2014 02 kanbans not-so-hidden agendas 2

Kanban’s not-so-hidden agendas @asplake #LKNA14

Kanban’s not-so-hidden agendas

Mike Burrows@asplake

@[email protected]

positiveincline.com


What do you want from Kanban?


What did they want from Kanban?


Exercise: Kanban’s Value System

(the super-quick version)


Foundational Principles• : Start with what you do now

• : Agree to pursue evolutionary change

• : Initially, respect existing roles,

responsibilities and job titles

• : Encourage acts of leadership at

all levels in your organization –

from individual contributors to

senior management

customer focus|agreement|collaboration|flow|leadership

transparency|understanding|respect|balance




• : Initially, respect existing roles,





senior management

leadership






• respect : Initially, respect existing roles,





senior management

leadership





• agreement : Agree to pursue evolutionary change






senior management

leadership




Foundational Principles• understanding : Start with what you do now

• agreement : Agree to pursue evolutionary change






senior management

leadership




Core Practices• : Visualize

• : Limit work-in-progress (WIP)

• , : Manage flow

• : Make policies explicit

• : Implement feedback loops

• : Improve collaboratively,

evolve

experimentally (…)

NB: 1 valueappears 3 times!






• , : Manage flow


• : Implement feedback loops

• collaboration : Improve collaboratively,

evolve








• , : Manage flow


• transparency : Implement feedback loops


evolve








• , : Manage flow

• transparency : Make policies explicit



evolve






Core Practices• transparency : Visualize


• , : Manage flow




evolve

experimentally (…)customer focus|agreement|collaboration|flow|leadership





• , flow : Manage flow




evolve






• customer focus , flow : Manage flow




evolve




Of the 9, which 3 most strongly

• resonate with you personally?

• speak into your work situation?

Customer focus – Agreement – Collaboration Flow – Leadership

– TransparencyUnderstanding – Respect – Balance

What do you want from Kanban?


Follow up

• With your colleagues, the long version: bit.ly/kanban-values-exercise

• Choose 3 values for your profile onmeldstrong.com

Customer focus – Agreement – Collaboration Flow – Leadership

– TransparencyUnderstanding – Respect – Balance

http://bit.ly/kanban-values-exercise





Nine values, three agendas

Service Orientation• Customer

focus• Flow• Leadership

Sustainabil

ity

• Transparency

• Balance

• Collaboration

Survivability

• Understanding

• Agreement• Respect


Survivability

• Understanding




Sustainabil

ity

• Transparency

• Balance

• Collaboration


Self organization+ better decision making



Transparency + Balance

• Opportunities for work(not too much, not too little)

• A range of good choices(not too many, not too few)

• Shared expectations• Feedback


Collaboration


Collaboration

http://en.wikipedia.org/wiki/File:Lennon-McCartney.JPGhttp://www.nobelweekdialogue.org/?attachment_id=364


Collaboration


Survivability

• Understanding




Sustainabil

ity

• Transparency

• Balance

• Collaboration


Sustainabil

ity

• Transparency

• Balance

• Collaboration

Survivability

• Understanding





A way to view what you do now:

• Creative work is service-oriented• Service delivery involves workflow• Workflow involves a series of

knowledge discovery activities

The Kanban lens


Services, workflow,knowledge discovery


Q: How soon will we know that we have met a customer need?


Q: And how will we know?


Wit

hin

Across

Collaboration + Leadership: T-shaped


Collaboration + Leadership: Triad


Wit

hin

Across

Wit

hi

n

Across Wit

hi

n

Across

Wit

hi

n

Across Wit

hin

Across

Wit

hin

Across

Leadership at every level


Leadership at every level


Sustainabil

ity

• Transparency

• Balance

• Collaboration

Survivability

• Understanding





Kanban is the humane,“start with what you do now”

approach to change


• bravado• complacency• tampering

Three patterns of unsafe change


• bravado – too fast• complacency – too slow• tampering - too random

Three patterns of unsafe change


The J-curve effect


Fitness

Capability fo

r Change

Time

Small J’s, iterated


Start with what you do now, understanding:

• The purpose of the system

• How it serves and frustrates the customer

• How it works and fails to work for those inside the system

• How to change it safely



• Keeping the need for change never far from the surface(understanding + transparency)

• Maintaining the corporate commitment and personal discipline to pursue change safely and purposefully(agreement + respect)





Sustainabil

ity

• Transparency

• Balance

• Collaboration

Survivability

• Understanding



Kanban from the InsideDownload the 3-chapter preview: www.djaa.com/kanbaninside@KanbanInside

http://www.djaa.com/kanbaninside

http://www.djaa.com/kanbaninside





Sustainabil

ity

• Transparency

• Balance

• Collaboration

Survivability

• Understanding


2014 02 kanbans not-so-hidden agendas 2

Business

survivabilityunderstandingagreementrespectservice

make policies

survivabilityunderstandingagreementrespectservice

pursue evolutionary

respect existing

manage flow

manage flow

encourage