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THE KANBAN ICEBERG
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About me Matt Philip @mattphilip Director of Coaching, Asynchrony (St. Louis, USA) Organizer, Lean Kanban St. Louis Meetup
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St. Louis
French lesson
DeBaliviere
Gravois
Chouteau
Gratiot
Creve Coeur
Soulard
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Structure
1. Context
2. Depth of Kanban
assessments
3. Flow manager
4. Feedback loops
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# of Employees
Proto-kanban
Ubiquitous kanban
Proto-agile
Agile/XP
1999 2005 2008 2014
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Kanban Depth
1999 2008 2014
Proto-kanban
Ubiquitous kanban
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We do card walls really well.
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But they’re only the tip of the iceberg.
The mass of the system is below
the surface, unseen.
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Principles
Values
Practices
Card Wall
Agendas
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MAKE POLICIES EXPLICIT
IMPLEMENT FEEDBACK
LOOPS
IMPROVE COLLABORATIVELY
AND EXPERIMENTALLY
MANAGE FLOW
VISUALIZE LIMIT WIP
Practices
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Principles
INITIALLY, RESPECT CURRENT
PROCESSES, ROLES AND
RESPONSIBILITIES AGREE TO PURSUE
INCREMENTAL, EVOLUTIONARY
CHANGE
START WITH WHAT YOU DO NOW
ENCOURAGE LEADERSHIP
AT ALL LEVELS
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Values
COLLABORATION
TRANSPARENCY
CUSTOMER FOCUS
UNDERSTANDING
BALANCE AGREEMENT
FLOW
LEADERSHIP
RESPECT
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Principles
Values
Practices
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Kanban isn’t about card walls.
It’s about positive change.
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How do you help teams for whom
Kanban is simply card walls?
?
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Great idea. But how do you launch it?
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“We have a great metaphor for you!”
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0 1 2 3 4
Our system exhibits this aspect barely, if at all
Our system is somewhat capable of exhibiting this aspect
Our system exhibits this aspect convincingly, for the most part
Our system departs from this only very exceptionally, understanding and managing the consequence
Measurement Scale
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Anticipate
emotional
resistance.
Be like water. Avoid the rocks.
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Expect some experiments to fail.
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It is such a positive indication about how much Asynchrony cares about people and how to help them be a part of successful and continually improving teams.
-‐Team member
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0
1
2
3
4 Transparency
Balance
Collaboration
Customer Focus
Flow
Leadership and the Leadership
Disciplines
Target Current
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0
1
2
3
4 Transparency
Balance
Collaboration
Customer Focus
Flow
Leadership and the
Leadership Disciplines
Target Current
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Assessments are done. Now what?
?
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It’s a DNA thing.
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?
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Flow Manager?
Help wanted.
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David Anderson’s cartoon FTW!
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Flow efficiency
% complete and accurate Cycle time
Return on Investment
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Visibility leads to conversation, which leads to understanding, which leads to change. But someone needs to start the conversation.
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Not as easy as it looked.
?
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Standup Meetings
Retrospectives
Operations Reviews
Our three main feedback loops.
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… most valuable about this meeting is the fact that it's a venue for sharing experimental practices and judging how well they worked or didn't
-‐Team lead
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Operations reviews without division or unit
context are a bit like asking “How are things on
your mountain?”
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Sometimes, we need help beyond
retrospectives to reach the peak.
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So we’re still trying to
understand the best
way to use operations
reviews in our context.
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Time for another experiment.
?
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Results
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1. Operate kanban systems.
(don’t confuse means with ends)
2. Increase understanding.
(team-owned assessments)
3. Pull change through the system.
(flow manager role)
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Merci!
Matt Philip @mattphilip
Image credits:
• Red Cross Red Crescent Climate Centre
• Edward Boatman
• Netanel Koso
• irene hoffman