Agile China - Deep Kanban - Worth The Investment?

[email protected], @djaa_dja

Deep Kanbanworth the investment?

Assessing the increasing

sophistication of your Kanban implementation

Agile ChinaBeijing, August 2013


Remember the definition of the Kanban Method?


The Kanban Method for Creating an Adaptive Capability in your Organization

The Generalized Version

VisualizeLimit Work-in-progressManage FlowMake Policies ExplicitImplement Feedback LoopsImprove Collaboratively, Evolve Experimentally(using models & the scientific method)


Assessing Kanban Implementations


Are we doing Kanban or not?

It isn’t a question of evaluating practice usage but rather a question

of intent?

Do you intend to use visualization & virtual kanban systems as a core driver of a culture of

continuous improvement?

Do you view your organization as a network of service-oriented workflows and seek to improve

the balance of capability against demand?


If the intent is there, then the question should be….

How Deep is your Kanban?

Visualize Limit Work-in-progress Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally (using models & the scientific method)

Shallow

Deep

Dep

th


In reality it isn’t so easy, practice adoption isn’t linear nor does it follow a predictable sequence

No Implied sequenceVisualize

Limit WIP

Manage FlowExplicit Policies

Feedback Loops

Improvements

Shallow

Deep


In reality it isn’t so easy, practice adoption isn’t linear nor does it follow a predictable sequence

Larger implies DeeperVisualize

Limit WIP


Feedback Loops

Improvements


This raises the question, how do we put a scale on the six axes?


Visualize


Limit WIP


Proto-Kanban

Done

Poolof

Ideas

F

H E

C A

I

Next

Deploy-mentReady

GD

GYPB

DEMN

5 ∞

P1

AB

Ongoing

Development Testing

Done Ongoing Done

3 3

I am a buffer!

The clue is in my name – “… Ready”

I am buffering non-instant availability or activity with a

cyclical cadence

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

∞ ∞


Manage Flow


Make Policies Explicit


Feedback Loops

OperationsReview

ImprovementKata

StandupMeeting

The Kanban Kata


Standup Meeting

Disciplined conduct and acts of leadership lead to improvement opportunities

Kaizen events happen at after meetings


Improvement Kata

A mentor-mentee relationship

Usually (but not always) between a superior and a sub-ordinate

A focused discussion about system capability

Definition of target conditions

Discussion of counter-measures – actions taken to improve capability


Operations Review

Meet monthly

Disciplined review of demand and capability for each kanban system

Provides system of systems view and understanding

Kaizen events suggested by attendees


Improve collaboratively, evolve experimentally (using models & scientific method)


Map evaluation criteria onto chartAllows multi-dimensional assessment

Visualize

LimitWIP


Feedback Loops(Kata)

Improvements

1

10+

teamimprovOps review

5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo


We can now map known Kanban case studies onto this framework for assessment

Corbis from 2007


Corbis IT department circa October 2007

Very deep implementationVisualize

LimitWIP



Improvements

1

10+


5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo


XIT Microsoft 2005


XIT Microsoft 2005

Muchshallower early

implementationVisualize

LimitWIP



Improvements

1

10+


5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo


A Typical Proto-Kanban Implementation

Very shallow

Shallower than original (2005)

implementation

Visualize

LimitWIP



Improvements

1

10+


5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo


A More Explicit Definition ofthe Kanban Method

Specific Practices for Adaptive Capability

Visualize work, workflow & business risks(using large physical or electronic boards in communal spaces)

Implement Virtual Kanban SystemsManage FlowMake Policies ExplicitImplement the Kanban KataEducate your workforce to enable collaborative evolution of policies & ways of working(based on models of workflow from bodies of knowledge such as

Theory of Constraints, W.E. Deming’s Profound Knowledge, Lean/Toyota Way, & Risk Management such as Option Theory)


Scaling out across an organization


Treat each service separatelyD

em

and

ObservedCapability

Dem

and

Dem

and

ObservedCapability

ObservedCapability


Some systems have dependencies on others

Dem

and

ObservedCapability

Dem

and

Dem

and

ObservedCapability

ObservedCapability


Organizational Improvements Emerge


Scaling Kanban

Each Kanban System is designed from first principles around a service provided

Scale out in a service-oriented fashion

Do not attempt to design a grand solution at enterprise scale

The Kanban Kata are essential!

Allow a better system of systems to emerge over time


Relative vs Absolute Assessment


Practitioners in smaller organizations have tended to adopt a relative assessment model

Outer edge defines

specific local goals

Visualize

Limit WIP


Feedback Loops

Improvements

Activity Not present

Where we would like to be


Relative model usagePioneered by Pawel Brodzinski

The relative model is used with the Improvement Kata to help drive a specific local improvement under supervision of a coach

Avoids concerns of a “CMMI levels” style model for Kanban and pursuit of practice adoption for the sake of it

IMO, requires an expert coach with deep knowledge of Kanban (and other concepts) to drive it.


Pawel Brodzinski,http://blog.brodzinski.com/wp-content/uploads/kanban-radar-chart-6.png


Absolute model adoptionThe absolute model is gaining traction with larger organization such as space & defense and public sector in USA, Canada and Sweden.

Provides a clear framework to guide deep Kanban adoption. Allows wider audience to understand why their coach is steering them in a direction.

Helps management to adopt appropriate expectations of outcomes based on appraised depth


Jack Vinson, http://limitedwipsociety.ning.com/photo/kiviat-radar-spider-depth-of-implementation?context=album&albumId=6474535%3AAlbum%3A4302


Bernadette Dario, http://limitedwipsociety.ning.com/photo/kiviat4?context=album&albumId=6474535%3AAlbum%3A4302


Extending the Framework

Some larger firms have customized and extended the framework adding a 7th axes…


Increasing depth, increasing benefits


A Typical Proto-Kanban Implementation

Very shallow

Visualize

LimitWIP



Improvements

1

10+


5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo

Benefits

TransparencyEngage people

emotionallyCollaboration

Greater empathyReduced multitasking


XIT Microsoft 2005

A little Deeper

Visualize

LimitWIP



Improvements

1

10+


5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo

Benefits

PredictabilityShorter Lead Times

Increased ThroughputImproved trust with

business stakeholdersEliminated DisruptionsMeasurable Benefits


Corbis IT department circa October 2007

Very deep

Business unit wide implementation

Visualize

LimitWIP



Improvements

1

10+


5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo

Benefits

Cultural shift(across whole business)

Managers ManagingEmpowerment

AutonomyContinuous

ImprovementViral Spread


Thank you!


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 approaches for management of knowledge workers.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.


Acknowledgements

Hakan Forss of Avega Group in Stockholm has been instrumental in defining the Kanban Kata and evangelizing its importance as part of a Kaizen culture. He also challenged the incremental sequence of practice adoption and catalyzed the discussion that led directly to adoption of the multi-dimensional depth of Kanban assessment framework.

Pawel Brodzinski has led the healthy debate on relative versus absolute assessment.


David J Anderson& Associates, Inc.


Appendix


Can you draw this chart for your team or organization?


Use this template…

What shape is your Kanban

implementation?Visualize

LimitWIP



Improvements

1

10+


5+

1 1

7

LRM

proto

kanban

multi

Ops review

coached

Model-driven

Impl deepening

Observed evo


Example Distributions

Sta

ndardE

xpedit

e

Inta

ngib

le

Fixe

d D

ate
