kanban - follow your own path to agility
TRANSCRIPT
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Kanbanfollow your own path to agility
What is Kanban?How do you implement it?What are the benefits?
Scrum Gathering ChinaHangzhou, October 2016
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Bruce Lee’s Journey in Martial Arts
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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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There are in fact very many styles…
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“Dry land swimming” provides a false sense of capability
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Kanban rejects the idea of defined Agile “methodologies”!
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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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Lee’s approach still needed a name
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Kanban is just a name!
The Kanban Method is named for use of kanban
systems
- a single practice within a wider philosophy
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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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Kata are not adaptive
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Kanban – follow your own path to agility!
Kanban is the Agile method with a “methodology”!
There is no defined Kanban Process!
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What is a kanban system?(かんばん )
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A Kanban Systems consists of “kanban” (かんばん ) signal cards
in circulation
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Kanban has two meanings
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The Kanban Method– an alternative path to agility!
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Kanban Method
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The Kanban Method
Simple Underlying Principles
1. Intangible Goods (professional services) businesses can be managed like physical, tangible goods businesses
2. Represent intangible goods with tangible artifacts3. Make invisible work & workflows visible4. Control & limit inventory of intangible goods
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The Kanban Method
Service Delivery Principles
1. Understand and focus on your customers’ needs and expectations
2. Manage the work, let people self-organize around it3. Evolve your management policies to improve
customer & business outcomes
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Seeing Services
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H
FF OM
NK
J
I
Pull
For each service implement a Kanban “pull” system
Ideas
D
E
A
DevReady
G
5Ongoing
Development Testing
Done3 3
TestReady
5
F
B
CPull
Pull
*
There is capacity here
UATReleaseReady
∞ ∞
Pulling work from development will create capacity here too –
the pull signals move upstream!
Now we have capacity to replenish our ready
buffer
Kanban has been called “Iterationless” Agile.
Batches of work are replaced with continuous flow of work
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Commitment is deferred
H
EC A
D
Commitment point
FF FF FF F
G
Pull
Wish to avoid aborting after commitment
IdeasDev
Ready5
Ongoing
Development Testing
Done3 3
TestReady
5
UATReleaseReady
∞ ∞
We are committing to getting started. We are certain we want
to take delivery.
Ideas remain optional and (ideally) unprioritized
Kanban implements the Lean principle of “just in time” through the practice of deferred commitment
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TestReady
FF FF FF F
Decoupled Cadence Improved Optionality
H
E
C A
G
D
Replenishment
Discarded
I
Pull
IdeasDev
Ready5
Ongoing
Development Testing
Done3 35
UATReleaseReady
∞ ∞
The frequency of system replenishment should reflect arrival rate of new
information and the transaction & coordination costs of holding a meeting
Lead time
The frequency of delivery should reflect the transaction & coordination
costs of deployment plus costs & tolerance of customer to take delivery
Delivery
For software development skill in configuration management is an enabling capability for
Kanban
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Agility = Capability x Optionality
SkillsExperienceCapacity
# Options x Frequency of decision making
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TestReady
Flow Efficiency
FH E
C A
I
GD
GYPB
DEMN
P1
AB
Customer Lead TimeWaiting Waiting WaitingWorking
* Zsolt Fabok, Lean Agile Scotland, Sep 2012, Lean Kanban France, Oct 2012** Hakan Forss, Lean Kanban France, Oct 2013
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
Flow efficiency % = Work Time x 100%Lead Time
Flow efficiencies of 1-5% are commonly reported. *, **
> 40% is good!
Working WaitingWorking
Multitasking means time spent in working columns is often waiting
time
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Waiting Waiting WaitingWorking Working WaitingWorking
TestReady
Implications of low Flow Efficiency
FH E
C A
I
GD
GYPB
DEMN
P1
AB
IdeasDev
Ready5
Ongoing
Development Testing
Done3 35
UATReleaseReady
∞ ∞
Low flow efficiency means that most of lead time is influenced by environmental factors that are unlikely to change soon
Customer Lead Time
In a low flow efficiency
environment, Class of service is much
more likely to influence lead time
than any other factor
As a result, lead time is not very sensitive to the size or complexity of a single work item,
or to the specific people involved or
their individual capabilities
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Fragile lead time distribution
Weibull, k=0.8
Mode < 1Median = 6Mean = 9Tail = 553 outliers > 55High value = 77High value = 100 x Mode
Typical of IT operations work or very low organizational
maturity and capability software development
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More Robust Lead Time
Mode = 10Median = 11Mean = 12Tail = 602 outliers > 60High value = 105High value = 10 x Mode
Typical of higher organizational maturity & capability software development with Kanban.
Scrum teams often produce kappa ~= 1.2
Increased “focus” from WIP limits with Kanban improves shape, shifting it right (up)
This is more desirable – shorter tail = more predictable
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Delivery Capability has 3 Dimensions
Service Delivery Agility
Commitment frequencyLead TimeDelivery
Frequency
Lead
Tim
e
Short
Long
Deliv
ery
Service Delivery Agility
Com
mitm
ent
Frequent
Seldom
Frequent
Seldom
MoreAgile
LessAgile
Kanban system dynamics
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Avg. Lead Time
Avg. Delivery Rate
WIP
Poolof
Ideas
ReadyTo
Deliver
Little’s Law
Delivery Rate(from the kanban system) System Lead Time
WIP=
Delivery rate (or “velocity”) is another measure of
capability
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When should we commit?
impa
ct When we need it
Zone of possible
delay cost
If we start here
Commitment point
timeJan10
Nov11
To consider the best time to start something we can
examine the probable opportunity lost by
multiplying the lead time probability distribution
function against the Delivery Delay Cost
function.
By sliding the lead time distribution across the
Delivery Delay Cost we can compare the Probable
Delay Costs for a delay in starting
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The Optimal Time to Start
impa
ct
When we need it
85th percentile
Ideal StartHere
Commitment point
If we start too early, we forgo the option and
opportunity to do something else that may provide value.
If we start too late we risk incurring the cost
of delay
With a 6 in 7 chance of on-time delivery, we
can always expedite to insure on-time delivery
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Discovery 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 -
RiskAnalysis
4824 -
Poolof
Ideas
∞
Min & Max limitsensure sufficientoptions are alwaysavailable
Committed WorkOptions
Discarded
OReject
P Q
$$$ spent acquiring options $$$ spent converting
options
Embedded Options
Done
Delivery KanbanDiscovery Kanban
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RolesReady
forEngin-eering
F
H
I
Comm-itted
D
4 Ongoing
Development
Done3
JK
12
Testing
Verification3
L
Commitment point
4 -
Requi-rementsAnalysis
2412 -
RiskAnalysis
4824 -
Poolof
Ideas
∞
Service Delivery ManagerService Request Manager
Discarded
OReject
P Q
Marshals Options Manages Flow
Done
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The Kanban Method
Change Management Principles
1. Start with what you do now Understanding current processes, as actually practiced Respecting existing roles, responsibilities & job titles
2. Gain agreement to pursue improvement through evolutionary change
3. Encourage acts of leadership at all levels
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The Kanban Method
General Practices
1. Visualize (with a kanban board 看板 )
2. Limit work-in-progress (with kanban かんばん )
3. Manage flow4. Make policies explicit5. Implement feedback loops6. Improve collaboratively, evolve experimentally
(using models & the scientific method)
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The Kanban Method
Change Management Principles
1. Start with what you do now Understanding current processes, as actually practiced Respecting existing roles, responsibilities & job titles
2. Gain agreement to pursue improvement through evolutionary change
3. Encourage acts of leadership at all levels
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StrategyReview
RiskReview
Monthly
ServiceDeliveryReview
Bi-WeeklyQuarterly
KanbanMeeting
Daily
OperationsReview
Monthly
Replenishment/Commitment
Meeting
Weekly
DeliveryPlanningMeeting
Per delivery cadence
change change
change
change
change
change
change change
change
info
info
info
info
info
infoinfo
info
info
change info
Kanban Cadences
Focus on Service DeliveryService Delivery Set
Improvement/Evolutionary Set
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The Essence of Kanban in Action
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Survivability = Agility x Adaptability
Capability x Optionality
Capability(to manage change) Frequency of change opportunitiesx
SkillsExperienceOrg maturity
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Capability
OptionalityAdaptability
Agility
Survivability
Out-maneuvered
Unfit for purposefailure
failureFragile
Easily disrupted
RobustAntifragileEvolutionaryCapability
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Conclusions
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Capability
OptionalityAdaptability
Delivered as management training & coaching
Focus on managers at all levelsBusiness unit scale
HorizontalApplicable to all professional services (not just IT)
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Capability
OptionalityAdaptability
Typical AgileMethod
Delivered as methodologies, process improvement & coaching
Focus on individuals and teams
VerticalTends to be IT, or software engineering specific
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Conclusions
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Conclusions
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The future of creative work should be inspired by the philosophy of Bruce Lee
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Thank you!
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About
David Anderson is an innovator in management of 21st Century businesses that employ creative people who “think for a living” . He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing new management thinking & methods…He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software organizations delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola.David defined Enterprise Services Planning and originated Kanban Method an adaptive approach to improved service delivery. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.David is Chairman of Lean Kanban Inc., a business operating globally, dedicated to providing quality training & events to bring Kanban and Enterprise Services Planning to businesses who employ those who must “think for a living.”
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Fragile Lead time distribution data courtesy Andreas Bartel, Hamburg, Germany
Robust Lead time distribution data courtesy of an anonymous client in China
Acknowledgements
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Appendices
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Books
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2010 – Kanban “blue book”
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2012 Lessons in Agile Management
The heavily under-rated book that underpins the Kanban Coaching Masterclass and most of the theory behind the Kanban Method
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2014 Kanban from the Inside
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