Kanban the Hard Way
September 2012
Kanban the hard way
Mike Burrows (@asplake)[email protected]
http://positiveincline.com
Kanban the Hard Way
September 2012
What do we see?
Kanban the Hard Way
September 2012
We see work items
Kanban the Hard Way
September 2012
We see variety
Kanban the Hard Way
September 2012
We see work items organised by need
Kanban the Hard Way
September 2012
What does this work item need?
Kanban the Hard Way
September 2012
What do these need?
Kanban the Hard Way
September 2012And this one?
Kanban the Hard Way
September 2012
Work items organised by need,arranged in a left-to-right progression
Kanban the Hard Way
September 2012
We see also some secondary organisation
Kanban the Hard Way
September 2012
We see also some secondary organisation
Kanban the Hard Way
September 2012
What do we see?
Kanban the Hard Way
September 2012
What don’t we see?
How are people organised?
Kanban the Hard Way
September 2012
Kanban works with your organisation…and on it
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
It lives! It moves!
Kanban the Hard Way
September 2012
Simple rules combine to give us the behaviour we desire
Kanban the Hard Way
September 2012
Simple rules combine to give us the behaviour we desire
Kanban the Hard Way
September 2012
Your process can evolve faster and more safely than you may realise
Kanban the Hard Way
September 2012
Your process can evolve faster and more safely than you may realise
Kanban the Hard Way
September 2012
Every limit, every policyis a leverage point
Kanban the Hard Way
September 2012
A Little Queuing Theory
Average Cycle Time =Work in Progress
Throughput
Where:Cycle Time (CT)
=how long it takes one item togo through the system
Work in Progress (WIP) =
how many items are in the system at any time
Throughput (TH) =how many items are produced per unit of time
John Little
Kanban the Hard Way
September 2012
Theory and practice meet in a CFD
0
20
40
60
80
100
120
On hold
Proposed
Prioritised
Ready for Dev
Dev
Testing
Ready for Re-lease
Released
Implemented
Kanban the Hard Way
September 2012
We face a continual battle
Uneven flow Over-burdened
people
Waiting Rework
Kanban the Hard Way
September 2012
We can put even the waste to good use!
Kanban the Hard Way
September 2012
Kanban works with your process…and on it
Kanban the Hard Way
September 2012
“The work will teach you how to do it”(Estonian proverb)
Kanban the Hard Way
September 2012
Here
There
Transition
How we wish change worked
Kanban the Hard Way
September 2012
What change really feels like:Virginia Satir’s J Curve
Kanban the Hard Way
September 2012
What change really feels like:Virginia Satir’s J Curve
Kanban the Hard Way
September 2012
Evolutionary change withmany small J’s
Increasing “fitness”
Increasing capabilityfor change
Kanban the Hard Way
September 2012
SPC: Shewhart, Deming TPS: Ohno, Shook, Rother TOC: Goldratt Lean: Womack & Jones, Liker, Reinertsen Six Sigma: Motorola, GE Systems Thinking:
Deming, Ackoff, Gall, Meadows, Senge Complexity Science: Snowden Beyond Budgeting: Bogsnes, Hope & Fraser Agile, XP, etc: Beck, Cockburn, Jeffries et al Lean Startup: Ries
Decades of experience in these small J’s of “safe to fail” experiments
Kanban the Hard Way
September 2012
Plan - Do - Check – Act Check - Plan - Do Look - Ask - Model - Discuss - Act Define - Measure - Analyse -
Improve - Control Build - Measure – Learn TOC’s 5 Focusing Steps, POOGI
Decades of experience in these small J’s of “safe to fail” experiments
Kanban the Hard Way
September 2012
1. Start with what you do now
2. Agree to pursue incremental,evolutionary change
3. Initially, respect current roles, responsibilities & job titles
4. Encourage acts of leadership atall levels in your organization– from individual contributor to senior management
Foundational principlesthat make evolutionary change possible
Kanban the Hard Way
September 2012
Understanding
Respect
Agreement
Leadership
Kanban the Hard Way
September 2012
Core practices that stimulate and sustain change
1. Visualise2. Limit Work-in-Progress3. Manage Flow4. Make Policies Explicit5. Implement Feedback Loops6. Improve Collaboratively,
evolve experimentally
Kanban the Hard Way
September 2012
Kanban works within your system…and beyond it
Kanban the Hard Way
September 2012
Kanban works…
with your organisationand on it
with your processand on it
within your systemand beyond it
Kanban the Hard Way
September 2012
Keywords
Organisation Visualisation, visual management Knowledge discovery process Sense-making Self-organisation
Process Pull system, kanban system, flow Bottleneck, variation, variety Emergent behaviour, leverage points Deliberate, evolutionary change; fitness Cumulative Flow Diagram (CFD)
System Kanban Method Models for collaborative improvement (several, growing)
Kanban the Hard Way
September 2012
References
Kanban, David J. Andersonhttp://agilemanagement.net/index.php/kanbanbook/
Kanban the Hard Way
September 2012
Resources
kanbandev http://finance.groups.yahoo.com/group/kanbandev/
kanbanops http://finance.groups.yahoo.com/group/kanbanops/
#kanbanhttps://twitter.com/#!/search/realtime/%23kanban
djaa.com (agilemanagement.net) leankanbanuniversity.com limitedwipsociety.org
Kanban the Hard Way
September 2012
Thank you.
Questions?
Mike Burrows (@asplake)[email protected]
http://positiveincline.com