Mike Burrowsmike@djaa.comTwitter: @asplake, @agendashift & @KanbanInside

Are we there yet?

October 2015Lean Kanban RussiaMoscow

Mike Burrows• Author, Kanban from the Inside• Email: mike@djaa.com

• Twitter: @asplake@KanbanInside

• Blog: positiveincline.com

• Former Executive Director and global development manager, then IT Director

• Now consultant, interim manager, and trainer

• Brickell Key Community Contribution Award 2014

#hello, my name is

Mike Burrows• Founder: agendashift.com

• Email: mike@agendashift.com Blog blog.agendashift.com

• Twitter: @agendashift LinkedIn: Agendashift

#hello, my name is

Where are we? On a scale of 1 to 4:

1. Barely started, if at all

2. Early gains

3. Getting there

4. Nailing it, consistently

Are we there yet?

Transparency (1 category of 6)

1. Our delivery process is visible 1 2 3 4

2. We can see where each work item sits 1 2 3 4

3. We can see who is working on what 1 2 3 4

4. We can see which work items are blocked 1 2 3 4– and for what reason

5. We review our progress frequently 1 2 3 4

6. Policies that govern our progress are made explicit 1 2 3 4– and are regularly reviewed

Where are we?

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Where are we?

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Source: agendashift.com

Where are we?

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Source: agendashift.com

Overall:• 58% “Barely started” to “Early gains”• 42% “Getting there” to “Nailing it”

Where are we?

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Source: agendashift.com

Transparency:• 46% “Barely started” to “Early gains”• 54% “Getting there” to “Nailing it”

Where are we?

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Source: agendashift.com

Where are we?

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Source: agendashift.com

Balance:• 63% “Barely started” to “Early gains”• 37% “Getting there” to “Nailing it”

Where are we?

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Source: agendashift.com

Mike Burrows (mike@positiveincline.com)Twitter: @asplake, @KanbanInside & @agendashift

Copyright © 2014-2015 Positive Incline Ltd

Featureban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.

Featurebana simple kanban simulation game

Slides (PDF): http://bit.ly/featureban-slidesBoard (PDF): http://bit.ly/featureban-boardMetrics (XLS): http://bit.ly/featureban-metricsBlog posts: http://bit.ly/featureban-blogOriginal PPTX files on request.

Iteration 1: Visual management

Iteration 1: Visual management

We have visualised our work…

Iteration 1: Visual management

… and our workflow

https://www.flickr.com/photos/redwoodphotography/4356518997

Heads I win…

Advance one of my items …

Heads I win…

... OR take ownership of a new item …

Heads I win…

B/… OR unblock one of my items

Heads I win…

IF no other option, pair upwith someone who needs help

Tails you lose?

Block one of your items …B

Tails you lose?

... AND take ownership of a new one

B

Check

Against the Kanban Method’s threetransparency–related core practices:

CP1: Visualize Work items Work flow Work item state – where in the work flow, whether blocked

CP4: Make policies explicit The rules of the game

CP5: Implement feedback loops “Daily” (per-round) standup meeting Replenishment

Transparency

1. Our delivery process is visible 1 2 3 4

2. We can see where each work item sits 1 2 3 4

3. We can see who is working on what 1 2 3 4

4. We can see which work items are blocked 1 2 3 4– and for what reason

5. We review our progress frequently 1 2 3 4

6. Policies that govern our progress are made explicit 1 2 3 4– and are regularly reviewed

Check

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Balance

1. Our delivery process balances demand with capacity 1 2 3 4

2. Our delivery process has a clear commitment point 1 2 3 4that separates potential work from work in progress

3. We pull work into and across the delivery process 1 2 3 4only as capacity allows

4. We prefer to finish work items already in progress 1 2 3 4than to start new work items

5. We keep our work in progress in healthy balance 1 2 3 4– based on type, source and customer expectations

6. In scheduling releases, we balance economic value 1 2 3 4with delivery cost

And check again…

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Iteration 2: WIP limits

3 3

We will limit our work-in-progressto 3 items in each of these columns

Iteration 2: WIP limits

3 3

✔

Iteration 2: WIP limits

3 3

✖

Iteration 2: WIP limits

3 3

?

Check

Balance

1. Our delivery process balances demand with capacity 1 2 3 4

2. Our delivery process has a clear commitment point 1 2 3 4that separates potential work from work in progress

3. We pull work into and across the delivery process 1 2 3 4only as capacity allows

4. We prefer to finish work items already in progress 1 2 3 4than to start new work items

5. We keep our work in progress in healthy balance 1 2 3 4– based on type, source and customer expectations

6. In scheduling releases, we balance economic value 1 2 3 4with delivery cost

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Check

Flow

1. We deliver work items of typical value or risk with 1 2 3 4predictable lead times

2. We can prioritise work items of exceptional value 1 2 3 4or risk over other work items

3. We measure lead times and predictability and seek 1 2 3 4to improve them both

4. We proactively identify and manage dependencies 1 2 3 4and other impediments

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Check

Collaboration

1. Our delivery process is not constrained by functional 1 2 3 4structure

2. We meet frequently to synchronise what we’re doing 1 2 3 4and what we know

3. We meet regularly to review performance and 1 2 3 4identify opportunities for improvement

4. We frame improvements as safe-to-fail experiments 1 2 3 4

1. Barely started, if at all / 2. Early gains / 3. Getting there / 4. Nailing it, consistently

Check

The three remaining core practices and their corresponding four values:

CP2: Limit work-in-progress (WIP) Column limits, one way to balance workload vs capacity We have made a true kanban system

CP3: Manage flow? flow (smoothness, timeliness, economic outcomes)✗ customer focus (customer need)

CP6: Improve collaboratively, evolve experimentally (using models and the scientific method)

? We improved collaboration but there is still work to do here

Iteration 3: Metrics – cumulative flow diagram (CFD)

1 2 3 4 5 6 7 8 9 100

5

10

15

20

25

30

ReadyDesignBuildComplete :-)

Iteration 3: Metrics – cumulative flow diagram (CFD)

17-A

ug

14-S

ep

12-O

ct9-N

ov7-D

ec4-J

an1-F

eb1-M

ar

29-M

ar

26-A

pr

24-M

ay

21-Ju

n19

-Jul

0

20

40

60

80

100

120

On hold

Proposed

Prioritised

Ready for Dev

Dev

Testing

Ready for Release

Released

Implemented

Iteration 3: Metrics – run chart

1 2 3 4 5 6 7 8 9 100

1

2

3

4

5

6

7

8

9

10

11what happened here?

Iteration 3: Metrics – histogram

1 2 3 4 5 6 7 8 9 10+0

1

2

3

4

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Iteration 3: Metrics – key statistics

Mean lead time: 4.4 days Median lead time: 3.5 days85th percentile: 6.3 days Flow efficiency: 68%

highly suspicious!

Iteration 3: Metrics – flow efficiency

We threw 4 or 5 heads out of 6Flow efficiency: 3/6 = 50%

3

B/B

1 62 54

(stalled)

(Meta) Iteration 4: Collaborating on bigger issues

Take one or more of the following issues and propose a Featureban-based simulation to explore it:

1. Sequencing / prioritising

2. Improving performance– cycle time, delivery rate, predictability

3. Delivering against multiple objectives

4. Accommodating different kinds of customer expectations

5. Upstream/downstream teams

6. Dependencies on another team for part of the process

What is Featureban really about?

Kanban system

Operational system

What is Featureban really about?

Kanban system

Operational system

Deliberate reappraisal

Double loop learning (Argyris)

Action strategies

(what we do)

Results & consequences(what we get)

Governing variables

(values, beliefs, assumptions, frameworks)

Create opportunities for double loop learning

Featureban

STATIK

Reverse STATIK

Depth assessments

Feedback loops (CP5)

One-off,occasional

Repeated,regular

Create opportunities for double loop learning

StrategyReview

RiskReview

ServiceDeliveryReview

StandupMeeting

Replenishment/Commitment

Meeting

DeliveryPlanningMeeting

OperationsReview

Source: David J. AndersonESP compared to Kanban Methodhttp://djaa.com/esp-compared-kanban-method

DeliveryPlanningMeeting

StrategyReview

RiskReview

ServiceDeliveryReview

OperationsReview

Create opportunities for double loop learning

StandupMeeting

Replenishment/Commitment

Meeting

Source: David J. AndersonESP compared to Kanban Methodhttp://djaa.com/esp-compared-kanban-method

Create opportunities for double loop learning

StrategyReview

RiskReview

ServiceDeliveryReview

StandupMeeting

Replenishment/Commitment

Meeting

DeliveryPlanningMeeting

OperationsReview

Source: David J. AndersonESP compared to Kanban Methodhttp://djaa.com/esp-compared-kanban-method

Agendashift (and @KanbanInside Chapter 23)

1. Assessment• Categories (values), prompts (behaviours)• Qualitative scale

2. Analysis• Strongest, weakest, leading & lagging• Diversity / consensus

3. Agenda• Action areas• Themes, narrative

4. Action• Tracking hypothesis-driven change• Outcomes, measures, risks, people

0. Identification• Values & their associated benefits• How they are (or should be) exemplified

Agendashift (and @KanbanInside Chapter 23)

1. Assessment

2. Analysis

3. Agenda

4. Action

0. Identification

Agendashift (and @KanbanInside Chapter 23)

1. Assessment

2. Analysis

3. Agenda

4. Action

0. Identification

Agendashift (and @KanbanInside Chapter 23)

1. Assessment

2. Analysis

3. Agenda

4. Action

0. Identification

Agendashift (and @KanbanInside Chapter 23)

1. Assessment

2. Analysis

3. Agenda

4. Action

0. Identification

Depth of Kanbanland 2015 (agendashift.com)