kanban cadences and information flow€¦ · scaling principles 1. scale out in a service-oriented...

dja@leankanban.com@lki_djaCopyright Lean Kanban Inc.

CertifiedTraining

KanbanCadencesandInformationFlow

Kanbanisawaytoorganizeandmanagework

HowdoesKanbanwork?Observethecurrentsituationincludingperformanceandservicedeliveryexpectations

Identifyrisksandpainpointsandimprovementopportunities

Applytechniquestoadjusthowwemanagedemandandcapabilitytomeetexpectationsofourcustomers

Measuretoseetheresult

TechniquestoapplyincludeWIPlimitsClassofserviceCapacityallocationDecoupledcommitmentReversiblecommitmentSystemLiquidityFlowEfficiencyBottleneckmanagementDependencymanagementVariabilitytypemanagementmore++

ESPManagementSystem

Acompletemanagementsystemforimprovingcommunication,collaboration,anddecisionmakingacrossanorganization.

ESPgivestheorganizationawaytorespondfasterwithgreaterbusinessagility.

ESPcoordinatesstrategicinitiativeswithcurrentcapabilitytodeliver

ElementsofEnterpriseServicesPlanning

KanbanFeedbackLoops:CadencesProbabilisticForecastingRiskManagementShapeDemandandImproveCapability

WhataretheactivitiesofESPCadencesInformationFlow?

Takedataandotherinputcollectedfromeachkanbansystem

Observesignalsthatadjustmenttothesystemisneeded▪ Youaren’tdeliveringworkwhenyoupromisedit▪ Yourcustomerhassomenewdissatisfactionornewrequest

Or,considercurrentstatusanddecidehowtomoveforward▪ Whatworkisreadytobedelivered?Whatshouldbepullednext?▪ Howcanwecopewithanewcompetingproduct?

Discussanddecideonactions▪ Policychanges▪ Applytechniquestoshapedemandormodifycapacity▪ etc

Communicatedecisions

TreateachserviceseparatelyDe

ObservedCapability

ESPFeedbackLoops

MechanismtoConsiderexistingoutcomes

Comparethemtodesiredoutcomes

Isourcurrentservicedelivery“fitforpurpose”intheeyesofourcustomers?Isourcurrentcapabilitydrivingourstrategicgoalsasabusiness?

ScalingPrinciples

1. Scaleoutinaservice-orientedfashiononeserviceatatime2. DesigneachkanbansystemfromfirstprinciplesusingSTATIK,donot

attempttodesignagrandsolutionatenterprisescale

3. UsetheKanbanCadencesasthemanagementsystemthatenablesbalance,leadingtobetterenterpriseservicesdelivery.

Strategy Review

Risk Review

Monthly

Service Delivery Review

Bi-WeeklyQuarterly

Kanban Meeting

Operations Review

Monthly

Replenishment/ Commitment

MeetingWeekly

Delivery Planning Meeting

Perdeliverycadence

change change

change

change change

change

infoinfo

change info

KanbanCadencesDoing things better

Focus on Service Delivery

Doing the right

things

Getting things done!

Strategy Review

Risk Review

Monthly

Service Delivery Review

Bi-WeeklyQuarterly

Kanban Meeting

Operations Review

Monthly

Replenishment/ Commitment

MeetingWeekly

Delivery Planning Meeting

Perdeliverycadence

change change

change

change change

change

infoinfo

change info

KanbanCadences

Focus on Service DeliveryService Delivery Set

Improvement/Evolutionary Set

FlowofInformationandChange

Flowofchanges• ActionsandDecisionsmadeatonemeetingthatwillhaveadirecteffectondatareviewed,capabilityobservedanddiscussionsheldinothermeetings.

changeinfo

Flowofinformation• Informationdeliveredfromonefeedbackmechanismtoanother.Theinformationisconsideredforpossibledecisions.

KanbanRolesAreEmergingReady

for Engin- eering

Comm-itted

4 Ongoing

Development

Testing

Verification3

Commitment point

Requi- rements Analysis

2412 -

Risk Analysis

Pool of

Ideas∞

Service Delivery ManagerService Request Manager

Discarded

OReject

Marshals Options Manages Flow

The7KanbanCadences

Thefollowingmeetingdescriptionsarejusttypicalconfigurations!

Youshouldadjustfrequencycadence,duration,attendeesbasedonyourorganization’sneeds.Youarelikelytoadjustthemovertime.

Caution!

GettingThingsDone: TheServiceDeliveryMeetings

ReplenishmentMeeting

Purpose:Todecidewhattoselectfromthepoolofoptions,committonext,andtoreplenishtheinputbufferfortheKanbansystemCadence:WeeklyDuration:20to30minutesParticipants:Theservicedeliverymanagerorthepersonresponsibleforfacilitatingthedeliveryplanningmeeting;togetherwithservicedeliverypersonnelwhocanassesstechnicalanddependencyriskandadviseonscheduling,sequencingandbatchingofitemsInputs:ObservationsfromKanbanMeetingsandServiceDeliveryReviewsmayresultinchangestobehavioratReplenishmentMeetings.DecisionsfromStrategyReviewsuchaspolicychangesandportfoliochanges.Outputs:DecisionsregardingwhattopullnextplussystemchangessenttotheDailyKanbanMeeting

Activities/DiscussionWhat’snewsincethelastmeeting?Inspectanysubmissionstothepoolofoptions/ideas,orthe“readyfordelivery”bufferEnsurethatitemsthatareavailableforselectionarecorrectlyclassifiedforriskandrequestedclassesofserviceareappropriate.CorrectanymistakesHowmanykanbanslotsareavailableandofwhattype/class?Whatkanbansignalsdowehave?Filtertheavailablepoolofoptionsbytype,class,schedulewindowtogainaninitiallistofcandidatesforselectionAskstakeholderstoselectashortlistofcandidatesbasedoninitialfilteringGiventheanticipatedleadtime,isitpossibletoformaconsensusonthemostimportantitemsforselection?If,notarrangetovoteforselection

ReplenishmentMeetingExample

ObservationsfromKanbanMeetingsandServiceDeliveryReviewsmayresultinchangestobehavioratReplenishmentMeetings.

Forexample,ahighdiscardrateresultinginworkitemsbeingmovedtothe“trashcan”hasbeenshowntochangestakeholderbehaviorandresultinatighteningofthe“definitionofready”usedtoassertthataworkitemisavailableforselectionattheReplenishmentMeeting.

[Daily]KanbanMeeting

KanbanMeeting

Purpose:Toobserveandtrackthestatusofthework(nottheworkers).Toobservetheflowofwork.Cadence:DailyDuration:10-20minutesParticipants:Theimmediateservicegrouporteamdoingthework(4-50people).FacilitatedbyServiceDeliveryManagerInputs:DecisionsfromReplenishmentMeetingandfromDeliveryPlanningMeeting.DecisionsandnewinitiativesfromStrategyReview.Outputs:ProgressreportedtoDeliveryPlanningMeetingandtoServiceDeliveryReview

KanbanMeeting

Activities:Boardwillshowthestateofworkandwhetheritisactivelybeingworkedon,isqueuingorisblockedorwaitingforsomeotherreason.TheServiceDeliveryManagerwill“walktheboard”iteratingacrosstheticketsfromright(mostclosetocompletion)toleft(mostrecentlystarted).TheSDManagermaysolicitastatusupdateonaticketorsimplyaskifthereisanyadditionalinformationthatisnotontheboardandmaynotbeknowntotheteam.Attentionisgiventoitemsblockedordelayed.Theteamwilldiscussbrieflywhoisworkinganissueandwhenitwillberesolved.Therewillalsobeacallforanyotherblockingissuesthatarenotontheboardandforanyonewhoneedshelptospeakup.

KanbanMeeting

Morematureteamsmayonlydiscussblockeditems,andnotdiscusseveryticketontheboard.TheServiceDeliveryManagermusttakeresponsibilityforresolutionofblockingissues.Theywillaskwhoisassignedtoresolveitandwhenwillitberesolved.Clearlydefinedescalationpathsandpoliciesareimportantforunresolvedissues.

AfterMeeting:TheparticipantsspontaneouslymeetaroundanissueorproblemobservedduringtheKanbanMeeting.Theirgoalistodiscussitandseekresolution.HappensimmediatelyaftertheDailyKanbanMeeting.

DeliveryPlanningMeeting

Purpose:Toplandownstreamdeliveryandformadeliverymanifest.Cadence:Varies,basedondeliverycadenceDuration:1-2hoursParticipants:FacilitatedbythepersonplayingtheroleofServiceDeliveryManager.Anyotherinterestedpartiesshouldbeinvitedincludingthosewhoreceiveandacceptthedelivery,andanyoneinvolvedinthelogisticsofmakingadelivery.Specialistsarepresentfortheirtechnicalknowledgeandrisk-assessmentcapabilities.Managersarepresentsothatdecisionscanbemade.Inputs:InformationfromDailyKanbanMeetingonwhichitemsarepotentiallyavailabletodeliver.RiskconsiderationsfromRiskReviewwhichmightaffectdeliverydecisions.Outputs:Decisionsonwhichitemstodeliver,communicatedtoDailyKanbanMeeting.InformationonissueswithdeliverysenttoRiskReview.

Discussion(Kata)Whichitemsinthesystemare(orwillbe)readyforrelease?Whatisrequiredtoactuallyreleaseeachitemtoproduction?Whattestingwillberequiredpost-releasetovalidatetheintegrityofproductionsystems?Whatrisksareinvolved?Howaretheserisksbeingmitigated?Whatcontingencyplansarerequired?Whoneedstobeinvolvedinthereleaseandpresentduringthepushtoproduction(orotherdeliverymechanism)?Howlongwillthereleasetake?Whatotherlogisticswillbeinvolved?

TestReady

Forecastticketscompletedfordelivery

Discarded

IdeasDev

Ready5

Ongoing

Development Testing

Done3 35

UATDelivery Ready

∞ ∞

100% confidence

70+% confidence

TestReady

Boostclassofserviceonmarginaltickets toensuredelivery

Discarded

IdeasDev

Ready5

Ongoing

Development Testing

Done3 35

UATDelivery Ready

∞ ∞

100% confidence

Fixed date CoS provides 100% confidence

DeliveryPlanningDailyKanbanMeeting

Ask“whichitems[fromtheKanbanboard]dowebelievewillbecompletedintimefordeliveryon[deliverydate]?”ThiscanbedoneusingMonteCarlosimulationbuiltintohighqualityKanbansoftwaretools,oritcanbedoneinamorequalitativemannerbyaskingteammembershowthingsareflowing.Inthissituation,allitemscommittedfordeliveryatDeliveryPlanningeffectivelybecomefixeddeliverydateclassofserviceitems.Ideallythisshouldbemadeexplicitandvisualizedappropriately.Asaconsequencethequeuingdisciplineonthekanbanboardisaffected.Whatandhowworkersatthekanbanboardchoosepullitemswillbechangedforatemporaryperioduntilthedeliveryismadefromthesystemtothecustomer(s).

DoingtheRightThingsandDoingThingsRight:TheImprovementSet

StrategyReview

Purpose:AreweinthebusinesswewanttobeinANDdowehavethecapabilitytobeinthatbusiness?Areourgoalsachievable?Cadence:QuarterlyDuration:½dayParticipants:Customer-facingstaff;seniorleaders;productandportfoliomanagersInput:CurrentcapabilityinformationfromServiceDeliveryReviewandOpsReview.AlsoinformedbyinputfromReplenishmentmeetings,mostlikelyrelatedtobusinessrisk,capacityallocationordemandshapingpolicy.Inputfromcustomer-facingstaff.Output:NewinformationanddecisionsbroughtintoOperationsReviewandServiceDeliveryReviewwith“fitnessforpurpose”informationandKPIs(KeyPerformanceIndicatormetrics).

StrategyReview,example

Example1Existingstrategypursuesseasonal,short-shelflifeopportunitieswithfixeddeliverydates.Currentcapability:leadtimesaretoolongandhighlyunpredictable.Asaresult,manyopportunitiesaremissedpartiallyorcompletely.

Decisionmaybemadetoreadjusttheallocationoftheportfolioformoremediumandlong-termopportunitiesbettersuitedtocurrentcapability.

Example2Customer-facingstaffreportsonreasonswhycustomersorderfromus.Clusterthenarrativesandcomparewithexistingmarketsegmentation.Makeadjustmentsifnewcustomersegmentshaveappeared.

ServiceDeliveryReview

Purpose:Lookatwhetherwearedeliveringaccordingtocustomerexpectations.Looksatasinglekanbanboard.

• Comparecurrentcapabilitiesagainstfitnesscriteriametricsandseektobalancedemandagainstcapabilityandhedgeriskappropriately.

Cadence:TwiceamonthDuration:½hour

Participants:ConductedbytheServiceDeliveryManager(SDM)oftenincludesServiceRequestManager,customersandotherexternalstakeholderstogetherwithrepresentativesofthedeliveryteam

Inputs:ProgressanddatafromDailyKanbanMeeting;DecisionsfromOperationsReview.ActionsfromRiskReview.Outputs:FindingsreportedatOperationsReview.

ActivityAfocuseddiscussionaboutsystemcapabilityReviewagainstfitnesscriteriametrics,e.g.currentcapabilityversusleadtimeSLAwith60day,85%on-timetargetDiscussshortfallsagainst(customer)expectations.Analyzeforassignable/specialcauseversuschance/commoncauseDiscussoptionsforriskmitigation&reductionorsystemdesignchangestoimproveobservedcapabilityagainstexpectationsWhatservicesdowecurrentlyprovide?Whichservicerequests/workitemstypesdoweaccept?Whataretheservicelevelexpectationsofeachworkitemtype?

DiscussionWhatisourcurrentcapabilitytodeliveryeachtype?LeadtimedistributionDeliveryRateSystemLiquidityLevelTransactionvolume,volatility,immediacyFlowefficiencyQualityDelayRisk(fromblocker)aslikelihoodandimpactServicelevelexpectation,duedateperformanceQuestionsrelatingtoprocessimprovementWhathaveyourteamachievedsincelastmeeting?Whatdoyouneedhelpwithfromacolleague?Whatdoyouneedhelpwithfromthesupervisororservicedeliverymanager?Doesitneedescalated?

ServiceDeliveryReview,example

DiscoveryfromServiceDeliveryReview

IttherewerealotofFixedDateitemsbutalongtailinleadtimedistributionthenthecustomermightchoosetoschedulethefixeddateitemsearlierortoreducethequantityofFixedDateitemsbychangingtheirstrategy.

OperationsReview

Purpose:“SystemsofSystems”levelreview.Disciplinedreviewofdemandandcapabilityforeachkanbansystemwithaparticularfocusondependenciesanddependenteffects.Cadence:MonthlyDuration:2hoursParticipants:ServiceDeliveryManagerandServiceRequestManagerforeachkanbansystem.Seniormanagement.Seniorbusinessownersorcustomerrepresentatives.Downstreammid-levelmanagers.Functionalmanagersandseniorindividualcontributorsrepresentingeachkanbansystem.ProductMgr,PortfolioMgr,ProjectMgr.

Inputs:SummaryfindingsfromServiceDeliveryReviewsforallkanbansystemsinthenetwork.BusinessperformanceinformationfromStrategyReviewsuchasfinancialreports,customersatisfactionsurveys.OngoingimprovementinitiativesfromRiskReviewaboutsystem-widechanges.Outputs:Alistofimprovementsuggestions/actions/decisionsorrequiredchangestostrategywithdesignatedownerssenttoServiceDeliveryReviewandtoStrategyReview.Dependentimpactontailriskforaleadtimedistribution,toRiskReview,toinformprioritizingrisksforreductionmitigationorcontingencyplanning.

OperationsReview

Activity/DiscussionLookatperformance,capability,anddependenciesbetweenmultiplekanbansystemsDependenciesunderstood.InterdependenteffectsexposedKaizeneventssuggestedbyattendeesImprovementopportunitiesassignedtomanagersaslastagendaitem

RiskReview

Purpose:Lookatproblemsthatputourdeliverycapabilityatrisk.

Cadence:MonthlyDuration:1-2hoursParticipants:FacilitatedbyaServiceDeliveryManageroraKanbancoach;Anyonewithinformationorexperienceofrecentblockers.Servicedeliverymanagers.Projectandprogrammanagers.Customer-facingmanagersareoptional.Mighthavemanagersfromdependentservices.

Inputs:IssuesfromanetworkofkanbansystemsfromOpsReviewandindividualkanbansystemsfromServiceDeliveryReview.DecisionsfromDeliveryPlanningMeeting.

Outputs:InformationfromRiskReviewmayinformDeliveryPlanningasitmaynotbewisetoassertanitemwillbereadyfordeliveryandmakeacommitmentifthereisatailriskthatcannotreadilybemanagedandeffectivelyavoidedforaspecificworkitem.

ActionsdecidedatRiskReview,specificallyriskreduction,mitigationorcontingencyplans,mayenablechangesinservicedeliveryandkanbansystemdesignandhencechangerequestsflowfromRiskReviewtoServiceDeliveryReviewandOperationsReview.

RiskReview

ActivitiesClusterblockerticketsfromthelastmonthClusterblockersbasedonthestoriesbehindthedelayEachclusterrepresentsariskAnalyzelikelihood&impactIdentifytherisksmostimpactingthetailoftheleadtimedistributionandfocusonthoseReviewriskmanagementpoliciesIdentifyLikelihood&ImpactRootCauseAnalysis

RiskReviewexample

Wemayneedtounderstandwherethetailofaleadtimedistributionmostdirectlyaffectsafailuretosatisfycustomersandpoorperformanceagainstservicelevelexpectations.

Actionsthattrimthetailofaleadtimedistributionwillhavetheeffectofreducingaverageleadtimeandshiftingittotheleftonthedistributioncurve.Asaconsequenceofthis,itmaybepossibletochangecapacityallocationforagiventypeofwork,oralterthecapacityallocationforaspecificclassofservice.

RiskReview

DiscussionHowmuchriskdowewanttotake?Dowehavethecorrectriskassessmentframework?Haveweidentifiedtherightriskdimensions?Areourassessmenttaxonomiesforriskdimensionsprovidinguswithactionableinformation?Dotheyneedmodified?Whichrisksdowewanttohedge?Howshouldweallocateourportfolioorproductmixacrossthoserisks?Inwhichpercentagesforeachcategory?

RiskReview,continued

Reviewclassesofservice▪ Aretheystillappropriate?Aretheybeingused?Haveanyexceptions

beenmade?Isthereanewpattern?Needforanewclassofservice?Reviewblockers▪ Prioritizemitigation&reductionactionsbasedonblockercluster

analysis▪ Reviewriskhedgingpolicies▪ Considerwhetherrecentlyobserveddemandfitswithhistoricpatterns

andcapacityallocationisstillappropriateReviewdemandshapingpolicies▪ Shouldweadjustpoliciesthatbifurcatedemandondependentor

sharedservices?

TypesofblockeditemsBlockedwithanissueinternaltooursystem(andwithinourpoliticalcontrol)Blockedduetoanissueoutsideoursystembutwithinourfirm(requirescollaborationandpossiblypoliticalcapitaltoresolve)Blockedduetoanissueexternaltoourfirm,typicallywithavendor,regulator,customer,orperhapsapoliticalissuesuchasaforthcomingelection

RiskReview,continued

WhatdoyoudowiththeinsightsfromKanbanCadences?

Painpointidentified:Doyouknowwhattodo?

MissingdeadlinesPoorpredictability–can’tsaywhenworkwillbefinishedOverburdened,toobusyDealingwithdependenciesShiftingprioritiesQualityissuesCustomerdissatisfaction…

Doyouknowtechniquestoimprove?

LeadtimedistributionimprovementFlowefficiencyimprovementRiskprofilingforportfoliosSystemandstaffliquidityWIPlimitsClassofServiceCapacityallocationOptionsmanagementKanbansystemsvolatilityRisktypes;variabilitytypesForecastingwithutilitygraphfunctions…

EnterpriseServicesPlanningExecutiveSummitesp.leankanban.com

ESP5-DayTrainingClasswithDavidJAnderson--info@leankanban.com--

KanbanLeadershipRetreat conf.leankanban.com/retreat

Thankyou!

kanban cadences and information flow€¦ · scaling principles 1. scale out in a service-oriented...

Documents

kanban kanban - nova pagina 2

webinar "scrum vs kanban: kanban wins?"

kanban intro and kanban pizza factory

the renovation of the cern controls configuration...

book scales, chords, arpeggios cadences · 2014. 10....

implement all the cadences!? - · pdf fileauslastungsplanung...

kanban features - enterprise architect · 9/7/2020 ·...

c pentascales and cadences

haydn trumpet concerto cadences

discovery kanban - lean kanban uk 2014

big kanban (scaling kanban style)

leading it service management from scrum to kanban

kanban - how to coordinate with kanban

lean kanban france2013 : kanban for managers

cutter on kanban from leankit kanban

instituto tecnológico de altamira kanban introducción al...

increase service value with kanban - itsmf · increase...

u.s. army marching and running cadences

cadences (compositions musicales) - bnf · claude arrieu....

lean manufacturing: the new · pdf file7 wastes. 5 s....