the kanban iceberg
TRANSCRIPT
© 2012, Asynchrony Solu2ons, Inc. All rights reserved.
THE KANBAN ICEBERG
© 2012, Asynchrony Solu2ons, Inc. All rights reserved.
Structure
Kanban Iceberg
1. Understanding
2. Flow
3. Collaboration and
Balance
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© 2012, Asynchrony Solu2ons, Inc. All rights reserved. @mattphilip #lkna15
# of People
Proto-kanban
Ubiquitous kanban
Proto-agile
Agile/XP
1999 2005 2008 2014
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Kanban Depth
1999 2008 2014
Proto-kanban
Ubiquitous kanban
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We do card walls really well.
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But they’re only the tip of the iceberg.
The mass of the system is below
the surface, unseen.
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Principles
Values
Practices
Card Wall
Agendas
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MAKE POLICIES EXPLICIT
IMPLEMENT FEEDBACK
LOOPS
IMPROVE COLLABORATIVELY
AND EXPERIMENTALLY
MANAGE FLOW
VISUALIZE LIMIT WIP
Practices
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Principles
INITIALLY, RESPECT CURRENT
PROCESSES, ROLES AND
RESPONSIBILITIES AGREE TO PURSUE
INCREMENTAL, EVOLUTIONARY
CHANGE
START WITH WHAT YOU DO NOW
ENCOURAGE LEADERSHIP
AT ALL LEVELS
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Values
COLLABORATION
TRANSPARENCY
CUSTOMER FOCUS
UNDERSTANDING
BALANCE AGREEMENT
FLOW
LEADERSHIP
RESPECT
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Principles
Values
Practices
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Kanban isn’t about card walls.
It’s about safe, evolutionary change.
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How do you help teams for whom
Kanban is simply card walls?
?
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1. Understanding
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“Kanban”
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Kanban Connotations
Card wall Continuous
flow delivery model
Evolutionary improvement
framework
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© 2012, Asynchrony Solu2ons, Inc. All rights reserved. @mattphilip #lkna15
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Great idea. But how do you launch it?
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“We have a great metaphor for you!”
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0 1 2 3 4
Our system exhibits this aspect barely, if at all
Our system is somewhat capable of exhibiting this aspect
Our system exhibits this aspect convincingly, for the most part
Our system departs from this only very exceptionally, understanding and managing the consequence
Measurement Scale
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Anticipate
emotional
resistance.
Be like water. Avoid the rocks.
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Expect some experiments to fail.
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© 2012, Asynchrony Solu2ons, Inc. All rights reserved.
It is such a positive indication about how much Asynchrony cares about people and how to help them be a part of successful and continually improving teams.
-‐Team member
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0
1
2
3
4 Transparency
Balance
Collaboration
Customer Focus
Flow
Leadership and the Leadership
Disciplines
Target Current
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0
1
2
3
4 Transparency
Balance
Collaboration
Customer Focus
Flow
Leadership and the
Leadership Disciplines
Target Current
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Assessments are done. Now what?
?
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Flow
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?
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Flow Manager?
Help wanted.
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Definitions
Backlog/uncommitted
Commitment point
Delivery point Work in Progress (WIP)
Delivery time
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Metrics
Flow efficiency
% complete and accurate Delivery time
Return on Investment
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Redesigned work ticket
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Redesigned work board (old)
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Redesigned work board (new)
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Metrics
Delivery time
Avg Delivery Time to Demo: 10 days Avg Delivery Time to Prod: ?
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Metrics
% complete and accurate
?
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Metrics
Flow efficiency
9%
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Metrics
Return on Investment
? ________ $100k/mo
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Visibility leads to conversation, which leads to understanding, which leads to change. But someone needs to start the conversation.
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The New Three Questions
Scrum Kanban • What have you
completed since the last meeting?
• What do you plan to complete by the next meeting?
• What is getting in your way?
• How can we improve flow today?
• What is blocked and why? • Where are bottlenecks
forming?
David Anderson’s cartoon FTW!
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Not as easy as it looked.
?
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What do you do with blockers?
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Getting Started
• Talk with your teammates about the experiment • Define “block” for your team • Minimally instrument your kanban system to gather
data, including the block reason and duration
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Getting started
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Blocker Analysis
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Blocker Analysis
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Observations
• Internal blockers caused 20 days worth of delay • External blockers caused 147 days worth of delay • The biggest blocker cluster accounted for 86 days of
delay
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You have a 75% chance each week of creating a blocker that costs you an average of 29
days. Is this acceptable to you?
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Another Example
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Another Example
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Other Learning
• It’s important to understand your commitment point. • Depending on how you want to address blockers,
you might choose to sort them differently (e.g., contact person rather than source).
• Be diligent about collecting data
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Collaboration and Balance
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Standup Meetings
Retrospectives
Operations Reviews
Our three main feedback loops.
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© 2012, Asynchrony Solu2ons, Inc. All rights reserved.
… most valuable about this meeting is the fact that it's a venue for sharing experimental practices and judging how well they worked or didn't
-‐Team lead
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Operations reviews without division or unit
context are a bit like asking “How are things on
your mountain?”
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Sometimes, we need help beyond
retrospectives to reach the peak.
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So we’re still trying to
understand the best
way to use operations
reviews in our context.
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Start at the Start: Interns!
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Sharing Experiences
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Results
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When an Iceberg Flips
Photo: Alex Cornell, Wall Street Journal
© 2012, Asynchrony Solu2ons, Inc. All rights reserved.
Thank you.
@mattphilip [email protected]
References:
• InfoQ: How a Flow Manager Helps Teams Deliver, Fast and Smoothly
• Kanban from the Inside, by Mike Burrows
Image credits:
• Red Cross Red Crescent Climate Centre
• Edward Boatman
• Netanel Koso
• Irene Hoffman
• Alex Cornell, Wall Street Journal