Kanban & ESP - When are they appropriate?

Copyright Lean Kanban [email protected] @LKI_dja

Kanban &Enterprise Services Planning

When are they appropriate?

mailto:[email protected]


Understanding Options for Improvement



Kanban’s Service Oriented Agenda



Available options

, disruptive &speculative demand



Most process geeks & IT managers are operating over here

, disruptive& speculative demand



We use Kanban to improve in an evolutionary way




Risk Management is an Enabling Capability…

, disruptive & speculative demand



Tools For Risk Management…





We use Enterprise Services Planning

to analyze risk across demand for work and respond

with suitable scheduling,

sequencing, demand shaping, & capacity allocation



Appropriatenessfor the use of kanban systems



My motivation for adopting kanban systems was to

prevent muri, control muraand encourage an evolutionary

approach to change

Overburdening

Variability in Flow



Appropriateness Question #1

Does your process suffer fromoverburdening or

variability in flow?



What causes unevenness?



Are any of these present in your work environment?



Kanban may be appropriate for you!



Kanban is unnecessary where demand never exceeds capability and flow is smooth and

never interrupted!

If conditions of overburdening or unevenness in flow exist or

are likely to then use of a kanban system may be an

appropriate choice




Would your process benefit fromdeferred commitment?



When is deferred commitment useful?



Are any of these present in your work environment?



Kanban may be appropriate for you!



Kanban is unnecessary where demands and expectations never change, ideas are never

discarded, work aborted or obviated

If conditions of uncertainty in the external environment exist

then use of a kanban system may be an appropriate choice



In developing the

Kanban Method, a change management approach that uses kanban

boards & kanban systems to provoke change,

we are enabling the emergence of leaner service delivery organizations



Appropriatenessfor the Kanban Method



Daniel Kahneman has given us a simple model for how we process information

Daniel Kahneman

System 1Sensory Perception

Pattern Matching

System 2Logical Inference

Engine

Learning byExperience

Learning from theory

FASTBut slow to learn

SLOWBut fast to learn



How we process change…

Daniel Kahneman

Silicon-basedlife form

Carbon-basedlife form

I logically evaluate change using System 2

I adapt quickly

I feel change emotionally using

System 1

I adapt slowly



Adopting new processes challenges people psychologically & sociologically



The Kanban Method…



The Kanban Method…

*also known as "kanban" in Chinese and in Japanese when written with Chinese characters



Water flows around the rock

“be like water”

the rock represents resistance



Kanban should be like water*

* http://joecampbell.wordpress.com/2009/05/13/be-like-water/




Are people likely to resist change emotionally, rejecting forced changes to their identities?



Traditional Change is an A to B process

***either an internal process group or external consultants

CurrentProcess Future

Process

DefinedDesigned

transition

* Value stream mapping, ** Theory of Constraints Thinking Processes



What change really feels like:The J Curve




Saf

ety!




Patience!



Start with what you do now



Fitness criteria are metrics that measure observable external outcomes



Evolutionary Change May Be Enough

Evolutionary change can often deliver dramatic improvements in key fitness metrics such as lead time, quality, & delivery rate



Evolutionary change has no defined end point

EvolvingProcess

Rollforward

Rollback

InitialProcess

Future process is emergent

EvaluateFitness

EvaluateFitness

EvaluateFitness

EvaluateFitness

EvaluateFitness

We don’t know the end-point but we do know our emergent

process is fitter!



Evolutionary change withmany small J’s

Fitness

Capability for Change

Time




Is your boss a revolutionary?



Not every senior leader is a revolutionary

The last thing IBM needs now is a new strategy



But many feel the needto shake things up and leave their mark

Carly Fiorina

We need to buy Compaq!

Go big or go home!



Your boss may lack the patience

to wait for an evolutionary approach to

improvement to take effect



Kanban & the Cynefin Framework



if observation shows mura & muri are

presentthen respond with a

kanban system



if deferred commitment is

desirablethen respond with a

kanban system



Existing Process is mapped

Overlay a kanban system

Implement in a single transition



If there are many interdependent

servicesthen respond with

Enterprise Services Planning



Kanban -Simple rules made visual & explicitFeedbackKaizen events – adapt the rules



Change kanban system design (policies) to catalyze (or probe) for desired emergent outcomes



Ecosystems of interdependent

professional services (such as software product

development) exist in all 3 domains



ESP & Kanban are designed to work

across all 3 domains



Kanban is unlikely to be useful in the Chaotic domain



Conclusion



Kanban & ESPFor broad application as a service delivery workflow

overlay to control “mura” and eliminate “muri” & enable deferred commitment

For broad application as a management system enabling adaptive capability and emergent “fitness

for purpose”

Most useful where demand can be treated as a pool of options and can be shaped using risk

management, marketing strategy and strategic planning



Kanban & ESPKanban systems for appropriately categorized

Obvious Domain problems

ESP risk assessment, scheduling, sequencing, risk hedging algorithms for analyzed Complicated

Domain problems

Kanban Cadences coupled to model-driven improvement techniques, and an awareness of the psychology, social psychology & sociology of the

workplace for Complex Domain problems



Kanban is for evolutionaries

Kanban may be just what I need!

I don’t have time for this! Kick ass, take

names & get it done!Carly Fiorina


Copyright Lean Kanban Inc. [email protected] @LKI_dja

Thank you!


About

David Anderson is an innovator in management of 21st Century businesses that employ creative people who “think for a living” . He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing new management thinking & methods…He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software organizations delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola.David defined Enterprise Services Planning and originated Kanban Method an adaptive approach to improved service delivery. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.David is Chairman & CEO of Lean Kanban Inc., a business operating globally, dedicated to providing quality training & events to bring Kanban and Enterprise Services Planning to businesses who employ those who must “think for a living.”

Kanban & ESP - When are they appropriate?

Leadership & Management

Transcript of Kanban & ESP - When are they appropriate?