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The Kanban Method more than you think it is

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Page 1: Kanban more than you think - LKNA17

The Kanban Methodmore than you think it is

Page 2: Kanban more than you think - LKNA17

So you are using Kanban?

Page 3: Kanban more than you think - LKNA17

“Scrum didn’t work for us!”“Why?”

“Too much interrupting work! Iterations didn’t fit.” “So?”

“We switched to Kanban!”“…”

Page 4: Kanban more than you think - LKNA17

interrupting work

Page 5: Kanban more than you think - LKNA17

interrupting work

too slow

bad qualityoverburden

blockedspecialization

no overviewwaiting on others

working on the wrong thingsmissed deadlines

low predictability

Page 6: Kanban more than you think - LKNA17

Around 80% of “Kanban” implementations are nothing but sticky notes on the wall

Backlog Doing Done∞ 8

Page 7: Kanban more than you think - LKNA17

Improving with models

explicit policies

Page 8: Kanban more than you think - LKNA17

Change Management Principles

1. Start with what you do now • Understanding current processes, as actually practiced • Respecting existing roles, responsibilities and job-title

2. Gain agreement to pursue improvement through evolutionary change

3. Encourage acts of leadership at all levels

Page 9: Kanban more than you think - LKNA17

Start with what you do now • Understanding current

processes, as actually practiced

• Respecting existing roles, responsibilities and job-title

Page 10: Kanban more than you think - LKNA17

Service Delivery Principles

1. Understand and focus on your customer’ needs and expectations

2. Manage the work and let people self-organize around it 3. Your organization is an ecosystem of interdependent

services steered by its policies, reflect regularly on their effectiveness and improve them

Page 11: Kanban more than you think - LKNA17

Understand and focus on your customer’ needs and expectations

Page 12: Kanban more than you think - LKNA17

Manage the work and let people self-organize around it

Learn more about Alignment and Autonomy: The Art of Action by Stephen Bungay

Page 13: Kanban more than you think - LKNA17

https://twitter.com/jchyip/status/791458422843510784

https://twitter.com/jchyip/status/791458422843510784
Page 14: Kanban more than you think - LKNA17

Your organization is an ecosystem of interdependent services steered by its policies…

Page 15: Kanban more than you think - LKNA17

…reflect regularly on their effectiveness and improve them

Page 16: Kanban more than you think - LKNA17

Defining ServicesIdentify the customer and the workflow of the service delivery.

Is there a Service Delivery Manager?Map the workflow for each type of work.

Is is a shared service?

Understand the pattern and volume of requests.Understand how requests are handled.Is there a Service Request Manager?

Service Delivery

Discovery Process

Page 17: Kanban more than you think - LKNA17

Gain agreement to pursue improvement through evolutionary change

Page 18: Kanban more than you think - LKNA17

Encourage acts of leadership at every level

Page 19: Kanban more than you think - LKNA17

Kanban’s 3 Agendas

Sustainability

Service-Oriented

Survivability

Page 20: Kanban more than you think - LKNA17

Sustainabilitycreating a sustainable service,

to deliver quality products,

relieve staff from overburdening

raising customer and employee satisfaction

Page 21: Kanban more than you think - LKNA17

Service-Orientedsupporting middle-management

making the right decisions

to create a reliable and predictable service delivery

Page 22: Kanban more than you think - LKNA17

Survivabilityproviding senior management with a map of the organization’s capability and market’s needs

to sense opportunities or changes

to adopt the right strategy and change the business model accordingly

Page 23: Kanban more than you think - LKNA17

Practices1. Visualize 2. Limit work-in-progress 3. Manage Flow 4. Make policies explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally

Page 24: Kanban more than you think - LKNA17

Visualize

Page 25: Kanban more than you think - LKNA17

copyright by Markus Beyer

Page 26: Kanban more than you think - LKNA17

copyright by unknown

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picture by Wolfgang Wiedenroth

Page 35: Kanban more than you think - LKNA17

picture by Wolfgang Wiedenroth

Page 36: Kanban more than you think - LKNA17

Limit work-in-progress

Page 37: Kanban more than you think - LKNA17

Little’s Law

=øLead TimeøThroughput

øWIP

Page 38: Kanban more than you think - LKNA17

Lead Time

WIP

Throug

hput

picture by Wolfgang Wiedenroth

Page 39: Kanban more than you think - LKNA17

picture by Wolfgang Wiedenroth

Page 40: Kanban more than you think - LKNA17

picture by Wolfgang Wiedenroth

Page 41: Kanban more than you think - LKNA17

picture by Wolfgang Wiedenroth

Page 42: Kanban more than you think - LKNA17

1-10%Flow Efficiency

Learn more about low Flow Efficiency and its effects watching

The flow efficiency Paradox - Niklas Modig

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speed less Multitasking

better predictability

time to improve (slack time)

happier staff

better flow efficiency

Page 44: Kanban more than you think - LKNA17

Manage Flow

Page 45: Kanban more than you think - LKNA17

know how and when work arrivesknow the risks involved

costs and impact

Page 46: Kanban more than you think - LKNA17

Use risk frameworks to compare options

picture by Wolfgang Wiedenroth

Page 47: Kanban more than you think - LKNA17

$

t

Cost of Delay for Scheduling

Page 48: Kanban more than you think - LKNA17

know the difference between chance cause

and assignable cause

and how to respond

Page 49: Kanban more than you think - LKNA17

know your customers, their expectations and needs

know what business you are inor you want to be in

Page 50: Kanban more than you think - LKNA17

Manage work, not people

Page 51: Kanban more than you think - LKNA17

Make policies explicit

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SLA

blockers

dependenciesWIP-Limits

specialization

classes of service

feedback loopsexit-criteria

Page 53: Kanban more than you think - LKNA17

Implement feedback loops

Page 54: Kanban more than you think - LKNA17

Kanban MeetingReplenishmentDelivery Planning

Meetingdailyit depends often weekly it depends

Kanban Cadences

Service Delivery Review

Operations Review

bi-weekly

monthlyStrategy Review

quarterly

Risk Review

monthly

Change

Information

Page 55: Kanban more than you think - LKNA17

Blocker Clustering in the Risk Review

picture by Wolfgang Wiedenroth

Page 56: Kanban more than you think - LKNA17

Improve collaboratively, evolve experimentally

Page 57: Kanban more than you think - LKNA17

Customer

change

Employee Stakeholder

Page 58: Kanban more than you think - LKNA17

Anti-Fragility

Cynefin

J-Curve

Toyota Production SystemTribal Behavior

WeibullTheory of Constraints

Liquidity

Cost of Delay

Market adoption life cycle

Flow

Page 59: Kanban more than you think - LKNA17

Thank you for listening!

Wolfgang [email protected]

@wwiedenrothwww.agilemanic.com

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