Double loop learning (process improvement & product improvement)
Scale through the enterprise
More details:
https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset
Conference link: https://2019.agileindia.org
Presentation to the National Association of State Chief Administrators Roundtable in Ohio covering Washington State Government and WA Dept. of Enterprise Services Lean journey.
Servant Leadership un-neutered": What is Servant Leadership? Is there more to it than "unblocking all the things and getting out of the way"? We will look afresh at this classic leadership model and show Servant Leadership's present-day relevance to the challenges of Lean-Agile transformation
Key Note - Smidig 2013 - Scaling Kanban in the Enterprise - Kanban's 3 AgendasDavid Anderson
The Kanban Method comes with 3 explicit agendas: Sustainability; Service-orientation; and survivability. This presentation looks at how to achieve large scale Kanban implementations in your enterprise and how Kanban will enable sustainable pace, improved service delivery and survivability through evolutionary capability and an improved focused on fitness for purpose
Agile Project Management with Kanban & Lean (4 Nov 2017)Mai Quay
Presentation delivered at Agile Vietnam 2017 on 4 November 2017
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Adding value to agile projects as a Project Manager isn't easy. The prevalent tenor is that the role "Project Manager" shouldn't exist, not in title and even less so in spirit. However, reality is that PMs or roles with traditional project management responsibilities are still everywhere and more common than agile servant-leader Scrum Masters or Kanban Flow Managers.
So, if you find yourself in a position of being an [Agile] Project Manager or in a similar role, join my session to learn how you can add value and foster an agile system at the same time with Kanban. You will leave the session with hands-on techniques that you can implement the very next day to improve the way you and your team works!
La gestion visuelle Kanban - Daniel DoironAgile Montréal
A) Est-ce que votre gestion du risque est rassembleuse, ouverte sur la discussion, qualitative, visuelle, peu couteuse, rapide et supportant plusieurs taxonomies ?
Arrêtez les approches quantitatives en matière de gestion des risques qui sont souvent trop subjectives et non agiles.
B) Vos indicateurs de gestion ont-ils une valeur prédictive sur vos performances à venir? Sont-ils simples, pertinents, visuels et se génèrent automatiquement?
Si une approche basée sur la pensée scientifique des Edwards Deming, Eli Goldratt, Peter Drucker vous intéresse, alors vous serez plus efficace à identifier les systèmes globalement saturés, les systèmes localement saturés et les sources de variabilité de vos processus. Et vous aurez des solutions en main!
Votre avantage: Une fois ces concepts connus, vous n'aurez besoin d'aucun budget ou permission pour rayonner tout autrement en matière d'agilité au sein de vos équipes.
Daniel Doiron est conférencier international en matière de Kanban pour la SCRUM ALLIANCE et le LEAN KANBAN UNIVERSITY. En 2015 et 2016, il aura visité Miami et Shanghai pour ces deux organisations. Daniel a récemment contribué à la nouvelle bible Kanban écrite par David Anderson et Andy Carmichael, et sa contribution a été reconnue dans l'ouvrage. Le livre 'Essential Kanban Condensed' est disponible gratuitement sur le web et pave la voix au chemin alternatif vers l'agilité au 21ième siècle. En parallèle, Daniel s'affère à améliorer certains concepts de coaching propres à Kanban et à revisiter les paradigmes en matière de fluidité des idées. Daniel est dispensateur de formation LEAN KANBAN et Management 3.0 et opère à partir des Etats-Unis.
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
1. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Presenter
Janice Linden-Reed
VP, David J Anderson
and Associates Inc.
Silicon Valley ALN
Mountain View, CA
March 2014
What’s New with Kanban?
The State of KanbanLand
2. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Hello!
@JLINDENREED
JANICE@LEANKANBAN.COM
• Janice Linden-Reed
Seattle, WA
3. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
• Management Consulting
• Private and Public LKU
Certified Kanban Training
• Including:
• Kanban Coaching
Professional Masterclass
• LKU Train the Trainer
www.DJAA.com
4. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
• Spanish
• Portuguese
• German
• French
• Chinese
• Japanese
• Bulgarian
• Polish
6. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Moving the conversation away from process improvement
and towards management and decision frameworks
conf.leankanban.com edu.leankanban.com
leankanban.com
7. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
• Curriculum based on the Kanban
Method
• Classes
• Introductory (1 day)
• Foundations (2 day: Getting Started)
• Advanced Practitioner (2 day:
Practicing Kanban at Scale)
• Kanban Coaching Professional
Masterclass (3-5 day)
• LKU Train the Trainer (5 day)
Edu.LeanKanban.com
12. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban is not
• …a board on the wall
• … “no iterations”
• … “no estimation”
• …only for Ops teams
• …only for software/IT
• …a methodology
13. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban is not a methodology!
• SCRUM vs KANBAN? (Scrumban?)
• XP vs KANBAN? (Xanpan?)
• WATERFALL vs KANBAN?
• “vs”, “instead of”, “replace”, “choose”
KANBANIZE it!
15. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
• Principles
• Start with what you do now
• Agree to pursue evolutionary change
• Initially keep job titles and roles the same
• Encourage acts of leadership at all levels
David J Anderson
The Kanban Method
16. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Power in Simplicity
• Practices
• Visualize
• Limit WIP
• Manage Flow
• Make Process Policies Explicit
• Implement Feedback Loops
• Improve collaboratively and evolve experimentally
using models and the scientific method
The Kanban Method
31. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban for Evolutionary Change
• Kanban is the humane, start with what you
do now approach to change.
• “The Kanban Method is an evolutionary
approach to building learning organizations.”
– Mike Burrows
32. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban for Evolutionary Change
• “Kanban delivers evolutionary change, by the workers,
for the benefit of the whole system.”
• “Kanban is about installing an adaptive capability in
your organization, about taking a management led
approach to cultural change. Every knowledge worker is
a manager.”
– David J Anderson
44. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Agendas
• Kanban does have its biases.
• As Kanban coaches we should be more willing
to embrace those biases and be more
transparent about them.
• Mike Burrows, AKT
Matlock Bath, UK
45. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Agendas
1) Sustainability
• Kanban adoption at the level of individuals and
teams, often motivated by the need for relief
from unsustainable practices and workloads.
• Achieving balance of demand and capability.
Limiting work in progress
• Interest: Individual contributors
TRANSPARENCY BALANCECOLLABORATION
46. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Agendas
2) Service Orientation
• Improve service delivery by taking variability out of the
process and improving predictability and lead times.
• Customers value delivery time, quality, predictability and
safety. Is your organization fit for purpose?
• Interest: middle managers
FLOW LEADERSHIPCUSTOMER FOCUS
47. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Agendas
3) Survivability
• The Kanban Method's feedback loops and model-driven
improvement provide an adaptive capability. Hence, together
the adaptive capability and the fitness evaluation give a
business the capability to survive and thrive even in the
presence of a rapidly changing external environment.
• Evolutionary approach; successful change management
• Interest: executives
AGREEMENT RESPECTUNDERSTANDING
49. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Flight Levels
• Klaus Leopold, AKT
Vienna, Austria
“Before you start with Kanban it is
important to decide where you want to
embed it in the overall organizational
context.
Introducing Kanban on each flight level
requires different change management
skills. “
50. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Flight Levels • Organizational unit,
uncoordinated input
51. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Flight Levels • Organizational unit,
coordinated input
52. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Flight Levels
• Value stream: Providing a
service in a coordinated way
53. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban Flight Levels
• “The performance of a system is not
the sum of its parts but the product
of its interactions” – Russell Ackoff
56. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Economically balance
capability against demand
Goals for using Kanban
60. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban is
encouraging
collaborative
conversations with
other stakeholders
to open up options
for improvement
over here
62. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Case Study: an HR team
• Vacation request
• Payroll Management
• New employee setup
(computer/accounts)
• Recruitment/Interviews
• Performance reviews
• Employee training
• Benefits administration
• Which is seasonal?
• What is the cadence?
• What is the delivery
expectation?
• What policies can you
set up?
• How can you group
the work?
63. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Case Study: an HR team
• Vacation request
• Payroll Management
• New employee setup
(computer/accounts)
• Recruitment/Interviews
• Performance reviews
• Employee training
• Benefits administration
FIXED DATE
STANDARD
INTANGIBLE
EXPEDITE
64. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Cost of Delay
What happens if you DON’T do the work?
Informs:
…Class of Service…
…Allocation…
…Policy…
65. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
The psychology of a probabilistic approach can be
challenging…
ChangeRequests
85% at
60 days
Mean
50 days
98% at
150 days
I don’t want to take the risk of
being longer than 60 days. I need
a precise estimate of when it will
be delivered!
66. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Classes of Service Help Improve Trust
Done
F
E
I
Engin-
eering
Ready
Deploy-
ment
Ready
G
D
GY
PB
MN
2 ∞
P1
AB
Ongoing
Development Testing
Done Verification Acceptance
3 3
Expedite 1
3
Fixed
Date
Standard
Intangible
2
1
DE
69. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Test
Ready
Flow Efficiency
F
E
I
G
D
GY
PB
DE MN
P1
AB
Customer Lead Time
Waiting Waiting WaitingWorking
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
Working WaitingWorking
70. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Test
Ready
Flow Efficiency
F
E
I
G
D
GY
PB
DE MN
P1
AB
Customer Lead Time
Waiting Waiting WaitingWorking
* Zsolt Fabok, Lean Agile Scotland, Sep 2012, Lean Kanban France, Oct 2012
** Hakan Forss, Lean Kanban France, Oct 2013
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
Flow efficiency measures the
percentage of total lead time is
spent actually adding value (or
knowledge) versus waiting
Flow efficiency % = Work Time x 100%
Lead Time
Flow efficiencies of 1-5% are
commonly reported. *, **
> 40% is good! Multitasking means time spent
in working columns is often
waiting time
Working WaitingWorking
71. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Available options
Capacity Allocation
Policies
WIP Limits, Flow, Flow
Efficiency, Focus on
sources of delay
73. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Portfolio Kanban
“If the wrong decisions are made on a
portfolio level, efficiency on a team
level doesn’t really help.
What’s more, it can even be harmful
because we just produce waste more
efficiently. “
• Pawel Brodzinski, KCP
Krakow, Poland
75. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
A
Proposed Projects
B
D
E
F
K
H
G
Projects-in-progress
Horizontal position shows percentage complete
Complete
0%
Complete
100%
C
Simple Portfolio Kanban
J
I
M
N
O
L
Tickets represent Projects,
MVPs or MMFs
76. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
A
Cash Cows
10% budget
Growth Markets
60% budget
Innovative/New
30% budget
Allocation of personnel
Total = 100%
B
D
E
F
K
H
G
Projects-in-progress
Horizontal position shows percentage complete
Complete
0%
Complete
100%
C
Color may indicate
cost of delay (or other risk)
Hedging Risk in a Portfolio Kanban
Size of ticket indicates
budget
78. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban at Scale
AMDOCS - Israel
WSIB - Canada
PINGAN - China
PETROBRAS – Brazil
SANDVIK IT - Sweden
SIEMANS Health Svcs - USA
79. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Treat each service separately
Demand
Observed
Capability
Demand
Demand
Observed
Capability
Observed
Capability
80. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Some systems have dependencies on others
Demand
Observed
Capability
Demand
Demand
Observed
Capability
Observed
Capability
81. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Some systems have dependencies on others
Demand
Observed
Capability
Demand
Demand
Observed
Capability
Observed
Capability
Looking downstream, you want the
system to help you anticipate and
manage dependencies
Looking upstream, you want the
system to help you anticipate and
manage demand
Combine the two, and across the
organization you smooth flow
end-to-end and help keep
demand in balance with
overall system capability
82. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban at Scale • Christophe Achouiantz, KCP
• Borlange, Sweden
Introducing Kanban to 50+ teams at Sandvik IT
83. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Kanban at Scale • Christophe Achouiantz, KCP
• Borlange, Sweden
87. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Beyond Budgeting
Measure success against competition,
targeting external benchmarks, not against
internal budget
Delegate responsibility to operational
managers with means to act independently
Customer-oriented teams are responsible
for satisfied and profitable customers
88. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Real Options
Options have value.
Options expire.
Never commit early unless you
know why.
89. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Making Better Decisions
in the Face of Complexity & Uncertainty
S A N F R A N C I S C O
May 5-8, 2014
LKNA.LeanKanban.com#lkna14
@LeanKanbanNA
Kanban Lean Startup
Beyond Budgeting Managing Risk
Lean Applied Evolving Product Management
90. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Lean Kanban North America 2014 May 5-8
4 KEYNOTES
6 TRACKS
24 INTERACTIVE WORKSHOPS
BRICKELL KEY AWARDS
ASK A KCP
GAMES LOUNGE
Kanban
Beyond Budgeting
Lean Startup
Lean Applied
Managing Risk
Evolving Product Management
Plus:
Real Options
Kanban and CMMI
Innovation Accounting…
91. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Making Better Decisions
in the Face of Complexity & Uncertainty
S A N F R A N C I S C O
May 5-8, 2014
LKNA.LeanKanban.com#lkna14
@LeanKanbanNA
Kanban Lean Startup
Beyond Budgeting Managing Risk
Lean Applied Evolving Product Management
93. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Resources
• Lean Kanban North America 2014
• http://lkna.leankanban.com
• Lean Kanban Conference Series
• http://conf.leankanban.com/calendar
• Kanban Community
• http://limitedwipsociety.ning.com/
• Certified Kanban Training Courses
• http://edu.leankanban.com
• Kanban: Successful Evolutionary Change for your Technology
Business
• http://www.djaa.com
• Kanban Kickstart Field Guide
• http://leanagileprojects.blogspot.com/2013/04/the-kanban-kick-start-field-guide-
now.html
94. janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
Resources
• Kanban Case Studies
• http://www.leankanban.com/case-studies
• http://www.infoq.com/articles/kanban-siemens-health-services
• http://www.infoq.com/articles/kanban-Sandvik-IT-1
• http://www.infoq.com/news/2013/12/flow-thinking-Ericsson
• http://www.infoq.com/news/2013/12/applying-kanban-SAP
• Kanban Reports
• Using Kanban to Manage Big Data Development
• https://www.gartner.com/doc/2116015/use-kanban-manage-big-data
• Lean Software Management at BBC Worldwide
• http://ieeexplore.ieee.org/xpl/login.jsp?tp=&arnumber=5741001