@lkuceo Copyright Lean Kanban Inc. Presenter David J. Anderson TOCPA Utrecht Netherlands November...
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Transcript of @lkuceo Copyright Lean Kanban Inc. Presenter David J. Anderson TOCPA Utrecht Netherlands November...
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PresenterDavid J. Anderson
TOCPAUtrecht
NetherlandsNovember 2013
Release 1.0
Towards a framework for managing knowledge work
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My Evolutionary Epiphany
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Motivation for the Kanban Method
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Traditional Change is an A to B process
***either an internal process group or external consultants
CurrentProcess Future
Process
DefinedDesigned
transition
* Value stream mapping, ** Theory of Constraints Thinking Processes
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Daniel Kahneman has given us a simple model for how we process information
Daniel Kahneman
System 1Sensory PerceptionPattern Matching
System 2Logical Inference
Engine
Learning byExperience
Learning from theory
FASTBut slow to learn
SLOWBut fast to learn
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How we process change…
Daniel Kahneman
Silicon-basedlife form
Carbon-basedlife form
I logically evaluate change using System 2
I adapt quickly
I feel change emotionally using System 1
I adapt slowly
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Adopting new processes challenges people psychologically & sociologically
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The Kanban Method…
*also known as "kanban" in Chinese and in Japanese when written with Chinese characters
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Water flows around the rock
“be like water”
the rock represents resistance
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Kanban should be like water*
* http://joecampbell.wordpress.com/2009/05/13/be-like-water/
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Principles behind the Kanban Method
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6 Practices Enable Process Evolution
The Kanban Method
VisualizeLimit Work-in-progressManage FlowMake Policies ExplicitImplement Feedback LoopsImprove Collaboratively, Evolve Experimentally
(using models & the scientific method)
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(a) D-B-R
(b) CONWIP
(c) D-B-R + CONWIP (“CapWIP”)
(d) Kanban
Bottleneck
Any WIP Limited Pull System will work
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TestReady
Flow Efficiency
FH E
C A
I
GD
GYPB
DEMN
P1
AB
Lead TimeWaiting Waiting WaitingWorking
* Zsolt Fabok, Lean Agile Scotland, Sep 2012, Lean Kanban France, Oct 2012** Hakan Forss, Lean Kanban France, Oct 2013
Working
IdeasDev
Ready5
Ongoing
Development Testing
Done3 35
UATReleaseReady
∞ ∞Flow efficiency measures the
percentage of total lead time is spent actually adding value (or
knowledge) versus waiting
Waiting
LocalCycleTime
Flow efficiency = Work Time x 100%
Lead Time
Multitasking means time spent in working columns is often waiting
time
Flow efficiencies of 1-5% are commonly reported. *, **
> 40% is good!
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Upstream 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 -
BizCaseDev
4824 -
Poolof
Ideas
∞
Min & Max limitsinsure sufficientoptions are alwaysavailable
Committed WorkOptions
Abandoned
OReject
P Q
$$$ spent acquiring options
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Bottleneck should always be downstream of the commitment point
Poolof
Ideas
FH E
C A
I
Engin-eeringReady
GD
GYPB
DEMN
2
P1
AB
Pull
Abandoned
Ongoing
Analysis Testing
Done VerificationAcceptance3 3
Reject
Ongoing
DevelopmentDone3
Bottleneck should be here
Bottleneck workers should never be asked to work on something that is optional and may be
discarded. This includes any risk analysis (or estimation in legacy processes) that may be
required to assess viability of an option
Commitment point
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Competing pressure of Last Responsible Moment versus Upstream Bottleneck
Poolof
Ideas
FH E
C A
Engin-eeringReady
GD
GYPB
DEMN
2
P1
AB
Ongoing
Analysis Testing
Done VerificationAcceptance3 3Ongoing
DevelopmentDone3
Commitment point
Last Responsible Moment Bottleneck early in workflow
Keeping the bottleneck early in the workflow means all downstream functions have slack
capacity. Reduces our need to manage WIP and reduces negative effects of variability in demand
There is a natural boundary between “the business” and the delivery/engineering function.
One generates options, the other converts options / delivers
commitments
Different governance is required for each
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Common cause variability
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Variability in Delivery Rate (velocity)
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Velocity Variation
South African Team from 2011plotted per Sprint (2 weekly)Mean 29, UCL (+1 sigma) 43 (+1.5x), LCL (-1 sigma) 15 (- 2x)
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Mattias Skarin client based in Paris in 2009/2010, plotted weeklyMean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
0
10
20
30
40
50
60
70
80
90
DBA Team Velocity
Total VelocitySmall support tasks
(not includedin total velocity)Trend
Week of Christmas
Trend
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Investment Bank, London, Extreme ProgrammingWeekly Mean 10, Max = 16, Min = 6 Spread (+/- 1.6x)
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Evolutionary Management
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Evolutionary change has no defined end point
EvolvingProcess
Rollforward
Rollback
InitialProcess
Future process is emergent
EvaluateFitness
EvaluateFitness
EvaluateFitness
EvaluateFitness
EvaluateFitness
We don’t know the end-point but we do know our emergent
process is fitter!
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Institutionalize feedback systems to enable evolutionary change
OperationsReview
SystemCapability
Review
StandupMeetingmanager to subordinate(s)
(both 1-1 and 1-team)
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Fitness criteria are metrics that evaluate capabilities external stakeholders care about
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If we order a pizza we know what we care about…
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Disintermediate!Risks, fitness criteria & classes of service
should be explicit & transparent
OperationsReview
SystemCapability
Review
StandupMeeting
manager to subordinate(s) (both 1-1 and 1-team)
Expose risk, classes of service & fitness criteria
at all 3 levels of feedback
Lead timeQualityPredictability
Lead timeQualityPredictability
Lead timeQualityPredictability
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Kanban viewed through a Cynefin* Lens
Simple
ComplicatedComplex
Chaotic
Best Practice
Good PracticesEmergent Practices
Novel PracticesSimpleKanbanSystem
DeepKanbanSystem
KanbanMethod
*http://en.wikipedia.org/wiki/Cynefin
Unordereddomains
Kanban systems alone aren’t enough in the unordered domain
Ordereddomains
EnlightenmentReductionistPhilosophy
Deterministic
NewtonianPhysics
PragmaticHolistic
Philosophy
Probabilitic
QuantumMechanics
Multiple work typesMultiple classes of service
disorder
Single work typeSingle class of service
KanbanMethod
NotApplicable
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Other TOC concepts I’ve tried and discarded
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Differentiators of the Kanban Method
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A future for TOC in knowledge worker industries
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About
David Anderson is a thought leader in managing effective software teams. He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary…
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 a founder of the Lean Kanban Inc., a business dedicated to assuring quality of training in Lean and Kanban for knowledge workers throughout the world.
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