kanban and evolutionary management – lessons we can learn from bruce lee’s journey in martial...
Post on 13-Sep-2014
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DESCRIPTION
We have to stop adopting defined processes (or methodologies as they known in the IT business). Instead we need to look to adopt a new style of management that encourages an adaptive capability to emerge in our organizations. This talk will look at Bruce Lee‘s rejection of patterned styles of Chinese Martial Arts and emergence of his Jeet Kune Do approach and compare it to the emergence of the Kanban Method. The talk will illustrate how to use fitness criteria metrics aligned to customer desires to manage an organization that is continually evolving its workflows to improve service delivery and customer satisfaction.TRANSCRIPT
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Presents
PresenterDavid J. Anderson
Lean Kanban Central Europe
HamburgNovember 2013
Release 1.0
Kanbanand evolutionary management
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Bruce Lee rejected traditional teaching and styles of Chinese martial arts
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Snake
Monkey
Mantis
Tiger
Kung Fu Panda simplified the art to only four styles
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“Dry land swimming” provides a false sense of capability
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Lee wanted to start from first principles and core concepts
*Apparently still called the Five Ways, there are actually now six **with the later inclusion of SAA**The fact that The Five Ways has six elements is evidence of evolution in action***Incorporated core ideas such as "center line" and single fluid motion from Wing Chun and parrying from Epee Fencing********Not a Chinese Martial Art and hence evidence of "no limitation as limitation"
Five* Ways of Attack***• Single Direct Attack (SDA)• Attack By Combination (ABC)• Progressive Indirect Attack
(PIA)• (Hand) Immobilization Attack
(HIA)• Attack by Drawing (ABD)• Single Angle Attack (SAA)
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Jeet Kune Do
Using no way as way
Having no limitation as limitation
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Jeet Kune Do encourages development of a uniquely personal style
"absorb that which is useful“
discard the remainder
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Training with an opponent provides the core feedback loop to drive adaptation
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Martial Arts viewed through a Cynefin* Lens
Simple
ComplicatedComplex
Chaotic
Best Practice
Good PracticesEmergent Practices
Novel PracticesIndividual
Kata
PatternedStyles
Jeet KuneDo
*http://en.wikipedia.org/wiki/Cynefin
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Lee’s genius was recognizing hand-to-hand combat is an unordered problem
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Traditional Change is an A to B process
***either an internal process group or external consultants
CurrentProcess Future
Process
Defined
Designed
transition
* Value stream mapping, ** Theory of Constraints Thinking Processes
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Change initiatives fail (even) more often than projects
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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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The Kanban Method is a new approach to improvement
Kanban is a
method
without methodology
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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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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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Fitness criteria are metrics that measure observable external outcomes
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Net Promoter Score is a Fitness Evaluator but is it the only metric we need?
Steve Denning
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Net Promoter Score is a way of evaluating customer satisfaction
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The problem with Net Promoter Score is that it doesn’t tell you what to do!
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Can we be smarter by using better fitness criteria than NPS?
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If we order a pizza we know what we care about…
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Which system is fitter?
5 10 15 20 25 30 40 45 55 65 More02468
101214
System A
Frequency
Lead Time (Days)
5 10 15 20 25 30 More0
5
10
15
20
25
30
System B
Frequency
Lead Time in Days
Mean 17 days Mean 12 days
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Measuring delivery against expectation
5 10 15 20 25 30 40 45 55 65 More02468
101214
System A
Frequency
Lead Time (Days)
-25 -20 -5 0 5 10 20 30 35 40 More0
2
4
6
8
10
12
System A
Frequency
Lead Time Expectation Spread (Days)
5 10 15 20 25 30 More0
5
10
15
20
25
30
System B
Frequency
Lead Time in Days
-15 -10 -5 0 5 10 15 20 More05
1015202530354045
System B
Frequency
Lead Time Expectation Spread (Days)
Mean 17 days Mean 12 days
System B is clearly fitter!
System B delivers 5/7 within expectationsSystem A only delivers 3/7 within expectations
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Business Risks, Fitness Criteria & Classes of Service should all align
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Evolutionary change has no defined end point
EvolvingProcess
Rollforward
Rollback
InitialProcess
Future process is emergent
EvaluateFitness
EvaluateFitness
EvaluateFitness Evaluate
Fitness
EvaluateFitness
We don’t know the end-point but we do know our emergent
process is fitter!
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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
Single work typeSingle class of service
Multiple work typesMultiple classes of serviceKanban systems alone
aren’t enough in the unordered domain
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Institutionalize feedback systems to enable evolutionary change
OperationsReview
SystemCapability
Review
StandupMeeting
manager to subordinate(s) (both 1-1 and 1-team)
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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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Is there room for improvement?
Delivered
Poolof
Ideas
F
H E
C A
I
Committed
ReadyFor
Delivery
GD
GYPB
DEMN
2 ∞
P1
AB
Lead Time
Ongoing
Development Testing
Done VerificationAcceptance3 3
Waiting Waiting WaitingWorking
* Hakan Forss, Lean Kanban France, Oct 2013** 2% reported by Zsolt Fabok, Lean Kanban France, Oct 2012
Working
∞∞
Flow efficiency measures the percentage of total lead time is spent actually adding value (or
knowledge) versus waitingFlow efficiency% = Work Time x 100%
Lead TimeFlow efficiencies of 1-5% are
commonly reported*, ** Multitasking means time spent in working columns is often waiting
time
Waiting
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Other metrics should only be used as input to models to drive improvement
http://www.klausleopold.com/2013/09/blocker-clusters-problems-are-not.html
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Jeet Kune Do is a framework for fighting
Center line
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Kanban is a framework for service-delivery management
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Kanban may be analogous to JKD for Service Delivery Management
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The Kanban Method makes a business fitter for purpose
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Lean Startup is another evolutionary approach
Build-Measure-LearnCycle
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Lean Startup makes a product or service fitter for purpose
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Like Kanban, Lean Startup is a Pragmatic approach
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Businesses need to do both – be adaptable and adapt their products
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Together Kanban & Lean Startup bring the philosophy of JKD to modern creative
knowledge work industries
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The future of creative knowledge work should be inspired by Bruce Lee & JKD
Train with live opponentsNo kata
No "dry land swimming“
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About
[Replace with personal bio]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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[email protected] @lkuceo Copyright Lean Kanban Inc.
Joe Cooper first blogged about the similarity in philosophy between the Kanban Method and the teachings of Bruce Lee. He coined the phrase “Kanban should be like water”.
The data on slides 45 & 46 was provided by Raymond Keating of CME Group.
This presentation was inspired by Alistair Cockburn’s blog post “The End of Methodology”. My approach to change was influenced by an observation from Peter Senge, “People do not resist change, they resist being changed!” “Safe-to-fail Experiment” is a term used by Dave Snowden in his Cynefin framework. Steve Denning proposed NPS as the only metric that matters in his book, “Radical Management.”
Acknowledgements