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Copyright Lean Kanban [email protected] @lki_dja
Patterns of KanbanAppropriate designs for your level of organizational maturity
Presenter:David J. Anderson
Lean Kanban North America
San DiegoMay 2016
Copyright Lean Kanban [email protected] @lki_dja
The Kanban Method
Simple Underlying Principles
1. Intangible Goods (professional services) businesses can be managed like physical, tangible goods businesses
2. Represent intangible goods with tangible artifacts
3. Make invisible work & workflows visible4. Control & limit inventory of intangible goods
Copyright Lean Kanban [email protected] @lki_dja
The Kanban Method
Service Delivery Principles
1. Understand and focus on your customers’ needs and expectations
2. Manage the work, let people self-organize around it
3. Evolve your management policies to improve customer & business outcomes
Copyright Lean Kanban [email protected] @lki_dja
H
FF OM
NK
J
I
Pull
For each service implement a Kanban “pull” system
Ideas
D
E
A
DevReady
G
5Ongoing
Development Testing
Done3 3
TestReady
5
F
B
CPull
Pull
*
There is capacity here
UATReleaseReady
∞ ∞
Pulling work from development will create capacity here too –
the pull signals move upstream!
Now we have capacity to replenish our ready
buffer
Copyright Lean Kanban [email protected] @lki_dja
Commitment is deferred
H
EC A
D
Commitment point
FF FF FF F
G
Pull
Wish to avoid aborting after commitment
IdeasDev
Ready5
Ongoing
Development Testing
Done3 3
TestReady
5
UATReleaseReady
∞ ∞
We are committing to getting started. We are certain we want
to take delivery.
Ideas remain optional and (ideally) unprioritized
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Discovery Kanban Prepares OptionsReady
forEngin-eering
F
H
I
Comm-itted
D
4 Ongoing
Development
Done3
JK
12
Testing
Verification3
L
Commitment point
4 -
Requi-rementsAnalysis
2412 -
RiskAnalysis
4824 -
Poolof
Ideas
∞
Min & Max limitsensure sufficientoptions are alwaysavailable
Committed WorkOptions
Discarded
OReject
P Q
$$$ spent acquiring options $$$ spent converting
options
Embedded Options
Done
Delivery KanbanDiscovery Kanban
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RolesReady
forEngin-eering
F
H
I
Comm-itted
D
4 Ongoing
Development
Done3
JK
12
Testing
Verification3
L
Commitment point
4 -
Requi-rementsAnalysis
2412 -
RiskAnalysis
4824 -
Poolof
Ideas
∞
Service Delivery ManagerService Request Manager
Discarded
OReject
P Q
Marshals Options Manages Flow
Done
Copyright Lean Kanban [email protected] @lki_dja
The Kanban Method
Change Management Principles
1. Start with what you do now Understanding current processes, as actually practiced Respecting existing roles, responsibilities & job titles
2. Gain agreement to pursue improvement through evolutionary change
3. Encourage acts of leadership at all levels
Copyright Lean Kanban [email protected] @lki_dja
The Kanban Method
General Practices
1. Visualize (with a kanban board 看板 )
2. Limit work-in-progress (with kanban かんばん )
3. Manage flow4. Make policies explicit5. Implement feedback loops6. Improve collaboratively, evolve experimentally
(using models & the scientific method)
Copyright Lean Kanban [email protected] @lki_dja
StrategyReview
RiskReview
Monthly
ServiceDeliveryReview
Bi-WeeklyQuarterly
KanbanMeeting
Daily
OperationsReview
Monthly
Replenishment &Commitment
Meeting
Weekly
DeliveryPlanningMeeting
Per delivery cadence
change change
change
change
change
change
change change
change
info
info
info
info
info
infoinfo
info
info
change info
Kanban Cadences
Copyright Lean Kanban [email protected] @lki_dja
Personal Kanban
Backlog
F
HE
C A
G
D
Next Done
3
In-progress
3∞ ∞
IJ
Copyright Lean Kanban [email protected] @lki_dja
Aggregated Personal Kanban
Backlog
F
H
E
C A
TeamMember
G
D
Next Done3
In-progress
3
Joe
Peter
Steven
Joann
per person∞ ∞per person
At this level, we are still focused on organizing & managing people rather than enabling people to self-organize around the
work & managing its flow
Copyright Lean Kanban [email protected] @lki_dja
Team Kanban
Backlog
F
HE
C A
G
D
Next Done
3
In-progress
3∞ ∞
GY
PB
DE
IJ Avatar for each
team memberStill at a single team level but maturing
to focus on managing work and less on managing
workers
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Poorly Understood or Emergent Workflow
F
HE
C A
G
D
Next Done3
In-progress6 ∞
GY
PB
DE
IJ
Wide in-progress column with tickets positioned
left-to-right with estimate of
completeness
Horizontal position shows percentage complete
Copyright Lean Kanban [email protected] @lki_dja
A
Proposed Projects
B
D
E
F
K
H
G
Projects-in-progressComplete0%
Complete100%
C
Simple Portfolio Visualization
J
I
M
N
O
L
Tickets represent Projects, MVPs or MMFs
Horizontal position shows percentage complete
Copyright Lean Kanban [email protected] @lki_dja
AStrategic40% budget
Operational40% budget
Tactical20% budget
Allocation of personnelTotal = 100%
B
D
E
F
K
H
G
Projects-in-progressComplete0%
Complete100%
C
Color may indicatecost of delay (or other risk)
Visualizing Risk in a Portfolio Kanban
Size of ticket indicates budget
A total of 4 risk dimensions are shown on this board
Schedule progressBusiness contribution capacity allocation
Cost of Delay (and class of service)Project size or budget
Horizontal position shows percentage complete
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A
Proposed Projects
D
E
F
K
H
G
Projects-in-progressComplete0%
Complete100%
C
Earned Value Portfolio Visualization
J
I
M
N
O
L
percentage scope complete
Perc
enta
ge b
udge
t/sc
hedu
le u
sed
Size of ticket indicates budget
B
Safe
ManagementAttentionRequiredAt Risk
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O
P
R
N
M
L
J
Per Person WIP Limit
Done
F
H E
C
A
I
Pending
G
DGY
PB DE
MN
AB
Dev/Build/Test/Deploy
DevReady
GY
GY
PB
PB
MN
MN
DE
DE
ABAB
K
Bench
Specify
B
∞∞ ∞
Unbounded
Queue
DelayedWIP
At this level, we are focused on managing work
and enabling people to self-organize around it but we aren’t limiting WIP in the system as a whole. Hence, service delivery will not be predictable
Moving beyond a single team to a service delivery workflow
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Decoupled Cadences & Constant WIP
Backlog
F
HE
C AG D
Committed
ReadyFor
Delivery
In-progress
6
∞ ∞
GY
PB
DE
I
J
Delivered
∞
Replenishment
The frequency of system replenishment should reflect
arrival rate of new information and the transaction &
coordination costs of holding a meeting
The frequency of delivery should reflect the transaction &
coordination costs of deployment plus costs &
tolerance of customer to take delivery
WIP limit should be sufficient to keep the team busy until the next replenishment
meetingDelivery
CONWIP
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Aggregated Team Kanban
Done
Poolof
Ideas
FH E
C A
I
NextDeploy-
mentReady
GD
GYPB
DEMN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
Team 1 Kanban
∞ ∞
Team 2 Kanban
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Aggregated Team Kanban
Done
Poolof
Ideas
FH E
C A
I
NextDeploy-
mentReady
GD
GYPB
DEMN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3∞ ∞
Also known
as “infinite
done queues”
Copyright Lean Kanban [email protected] @lki_dja
Aggregated Team Kanban
Done
Poolof
Ideas
FH E
C A
I
NextDeploy-
mentReady
GD
GYPB
DEMN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
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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H
QP
OM
LK
J
I
Kanban can be represented with slots
Ideas
D
E
A
Engin-eeringReady
G
Ongoing
Development TestingDone
TestReady
F
B
CPullPull
*
UATDeploy-
mentReady
An empty slot signals pull
Pull
Pull
PullIPhysical slot is a kanban
The tickets on the board are not the kanban. Believing the tickets are the kanban is a common misconception
This board and the next two all look different but they all visualize the
same identical kanban system
Copyright Lean Kanban [email protected] @lki_dja
H
FF OM
NK
J
I
Using movable tokens as kanban is more flexible
Ideas
D
E
A
I
DevReady
G
Development TestingTest
Ready
F B
C
UATReleaseReady
In-progressLegend
Done
Blocked - issue
Blocked - defect
Colors are used to denote state
Physical token such as a magnet is a kanban
Moving done items down below a line is an optional enhancement
seen in some implementations
Copyright Lean Kanban [email protected] @lki_dja
H
FF OM
NK
J
I
Using movable tokens as kanban is more flexible
Ideas
D
E
A
I
DevReady
G
Development TestingTest
Ready
F B
C
UATReleaseReady
In-progressLegend
Done
Blocked - issue
Blocked - defect
Override on kanban limit introduces additional
“blocked – issue” kanban
People working on blocked item “A”
have been redirected to work
on item “I”
Copyright Lean Kanban [email protected] @lki_dja
H
FF OM
NK
J
I
Using movable tokens as kanban is more flexible
Ideas
D
E
A
I
DevReady
G
Development TestingTest
Ready
F B
C
UATReleaseReady
In-progressLegend
Done
Blocked - issue
Blocked - defect
Using physical slots in the previous example has been shown to create
inertia to modification & improvement
Using movable tokens allows for WIP limits to be easily modified and provides a natural signal
token mechanism
Copyright Lean Kanban [email protected] @lki_dja
H
FF FF FF J
I
Declaring a kanban quantity is even simpler
Ideas
D
E
A
I
Engin-eeringReady
G
5Ongoing
Development Testing
Done
3 3
TestReady
5
F
B
CPull
PullThese are the virtual kanban
*
These are the virtual kanbanThese are the (virtual) kanban These WIP limits serve the same function as the
magnets or slots
This board has even less maintenance overhead than the magnet board
UATDeploy-
mentReady
∞ ∞
A “virtual kanban” pull signal is created by subtracting the column
number from tickets currently in the column
Copyright Lean Kanban [email protected] @lki_dja
Discovery Kanban Prepares OptionsEngin-eeringReady
F
H
I
Comm-itted
D
4 Ongoing
Development
Done3
JK
12
Testing
Verification3
L
Commitment point
4 -
Requi-rementsAnalysis
2412 -
RiskAnalysis
4824 -
Poolof
Ideas
∞
Min & Max limitsensure sufficientoptions are alwaysavailable
Discarded
OReject
P Q
Done
Delivery KanbanDiscovery Kanban
Copyright Lean Kanban [email protected] @lki_dja
Single Service, Multiple Classes of ServiceAllocate capacity with kanban limit per color
5 4 4 5 2= 20 total
Allocation
10 = 50%
...
+1 = +5%
4 = 20%
6 = 30%
InputBuffer In Prog DoneDoneIn Prog
DevelopmentAnalysis BuildReady Test
ReleaseReady
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3 Services Aggregated Together
5 4 4 5 2 = 20 total
Change Req12
Maintenance2
Production Defect6
AllocationTotal = 20
InputBuffer In Prog Done
BuildReady Test
ReleaseReadyDoneIn Prog
DevelopmentAnalysisReleased
Copyright Lean Kanban [email protected] @lki_dja
ChangeRequest
s3
1
Prod.Defects
Maintenance
UsabilityImproveme
nt
2
1
Improving Liquidity through Labor Pool Flexibility
Teams
F
HE
C A
Engin-eeringReady
G
D
GY
PBDE
MN
2
P1
AB
Ongoing
Analysis Testing
Done VerificationAcceptance3 3Ongoing
DevelopmentDone3
Joe
Peter
Steven
Joann
David
Rhonda
Brian
Ashok
TeamLead
Junior who will be rotated through all 4 teams
Generalist or T-shaped people who can move flexibly across rows on the board to keep work
flowing
It’s typical to see splits of fixed team workers versus flexible system
workers of between 40-60%
Roughly half the labor pool are flexible workers
Promotions from junior team member to flexible
worker with an avatar clearly visualize why a
pay rise is justified. Flexible workers help manage liquidity risk
better!
Copyright Lean Kanban [email protected] @lki_dja
Copyright Lean Kanban [email protected] @lki_dja
Personal Kanban
Aggregated Personal Kanban
Team Kanban
Emergent/Undefined Workflow
Per Person WIP LimitCONWIP
Physical spacekanban
Physical token kanban
Virtual KanbanClasses of service
Capacity allocationLiquidity optimization
Aggregated teams
Patterns of Kanban Board Designs
Copyright Lean Kanban [email protected] @lki_dja
Relief
from
Overb
urde
ning
Predictability
Fast, Smooth Flow
Risk Hedging
Risk Management
Benefits of improving maturity
Copyright Lean Kanban [email protected] @lki_dja
Lear
ning
& im
prov
emen
t
Formula for evolutionary change …
Stressor Reflection
Mechanism Leadership
Stre
ssor
Refle
ctio
n M
echa
nism
KanbanMeeting
Risk Review & SDR
Ops Review
Strategy Review
Personal WIP Limit
Column WIP Limit
RowWIP Limit
Strategy vs Capability
Visualization
Replenishment & Delivery
Planning
Personal Reflection
Copyright Lean Kanban [email protected] @lki_dja
Team KanbanPractitioner
Kan
ban
Syst
emD
esig
n
EnterpriseServicesPlanning
Lean Kanban Class Curricula
Kan
ban
Man
agem
ent
Prof
essi
onal
Kan
ban
Coa
chin
g Pr
ofes
sion
al
Acc
redi
ted
Kan
ban
Trai
ner
Copyright Lean Kanban [email protected] @lki_dja
About
David Anderson is an innovator in management of 21st Century businesses that employ creative people who “think for a living” . He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing new management thinking & methods…He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software organizations delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola.David defined Enterprise Services Planning and originated Kanban Method an adaptive approach to improved service delivery. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.David is Chairman & CEO of Lean Kanban Inc., a business operating globally, dedicated to providing quality training & events to bring Kanban and Enterprise Services Planning to businesses who employ those who must “think for a living.”
Copyright Lean Kanban [email protected] @lki_dja
2012 Lessons in Agile Management
The heavily under-rated book that underpins the Kanban Coaching Masterclass and most of the theory behind the Kanban Method
Copyright Lean Kanban [email protected] @lki_dja