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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.
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
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 – 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
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
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