Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows...

Inside Lean Kanban…the humane,

start with what you do nowapproach to change

Mike Burrows@asplake@[email protected]

Understanding

Agreement

Respect

Understanding FP1: Start with what you do now

AgreementF

P2: Agree to pursue evolutionary change

Respect FP3: Initially, respect current processes, roles, responsibilities and job titles

Transparency

Transparency

Transparency

CP1: VisualizeTransparency

CP4: Make policies explicit

~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~

~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~

Transparency

CP5: Implement feedback loops Transparency

Transparency CP1: Visualize

Transparency CP4: Make policies explicit

Transparency CP5: Implement feedback loops

CP3 (expanded): Manage flow,

seeking smoothness, timeliness, and good economic outcomes,

anticipating customer needs


Flows

eeking smoothness, timeliness, and good economic outcomes,

anticipating customer needs


Flows

eeking smoothness, timeliness, and good economic outcomes,

Customer focus anticipating customer needs

Keep removing impediments to continuous delivery

Allocate across competing objectives

Validate relentlessly


From deployable to delivered


From tested to delivered


From being tested to delivered


From built to delivered


From being built to Delivered


From idea to delivered


Product: the next big thing

Product: iterate

People, Process Platform

Discovery Elaboration Build/Deliver

?

?

?

? ?

? ?

? ?


Product: the next big thing

Product: iterate

People, Process Platform

Discovery Elaboration Build/Deliver

?

?

?

? ?

? ?

? ?

☺ ☺ ☹


feedback, iteration


hypothesis

(in)validated

Flow Keep removing impediments to continuous delivery




Balance Allocate across competing objectives



Balance Allocate across competing objectives

Customer focus Validate relentlessly

Finer-grained objects

Disintermediation

Distributed cognition

Three heuristicsDave Snowden (@snowded)

Disintermediation

Engineer Engineer

LineManager

Engineer Customer

RelationshipManager


With

in

Across

With

in

Across


Disintermediation



FlowFiner-grained objects

Disintermediation


Balance



Disintermediation


Balance

Collaboration

Customer focus



Disintermediation


Balance

Collaboration

Customer focus

Transparency

Leadership


I. Kanban through its Values

II. Models

III. Implementation (STATIK)

@KanbanInside

✔

✔

Operate kanban systems

Increase understanding

Pull change through the system

STATIK

0. Understand the purpose of the system

1. Understand sources of dissatisfaction

2. Analyze demand and capability

3. Model the knowledge discovery process

4. Discover classes of service

5. Design kanban systems

6. Roll out

Reverse STATIK







6. Roll out

5. Kanban systems

5. Kanban systems

Visualization

5. Kanban systems

Policies

~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~

~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~

5. Kanban systems

4

Limits on work-in-progress (WIP)

5. Kanban systems

Commitment points

5. Kanban systems

Feedback loops

4. Classes of service

5. Kanban systems

Review:

• The visibility of work items and where they sit

• Policies

• WIP limits and other controls on WIP

• Commitment points

• Feedback loops

6. Roll out


Managing to different kinds of expectations



Fixed Date



Expedited Fixed Date



Expedited Intangible Fixed Date



Expedited IntangibleStandard Fixed Date

3. Knowledge discovery process


• Recognise different kinds of customer expectation

• Organise: qualitative categories before any quantitative ranking

• Make explicit both internally and externally

• Select (prioritise) and risk-manage items accordingly

6. Kanban systems


hypothesis

(in)validated

2. Demand & capability


• Understand what kind of knowledge is acquired at each stage of the process and aim to acquire it quickly

• Implement through customer validation, customer collaboration, policies, allocations




• Keep testing your understanding; validate relentlessly!

• Encourage the shift:

– away from taking orders & satisfying requirements

– towards building the capability to anticipate, explore & meet needs at the right time



Demand

• How work arrives

• How frequently

• From whom

• Of what types

• In what sizes

• etc

Capability

• How work leaves

• Batches

• Lead time(s), delivery rate

• Predictability

• Flow efficiency

• etc

Are these in balance?


Demand

• Weekly calls with business managers

• Ad-hoc meetings with user reps

• Mostly business-driven work; some market-driven, regulatory and infrastructure change

• Typically 2-10 days development work per item

Capability

• Releases every 6 weeks

• But ~18 week lead time

• Flow efficiency percentage in single digits

• (5 days in 18 weeks is 4%)

Outline example

1. Sources of dissatisfaction


• Attend to both sides of this equation

• Internal and external perspectives

• Expect changes at the boundaries to impact system design, and vice-versa



Internal

External


Internal(self awareness)

External(empathy)

Source: Markus Andrezak @markusandrezak #lascot14

0. Purpose


• Two perspectives (at least!)

• Assumes a system scope and a boundary

– Both of these are potential sources of dissatisfaction in their own right

• Sources are much easier to identify & address when there is already some transparency


0. Purpose

What Who WHY

Reverse STATIK







6. Roll out

Sustained, purposeful change with Kanban




6. Roll out



0. Understand the purpose of the system Understanding

Agreement Resp

ect

Customerfocus

Transparency

Balance Flow

Collaboration

Leadership

Operate kanban systems

Increase understanding

Pull change through the system

Inside Lean Kanban…the humane,

start with what you do nowapproach to change

Mike Burrows@asplake@[email protected]

Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows...

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