kanban more than you think - lkna17
TRANSCRIPT
The Kanban Methodmore than you think it is
So you are using Kanban?
“Scrum didn’t work for us!”“Why?”
“Too much interrupting work! Iterations didn’t fit.” “So?”
“We switched to Kanban!”“…”
interrupting work
interrupting work
too slow
bad qualityoverburden
blockedspecialization
no overviewwaiting on others
working on the wrong thingsmissed deadlines
low predictability
Around 80% of “Kanban” implementations are nothing but sticky notes on the wall
Backlog Doing Done∞ 8
Improving with models
explicit policies
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
Start with what you do now • Understanding current
processes, as actually practiced
• Respecting existing roles, responsibilities and job-title
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
Understand and focus on your customer’ needs and expectations
Manage the work and let people self-organize around it
Learn more about Alignment and Autonomy: The Art of Action by Stephen Bungay
https://twitter.com/jchyip/status/791458422843510784
Your organization is an ecosystem of interdependent services steered by its policies…
…reflect regularly on their effectiveness and improve them
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
Gain agreement to pursue improvement through evolutionary change
Encourage acts of leadership at every level
Kanban’s 3 Agendas
Sustainability
Service-Oriented
Survivability
Sustainabilitycreating a sustainable service,
to deliver quality products,
relieve staff from overburdening
raising customer and employee satisfaction
Service-Orientedsupporting middle-management
making the right decisions
to create a reliable and predictable service delivery
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
Practices1. Visualize 2. Limit work-in-progress 3. Manage Flow 4. Make policies explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally
Visualize
copyright by Markus Beyer
copyright by unknown
picture by Wolfgang Wiedenroth
picture by Wolfgang Wiedenroth
Limit work-in-progress
Little’s Law
=øLead TimeøThroughput
øWIP
Lead Time
WIP
Throug
hput
picture by Wolfgang Wiedenroth
picture by Wolfgang Wiedenroth
picture by Wolfgang Wiedenroth
picture by Wolfgang Wiedenroth
1-10%Flow Efficiency
Learn more about low Flow Efficiency and its effects watching
The flow efficiency Paradox - Niklas Modig
speed less Multitasking
better predictability
time to improve (slack time)
happier staff
better flow efficiency
Manage Flow
know how and when work arrivesknow the risks involved
costs and impact
Use risk frameworks to compare options
picture by Wolfgang Wiedenroth
$
t
Cost of Delay for Scheduling
know the difference between chance cause
and assignable cause
and how to respond
know your customers, their expectations and needs
know what business you are inor you want to be in
Manage work, not people
Make policies explicit
SLA
blockers
dependenciesWIP-Limits
specialization
classes of service
feedback loopsexit-criteria
Implement feedback loops
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
Blocker Clustering in the Risk Review
picture by Wolfgang Wiedenroth
Improve collaboratively, evolve experimentally
Customer
change
Employee Stakeholder
Anti-Fragility
Cynefin
J-Curve
Toyota Production SystemTribal Behavior
WeibullTheory of Constraints
Liquidity
Cost of Delay
Market adoption life cycle
Flow