Date post: | 13-Sep-2014 |
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Deep Kanbanworth the investment?
Assessing the increasing
sophistication of your Kanban implementation
Agile ChinaBeijing, August 2013
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The Kanban Method for Creating an Adaptive Capability in your Organization
The Generalized Version
VisualizeLimit Work-in-progressManage FlowMake Policies ExplicitImplement Feedback LoopsImprove Collaboratively, Evolve Experimentally(using models & the scientific method)
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Are we doing Kanban or not?
It isn’t a question of evaluating practice usage but rather a question
of intent?
Do you intend to use visualization & virtual kanban systems as a core driver of a culture of
continuous improvement?
Do you view your organization as a network of service-oriented workflows and seek to improve
the balance of capability against demand?
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If the intent is there, then the question should be….
How Deep is your Kanban?
Visualize Limit Work-in-progress Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally (using models & the scientific method)
Shallow
Deep
Dep
th
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In reality it isn’t so easy, practice adoption isn’t linear nor does it follow a predictable sequence
No Implied sequenceVisualize
Limit WIP
Manage FlowExplicit Policies
Feedback Loops
Improvements
Shallow
Deep
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In reality it isn’t so easy, practice adoption isn’t linear nor does it follow a predictable sequence
Larger implies DeeperVisualize
Limit WIP
Manage FlowExplicit Policies
Feedback Loops
Improvements
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Proto-Kanban
Done
Poolof
Ideas
F
H E
C A
I
Next
Deploy-mentReady
GD
GYPB
DEMN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
I am a buffer!
The clue is in my name – “… Ready”
I am buffering non-instant availability or activity with a
cyclical cadence
Infinite limits on done columns means that there really isn’t a kanban pull system present.
This style of proto-kanban controls multi-tasking but doesn’t limit workflow WIP
∞ ∞
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Feedback Loops
OperationsReview
ImprovementKata
StandupMeeting
The Kanban Kata
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Standup Meeting
Disciplined conduct and acts of leadership lead to improvement opportunities
Kaizen events happen at after meetings
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Improvement Kata
A mentor-mentee relationship
Usually (but not always) between a superior and a sub-ordinate
A focused discussion about system capability
Definition of target conditions
Discussion of counter-measures – actions taken to improve capability
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Operations Review
Meet monthly
Disciplined review of demand and capability for each kanban system
Provides system of systems view and understanding
Kaizen events suggested by attendees
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Improve collaboratively, evolve experimentally (using models & scientific method)
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Map evaluation criteria onto chartAllows multi-dimensional assessment
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
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We can now map known Kanban case studies onto this framework for assessment
Corbis from 2007
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Corbis IT department circa October 2007
Very deep implementationVisualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
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XIT Microsoft 2005
Muchshallower early
implementationVisualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
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A Typical Proto-Kanban Implementation
Very shallow
Shallower than original (2005)
implementation
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
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A More Explicit Definition ofthe Kanban Method
Specific Practices for Adaptive Capability
Visualize work, workflow & business risks(using large physical or electronic boards in communal spaces)
Implement Virtual Kanban SystemsManage FlowMake Policies ExplicitImplement the Kanban KataEducate your workforce to enable collaborative evolution of policies & ways of working(based on models of workflow from bodies of knowledge such as
Theory of Constraints, W.E. Deming’s Profound Knowledge, Lean/Toyota Way, & Risk Management such as Option Theory)
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Treat each service separatelyD
em
and
ObservedCapability
Dem
and
Dem
and
ObservedCapability
ObservedCapability
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Some systems have dependencies on others
Dem
and
ObservedCapability
Dem
and
Dem
and
ObservedCapability
ObservedCapability
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Scaling Kanban
Each Kanban System is designed from first principles around a service provided
Scale out in a service-oriented fashion
Do not attempt to design a grand solution at enterprise scale
The Kanban Kata are essential!
Allow a better system of systems to emerge over time
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Practitioners in smaller organizations have tended to adopt a relative assessment model
Outer edge defines
specific local goals
Visualize
Limit WIP
Manage FlowExplicit Policies
Feedback Loops
Improvements
Activity Not present
Where we would like to be
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Relative model usagePioneered by Pawel Brodzinski
The relative model is used with the Improvement Kata to help drive a specific local improvement under supervision of a coach
Avoids concerns of a “CMMI levels” style model for Kanban and pursuit of practice adoption for the sake of it
IMO, requires an expert coach with deep knowledge of Kanban (and other concepts) to drive it.
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Pawel Brodzinski,http://blog.brodzinski.com/wp-content/uploads/kanban-radar-chart-6.png
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Absolute model adoptionThe absolute model is gaining traction with larger organization such as space & defense and public sector in USA, Canada and Sweden.
Provides a clear framework to guide deep Kanban adoption. Allows wider audience to understand why their coach is steering them in a direction.
Helps management to adopt appropriate expectations of outcomes based on appraised depth
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Jack Vinson, http://limitedwipsociety.ning.com/photo/kiviat-radar-spider-depth-of-implementation?context=album&albumId=6474535%3AAlbum%3A4302
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Bernadette Dario, http://limitedwipsociety.ning.com/photo/kiviat4?context=album&albumId=6474535%3AAlbum%3A4302
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Extending the Framework
Some larger firms have customized and extended the framework adding a 7th axes…
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A Typical Proto-Kanban Implementation
Very shallow
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
Benefits
TransparencyEngage people
emotionallyCollaboration
Greater empathyReduced multitasking
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XIT Microsoft 2005
A little Deeper
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
Benefits
PredictabilityShorter Lead Times
Increased ThroughputImproved trust with
business stakeholdersEliminated DisruptionsMeasurable Benefits
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Corbis IT department circa October 2007
Very deep
Business unit wide implementation
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
Benefits
Cultural shift(across whole business)
Managers ManagingEmpowerment
AutonomyContinuous
ImprovementViral Spread
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About
David Anderson is a thought leader in managing effective software teams. He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers.He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola.
David is the pioneer of the Kanban Method an agile and evolutionary approach to change. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.
David is a founder of the Lean Kanban Inc., a business dedicated to assuring quality of training in Lean and Kanban for knowledge workers throughout the world.
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Acknowledgements
Hakan Forss of Avega Group in Stockholm has been instrumental in defining the Kanban Kata and evangelizing its importance as part of a Kaizen culture. He also challenged the incremental sequence of practice adoption and catalyzed the discussion that led directly to adoption of the multi-dimensional depth of Kanban assessment framework.
Pawel Brodzinski has led the healthy debate on relative versus absolute assessment.
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Use this template…
What shape is your Kanban
implementation?Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamimprovOps review
5+
1 1
7
LRM
proto
kanban
multi
Ops review
coached
Model-driven
Impl deepening
Observed evo
[email protected], @djaa_dja