Kanban & Organizational Maturity
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Transcript of Kanban & Organizational Maturity
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Kanban & Organizational MaturityPatterns of board & system design andcatalyzing evolutionary improvement
Presenter:David J. Anderson
Limited WIP SocietyMunich
March 2016Release 1.0
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Five Forms of Proto-Kanban
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Personal Kanban
Backlog
F
HE
C A
G
D
Next Done
3
In-progress
3∞ ∞
IJ
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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
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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
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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”
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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
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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Benefits of proto-Kanban implementationsBenefits
TransparencyRelief from overburdening
Reduced multitaskingImproved qualityPeople engaged
emotionallyMore collaborationGreater empathy
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Discussion – Proto-Kanban
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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
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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
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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”
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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
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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
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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%
InputQueue 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
InputQueue In Prog Done
BuildReady Test
ReleaseReadyDoneIn Prog
DevelopmentAnalysisReleased
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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!
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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
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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
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Relief
from
Overb
urde
ning
Predictability
Fast, Smooth Flow
Risk Hedging
Risk Management
Benefits of improving maturity
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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
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About
David Anderson is an innovator in management thinking for 21st Century businesses. He leads a training, consulting, events and publishing business making new ideas accessible to managers across the globe.He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola.David is the pioneer of the Kanban Method an agile and evolutionary approach to change. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.David is Chairman of Lean Kanban Inc., a global management training, events & publishing business dedicated to offering high quality, innovative, modern management training for the creative knowledge worker industries of the 21st Century.
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Appendices
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Books
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2010 – Kanban “blue book”
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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
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2014 Kanban from the Inside
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Discovery Kanban
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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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Roles
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Kanban Roles Are EmergingReady
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
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