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Inside Lean Kanban (#lkuk14 keynote)

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The document outlines the STATIK framework for implementing Kanban, which involves understanding the system's purpose, sources of dissatisfaction, demand and capability, knowledge discovery processes, classes of service, Kanban systems design, and rollout. It emphasizes understanding multiple perspectives, balancing demand and capability, discovering needs through collaboration and validation, recognizing different expectations through classes of service, and designing systems to pursue sustained evolutionary change through Kanban values like transparency and respect.

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Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com
Understanding Agreement Respect
Understanding FP1: Start with what you do now Agreement FP2: Agree to pursue evolutionary change Respect FP3: Initially, respect current processes, roles, responsibilities and job titles
Transparency Transparency Transparency
Transparency CP1: Visualize
CP4: Make policies explicit ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~ ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~ Transparency
Transparency CP5: Implement feedback loops
Transparency CP1: Visualize Transparency CP4: Make policies explicit Transparency CP5: Implement feedback loops
Inside Lean Kanban (#lkuk14 keynote)
Inside Lean Kanban (#lkuk14 keynote)
CP3 (expanded): Manage flow, seeking smoothness, timeliness, and good economic outcomes, anticipating customer needs
CP3 (expanded): Manage flow, Flow seeking smoothness, timeliness, and good economic outcomes, anticipating customer needs
CP3 (expanded): Manage flow, Flow seeking smoothness, timeliness, and good economic outcomes, Customer focus anticipating customer needs
Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly
Keep removing impediments to continuous delivery From deployable to delivered
Keep removing impediments to continuous delivery From tested to delivered
Keep removing impediments to continuous delivery From being tested to delivered
Keep removing impediments to continuous delivery From built to delivered
Keep removing impediments to continuous delivery From being built to Delivered
Keep removing impediments to continuous delivery From idea to delivered
Allocate across competing objectives Product: the next big thing Product: iterate People, Process Platform Discovery Elaboration Build/Deliver ? ? ? ? ? ? ? ? ?
Allocate across competing objectives Product: the next big thing Product: iterate People, Process Platform Discovery Elaboration Build/Deliver ? ? ? ? ? ? ? ? ? ☺ ☺ ☹
Validate relentlessly
Validate relentlessly feedback, iteration
Validate relentlessly hypothesis (in)validated
Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly
Flow Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly
Flow Keep removing impediments to continuous delivery Balance Allocate across competing objectives Validate relentlessly
Flow Keep removing impediments to continuous delivery Balance Allocate across competing objectives Customer focus Validate relentlessly
Finer-grained objects Disintermediation Distributed cognition Three heuristics Dave Snowden (@snowded)
Finer-grained objects
Finer-grained objects
Disintermediation Line Manager Engineer Engineer Relationship Manager Engineer Customer
Disintermediation Line Manager Engineer Engineer Relationship Manager Engineer Customer
Distributed cognition
Distributed cognition
Distributed cognition Across Within Across Within
Distributed cognition Across Within Across Within
Finer-grained objects Disintermediation Distributed cognition Three heuristics Dave Snowden (@snowded)
Flow Finer-grained objects Disintermediation Distributed cognition Balance Three heuristics Dave Snowden (@snowded)
Flow Finer-grained objects Disintermediation Distributed cognition Balance Collaboration Customer focus Three heuristics Dave Snowden (@snowded)
Flow Finer-grained objects Disintermediation Distributed cognition Balance Collaboration Customer focus Transparency Leadership Three heuristics Dave Snowden (@snowded)
I. Kanban through its Values II. Models III. Implementation (STATIK) @KanbanInside ✔ ✔
Operate kanban systems Increase understanding Pull change through the system
STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out
Reverse STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out
5. Kanban systems
5. Kanban systems Visualization
5. Kanban systems Policies ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~ ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~
5. Kanban systems 4 Limits on work-in-progress (WIP)
5. Kanban systems Commitment points
5. Kanban systems Feedback loops
4. Classes of service 5. Kanban systems Review: • The visibility of work items and where they sit • Policies • WIP limits and other controls on WIP • Commitment points • Feedback loops 6. Roll out
4. Classes of service Managing to different kinds of expectations
4. Classes of service Fixed Date Managing to different kinds of expectations
4. Classes of service Expedited Fixed Date Managing to different kinds of expectations
4. Classes of service Expedited Intangible Fixed Date Managing to different kinds of expectations
4. Classes of service Standard Expedited Intangible Fixed Date Managing to different kinds of expectations
3. Knowledge discovery process 4. Classes of service • Recognise different kinds of customer expectation • Organise: qualitative categories before any quantitative ranking • Make explicit both internally and externally • Select (prioritise) and risk-manage items accordingly 6. Kanban systems
3. Knowledge discovery process
3. Knowledge discovery process hypothesis (in)validated
2. Demand & capability 3. Knowledge discovery process • Understand what kind of knowledge is acquired at each stage of the process and aim to acquire it quickly • Implement through customer validation, customer collaboration, policies, allocations 4. Classes of service
2. Demand & capability 3. Knowledge discovery process • Keep testing your understanding; validate relentlessly! • Encourage the shift: – away from taking orders & satisfying requirements – towards building the capability to anticipate, explore & meet needs at the right time 4. Classes of service
2. Demand & capability Demand • How work arrives • How frequently • From whom • Of what types • In what sizes • etc Capability • How work leaves • Batches • Lead time(s), delivery rate • Predictability • Flow efficiency • etc Are these in balance?
2. Demand & capability Demand • Weekly calls with business managers • Ad-hoc meetings with user reps • Mostly business-driven work; some market-driven, regulatory and infrastructure change • Typically 2-10 days development work per item Capability • Releases every 6 weeks • But ~18 week lead time • Flow efficiency percentage in single digits • (5 days in 18 weeks is 4%) Outline example
1. Sources of dissatisfaction 2. Demand & capability • Attend to both sides of this equation • Internal and external perspectives • Expect changes at the boundaries to impact system design, and vice-versa 3. Knowledge discovery process
1. Sources of dissatisfaction Internal External
1. Sources of dissatisfaction Internal (self awareness) External (empathy) Source: Markus Andrezak @markusandrezak #lascot14
0. Purpose 1. Sources of dissatisfaction • Two perspectives (at least!) • Assumes a system scope and a boundary – Both of these are potential sources of dissatisfaction in their own right • Sources are much easier to identify & address when there is already some transparency 2. Demand & capability
0. Purpose What Who WHY
Reverse STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out
Sustained, purposeful change with Kanban 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out Agreement Respect Balance Flow Customer focus Transparency Collaboration Leadership
Operate kanban systems Increase understanding Pull change through the system
Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com

More Related Content

Inside Lean Kanban (#lkuk14 keynote)

  • 1. Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com
  • 3. Understanding FP1: Start with what you do now Agreement FP2: Agree to pursue evolutionary change Respect FP3: Initially, respect current processes, roles, responsibilities and job titles
  • 6. CP4: Make policies explicit ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~ ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~ Transparency
  • 8. Transparency CP1: Visualize Transparency CP4: Make policies explicit Transparency CP5: Implement feedback loops
  • 11. CP3 (expanded): Manage flow, seeking smoothness, timeliness, and good economic outcomes, anticipating customer needs
  • 12. CP3 (expanded): Manage flow, Flow seeking smoothness, timeliness, and good economic outcomes, anticipating customer needs
  • 13. CP3 (expanded): Manage flow, Flow seeking smoothness, timeliness, and good economic outcomes, Customer focus anticipating customer needs
  • 14. Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly
  • 15. Keep removing impediments to continuous delivery From deployable to delivered
  • 16. Keep removing impediments to continuous delivery From tested to delivered
  • 17. Keep removing impediments to continuous delivery From being tested to delivered
  • 18. Keep removing impediments to continuous delivery From built to delivered
  • 19. Keep removing impediments to continuous delivery From being built to Delivered
  • 20. Keep removing impediments to continuous delivery From idea to delivered
  • 21. Allocate across competing objectives Product: the next big thing Product: iterate People, Process Platform Discovery Elaboration Build/Deliver ? ? ? ? ? ? ? ? ?
  • 22. Allocate across competing objectives Product: the next big thing Product: iterate People, Process Platform Discovery Elaboration Build/Deliver ? ? ? ? ? ? ? ? ? ☺ ☺ ☹
  • 26. Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly
  • 27. Flow Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly
  • 28. Flow Keep removing impediments to continuous delivery Balance Allocate across competing objectives Validate relentlessly
  • 29. Flow Keep removing impediments to continuous delivery Balance Allocate across competing objectives Customer focus Validate relentlessly
  • 30. Finer-grained objects Disintermediation Distributed cognition Three heuristics Dave Snowden (@snowded)
  • 33. Disintermediation Line Manager Engineer Engineer Relationship Manager Engineer Customer
  • 34. Disintermediation Line Manager Engineer Engineer Relationship Manager Engineer Customer
  • 37. Distributed cognition Across Within Across Within
  • 38. Distributed cognition Across Within Across Within
  • 39. Finer-grained objects Disintermediation Distributed cognition Three heuristics Dave Snowden (@snowded)
  • 40. Flow Finer-grained objects Disintermediation Distributed cognition Balance Three heuristics Dave Snowden (@snowded)
  • 41. Flow Finer-grained objects Disintermediation Distributed cognition Balance Collaboration Customer focus Three heuristics Dave Snowden (@snowded)
  • 42. Flow Finer-grained objects Disintermediation Distributed cognition Balance Collaboration Customer focus Transparency Leadership Three heuristics Dave Snowden (@snowded)
  • 43. I. Kanban through its Values II. Models III. Implementation (STATIK) @KanbanInside ✔ ✔
  • 44. Operate kanban systems Increase understanding Pull change through the system
  • 45. STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out
  • 46. Reverse STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out
  • 48. 5. Kanban systems Visualization
  • 49. 5. Kanban systems Policies ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~ ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~
  • 50. 5. Kanban systems 4 Limits on work-in-progress (WIP)
  • 51. 5. Kanban systems Commitment points
  • 52. 5. Kanban systems Feedback loops
  • 53. 4. Classes of service 5. Kanban systems Review: • The visibility of work items and where they sit • Policies • WIP limits and other controls on WIP • Commitment points • Feedback loops 6. Roll out
  • 54. 4. Classes of service Managing to different kinds of expectations
  • 55. 4. Classes of service Fixed Date Managing to different kinds of expectations
  • 56. 4. Classes of service Expedited Fixed Date Managing to different kinds of expectations
  • 57. 4. Classes of service Expedited Intangible Fixed Date Managing to different kinds of expectations
  • 58. 4. Classes of service Standard Expedited Intangible Fixed Date Managing to different kinds of expectations
  • 59. 3. Knowledge discovery process 4. Classes of service • Recognise different kinds of customer expectation • Organise: qualitative categories before any quantitative ranking • Make explicit both internally and externally • Select (prioritise) and risk-manage items accordingly 6. Kanban systems
  • 61. 3. Knowledge discovery process hypothesis (in)validated
  • 62. 2. Demand & capability 3. Knowledge discovery process • Understand what kind of knowledge is acquired at each stage of the process and aim to acquire it quickly • Implement through customer validation, customer collaboration, policies, allocations 4. Classes of service
  • 63. 2. Demand & capability 3. Knowledge discovery process • Keep testing your understanding; validate relentlessly! • Encourage the shift: – away from taking orders & satisfying requirements – towards building the capability to anticipate, explore & meet needs at the right time 4. Classes of service
  • 64. 2. Demand & capability Demand • How work arrives • How frequently • From whom • Of what types • In what sizes • etc Capability • How work leaves • Batches • Lead time(s), delivery rate • Predictability • Flow efficiency • etc Are these in balance?
  • 65. 2. Demand & capability Demand • Weekly calls with business managers • Ad-hoc meetings with user reps • Mostly business-driven work; some market-driven, regulatory and infrastructure change • Typically 2-10 days development work per item Capability • Releases every 6 weeks • But ~18 week lead time • Flow efficiency percentage in single digits • (5 days in 18 weeks is 4%) Outline example
  • 66. 1. Sources of dissatisfaction 2. Demand & capability • Attend to both sides of this equation • Internal and external perspectives • Expect changes at the boundaries to impact system design, and vice-versa 3. Knowledge discovery process
  • 67. 1. Sources of dissatisfaction Internal External
  • 68. 1. Sources of dissatisfaction Internal (self awareness) External (empathy) Source: Markus Andrezak @markusandrezak #lascot14
  • 69. 0. Purpose 1. Sources of dissatisfaction • Two perspectives (at least!) • Assumes a system scope and a boundary – Both of these are potential sources of dissatisfaction in their own right • Sources are much easier to identify & address when there is already some transparency 2. Demand & capability
  • 70. 0. Purpose What Who WHY
  • 71. Reverse STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out
  • 72. Sustained, purposeful change with Kanban 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out Agreement Respect Balance Flow Customer focus Transparency Collaboration Leadership
  • 73. Operate kanban systems Increase understanding Pull change through the system
  • 74. Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com

Editor's Notes

  1. Ken Power, last thing tomorrow
  2. Ken Power, last thing tomorrow
  3. Ken Power, last thing tomorrow
  4. Ken Power, last thing tomorrow
  5. Ken Power, last thing tomorrow
  6. Ken Power, last thing tomorrow
  7. Patrick Steyeart this afternoon talks by Alan Kelly & Martin Aspeli tomorrow afternoon
  8. Patrick Steyeart this afternoon talks by Alan Kelly & Martin Aspeli tomorrow afternoon
  9. Kev Murray & Imran Younis before lunch tomorrow
  10. Kev Murray & Imran Younis before lunch tomorrow
  11. Kev Murray & Imran Younis before lunch tomorrow
  12. Morton Hansen David Logan
  13. Morton Hansen David Logan
  14. A repeatable way to introduce kanban impactfully
  15. A way to understand and improve the effectiveness of existing kanban implementations
  16. A way to understand and improve the effectiveness of existing kanban implementations
  17. Operate kanban systems Increase understanding Pull change through the system