discovery kanban - lean kanban uk 2014

Not all Kanban is alike @PatrickSteyaert

patrick.steyaert@okaloa.com

Bombarded with change

Episodic change

Exploiting existing knowledge

Exploring new knowledge

Danger zone

Either-Or thinking

Bureaucracy

Conservatism Risk taking

Self-organization

Experimentation Planning

Authoritarian decisions Local decisions

Continuous change

Exploiting existing

knowledge

Exploring new

knowledge

And-thinking

Bureaucracy

Conservatism Risk taking

Self-organization

Experimentation Planning

Authoritarian decisions Local decisions

Double loop thinking

Single  loop  Managing  uncertainty  

Double  loop  Managing  how  uncertainty  is  

managed  

Meet Mary Program manager

large transformation program

program management team

uncertainties

defined objectives, scope, budget, high-level timing, …

plan and check tasks

Managing work

Plan

Do

Check

Adjust

Managing uncertainty

Future

Now

OPPORTUNITY CREATION

PROBLEMSOLVING

uncertainty reveals itself mainly in the disguise of (delivery) problems

Managing how uncertainty is managed

Future Now

PROBLEMSOLVING

OPPORTUNITYCAPTURING

PROBLEM AVOIDANCE

OPPORTUNITYCREATION

Problem

Opportunity

Continuous change

Exploiting existing

knowledge

Exploring new

knowledge adapt to an

evolving reality control and

continuously improve

Exploitation Plan-Do-Check-Adjust

Plan

Do

Check

Adjust

find and create opportunities

Observe-Orient-Decide-Act

Exploration

Orient

Decide

Act

Observe

solve and prevent problems

Meet Paul Product manager

leading software product

product in need of renewal

expanding in new markets

Managing work

Flow

Design Build Test

Managing uncertainty

1. Disruptive innovation 2. Technology

innovation

3. Efficiency innovation

4. Sustaining innovation

Current focus

Future focus

- the cycle of innovation -

Managing how uncertainty is managed

Should we build it? Can we build it? Can we build it efficiently?

1. Disruptive innovation 2. Technology

innovation

3. Efficiency innovation

4. Sustaining innovation

Enablers

Table stakes Delighters

Differentiators

Continuous change

Exploiting existing

value streams

Exploring new

value streams for uncertain

demand for established

demand

Ideas  

Change  

Delivery  

Measure  

Data  

Learn   improving the fitness for

purpose of an established product or

service delivery

Exploitation The Kanban Method

Ideas  

Build  

Product  

Measure  

Data  

Learn   create a new product or

service under conditions of

extreme uncertainty

Exploration Lean start-up

Continuous change

Integration of exploration and exploitation in the end-to-end value stream

Discovery Validation

Delivery

change-measure-learn(exploitation)

build-measure-learn (exploration)

Flow

Kanban

Delivery Kanban Discovery Kanban

Visualize work

Limit work in progress

Manage flow of work

Internal feedback loop

Evolve experimentally

Start with what you do now Agree to pursue incremental, evolutionary change

Visualize decisions and options

Limit unvalidated assumptions

Manage flow of decisions and options

Customer feedback loop

Mixed change

Program management kanban Visualize decisions

Visualize “actions”

Visualize “decisions to

be made”

OODA lane: Observe-Orient-

Decide-Act

PDCA lane: Plan-Do-Check-Adjust

More than work alone

Action

Countermeasure

Initiative

Probe

Issue

Risk

Opportunity

Option

Action(decisions that have been made)

Observation(decisions to be made)

>4   5   4  

>4   5   4  

Visualize “features”

Visualize “options”

Product management kanban Visualize options

Not all value is alike

Differentiator

Enabler

Table stake

Delighter

Require (external) validation

(with actual users) Require (internal)

verification (with proxy users)

Differen-tiators Enablers

Table stakes Delighters

Program management kanban

www.discovery-­‐kanban.com  

Limit decisions in progress

Limit  “work”  in  progress  

Limit  “decisions”  in  progress    

4   5   4  

5  

4  

3   5  

4  

3  

>4   5   4  

>4   5   4  

Limit  “work”  

Limit  unvalidated  assumptions  

Product management kanban Limit unvalidated assumptions

Program management kanban External feedback loop

Internal feedback loop

External feedback loop

4   5   4  

5  

4  

3   5  

4  

3  

>4   5   4  

>4   5   4  

Customer feedback loop

Product management kanban Customer feedback loop

Not all Kanban is alike

Delivery Kanban Discovery Kanban

Visualize work

Limit work in progress

Manage flow of work

Internal feedback loop

Evolve experimentally

Visualize decisions and options

Limit unvalidated assumptions

Manage flow of decisions and options

Customer feedback loop

Mixed change

Not all Kanban is alike

Delivery kanban Discovery kanban

Improving fitness for purpose of service delivery

Improving the fitness for purpose of organizations in a continuously changing landscape

Demand is established and there is more demand than capability

Not just delivery against established demand but also dealing with uncertain demand

Thank you @PatrickSteyaert patrick.steyaert@okaloa.com