LAScot16 - Kanban Systems for Change
Transcript of LAScot16 - Kanban Systems for Change
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SYSTEMSFORCHANGE©PatrickSteyaert,2016 1
@PatrickSteyaert
Lean Agile Scotland 2016
KANBAN systems for change
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SYSTEMSFORCHANGE©PatrickSteyaert,2016 2
ThementalimageofasnowmobileusedbyCol.JohnBoydtoillustratetheroleofanalysisandsynthesisininnova,on.
Picture: http://s117.photobucket.com/
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Confusion
ChangeisadynamiccomplexsystemwithmanymovingpartsandinteracPons
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The parts Different types of change
Evolutionary change
Directed change
Retrospective change Planned
change
Convex/ExponenPalConcave/Linear
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The whole
Constraints* and regime changes
Enablingconstraints
Emergentconstraints
Over-constrained
Un-constrained
*InspiredbybothA.Juarrero’sDynamicsinAc9onandE.Goldrath’sTheoryofConstraints
(Individual,nosystem)
(Emergentteam,system)
(“Individual”,rigidrules)
(Team,system)
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Opposite ends that meet Planned and retrospective change
Action After Action
Review Set standard
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By separating the thinking from the doing the system of work becomes over-constrained
Planned change
After Action Review
whatneedstobedonehowithastobedone
bywhominwhatPming
Set standard Action
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Unconstrained Retrospective change
Action Set standard
ThingstokeepThingstoimprove
WhathavewelearnedWhatsPllpuzzlesus
After Action Review
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Creating flow
Inbound
Outbound
IdenPfyingopPonsforchange
(usingmodels,frameworks,
assessments,…)
Deliveringchange(insmall
increments)
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Kanban system for change Planned and retrospective change
upstream inventory downstream suggestion Evaluation consolidation Ready to
impl ready Initiate
change Guide
change Validate Adoption
TechniquesPrac,cesProcedures
5 4 65>7 >5 >38
Inventory
TechniquesPrac,cesProcedures
Storymapping Visual
mngt
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What is (implicitly) expected Convex/exponential change
success
Expectedpain
Expectedgain
Changeaccumulatesinto*big*outcomes
fail
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What is actually happening Concave/linear change
success
Expectedpain
Expectedgain
Outcomesarecappedandchangeini,a,vestendtostall
fail
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Active experimentation The pdca loop and hypothesis-driven change
do
check
adjust
plan
Webelievethat<doingthis>
Willachieve<thisoutcome>
Hypothesis
Experiment
Results
Learning
Model
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Evolutionary change
Start where you are now
STEP #1
Implement a safe-to-fail change
STEP #2
Evaluate fitness against fitness-for-
purpose criteria
Ø ifposiPvereinforceØ ifnegaPverollback
STEP #3
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Experimentsneedastablecontexttogivemeaningfulresults.
Context matters
Whenthelevelofcollabora,onislowandtheprocessisunstablethen
experimenta,ondoesnotmakesense.
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Too unstable to experiment in What turns this …
Ideas Ready for Dev Development TesTIng Ready for UAT Done
ongoing done
Abandoned
A user story
A user story
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story A user story
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A user story A user
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A user story A user
story A user story
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A user story A user
story A user story
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Into this? Ideas Ready for Dev Development TesTIng Ready for UAT Done
ongoing done
Abandoned
A user story
A user story
A user story
A user story
A user story
A user story
A user
story A user story
A user story
A user story
A user story
A user story
A user story
A user story A user
story A user story
A user story
A user story
A user story
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Kanban Ideas Ready for Dev Development TesTIng Ready for UAT Done
ongoing done 5 ∞
Abandoned
5
3
A user story
A user story
A user story
A user story
A user story
A user story
A user
story A user story
A user story
A user story
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A user story ItisnotaboutvisualizaPon;itisabout
theeffectofWIPlimitsasaconstraintthatenablesnovelbehavior.
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Enabling constraints
Catalyze
Collabora,on
StableChao,c
Individual
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Emerging constraints
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Reflective observation The OODA loop
orient
decide
act
observe
Unfoldingevents
Implicitguidance
Implicit
guidance
Habits,experiencesanddisposiPons RaPonalchoice
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Align on direction give autonomy to execution
Directed change
New target Ideal future state now
“How”isdiscovered
“Why”and“What”aredefined
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Double loop Learning
ReflecPveobservaPon
AcPveexperimentaPon
ORIENT
DECIDE ACT OBSERVE
Implicitguidance
DO CHECK
ADJUST
PLAN
Feedback
Unfoldingevents
Model
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Kanban system for change Reflective observation + Active experimentation
Decision making (OODA) Hypothesis Learning (PDCA) Observe Orient
Abandon
Decide Act Plan Do Check Adjust
Observa,ons
5 4 655 6 88
Hypothesis
AbandonExperiments
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Looking at the whole System of Change
Convexchange
Concavechange
Evolutionary change
Directed change
Retrospective change Planned
change
Enablingconstraints
Emergentconstraints
Over-constraining
Un-constraining
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System of change
Changing the way of change
Planned change is often the starting point – It can mobilize for change
Keep a watch on emergent constraints to realize measurable results
Look for constraints that enable collaboration and experimentation
Retrospective change is your eyes and ears in the organization
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