devlin 2013 closing - deep kanban - value all the way down
Post on 13-Sep-2014
228 views
DESCRIPTION
Each of the 6 practices in the Kanban Method can be implemented with different degrees of rigor and depth. The deeper the implementation the more value that will be delivered for a creative or knowledge worker businessTRANSCRIPT
![Page 1: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/1.jpg)
[email protected], @djaa_dja
Implementing Kanbanfrom shallow to deep, value all the way down
Each of 6 Kanban practices can be
implemented with different levels of rigor &
maturity
DevlinLinkoping, March 2013
![Page 3: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/3.jpg)
[email protected], @djaa_dja
Kanban Method
A management & cultural approach to improvement
View creative knowledge work as a set of services
Encourages a management focus on demand, business risks in, and capability of each service to supply against that, demand
![Page 4: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/4.jpg)
[email protected], @djaa_dja
Kanban Method
Uses visualization of invisible work and virtual kanban systems
Installs evolutionary “DNA” in your organization
Enables adaptability to respond successfully to changes in your business environment
![Page 5: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/5.jpg)
[email protected], @djaa_dja
6 Practices for Evolutionary DNA
The Generalized Version
VisualizeLimit Work-in-progressManage FlowMake Policies ExplicitImplement Feedback LoopsImprove Collaboratively, Evolve Experimentally(using models & the scientific method)
![Page 7: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/7.jpg)
[email protected], @djaa_dja
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?
![Page 8: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/8.jpg)
[email protected], @djaa_dja
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
Dept
h
![Page 9: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/9.jpg)
[email protected], @djaa_dja
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
![Page 10: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/10.jpg)
[email protected], @djaa_dja
In reality it isn’t so easy, practice adoption isn’t linear nor does it follow a predictable sequence
Larger implies DeeperVisualize
Limit WIP
Manage FlowExplicit Policies
Feedback Loops
Improvements
![Page 16: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/16.jpg)
[email protected], @djaa_dja
Feedback Loops
OperationsReview
ImprovementKata
StandupMeeting
The Kanban Kata
![Page 17: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/17.jpg)
[email protected], @djaa_dja
Standup Meeting
Disciplined conduct and acts of leadership lead to improvement opportunities
Kaizen events happen at after meetings
![Page 18: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/18.jpg)
[email protected], @djaa_dja
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
![Page 19: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/19.jpg)
[email protected], @djaa_dja
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
![Page 20: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/20.jpg)
[email protected], @djaa_dja
Improve collaboratively, evolve experimentally (using models & scientific method)
![Page 21: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/21.jpg)
[email protected], @djaa_dja
Map evaluation criteria onto chartAllows multi-dimensional assessmentVisualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
![Page 22: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/22.jpg)
[email protected], @djaa_dja
We can now map known Kanban case studies onto this framework for assessment
Corbis from 2007
![Page 23: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/23.jpg)
[email protected], @djaa_dja
Corbis IT department circa October 2007
Very deep implementationVisualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
![Page 25: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/25.jpg)
[email protected], @djaa_dja
XIT Microsoft 2005
Muchshallower early
implementationVisualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
![Page 26: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/26.jpg)
[email protected], @djaa_dja
A Typical Proto-Kanban Implementation
Very shallow
Shallower than original (2005)
implementation
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
![Page 28: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/28.jpg)
[email protected], @djaa_dja
A Typical Proto-Kanban Implementation
Very shallow
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
Benefits
TransparencyEngage people
emotionallyCollaboration
Greater empathyReduced multitasking
![Page 29: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/29.jpg)
[email protected], @djaa_dja
XIT Microsoft 2005
A little Deeper
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
Benefits
PredictabilityShorter Lead Times
Increased ThroughputImproved trust with
business stakeholdersEliminated DisruptionsMeasurable Benefits
![Page 30: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/30.jpg)
[email protected], @djaa_dja
Corbis IT department circa October 2007
Very deep
Business unit wide implementation
Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
Benefits
Cultural shift(across whole business)
Managers ManagingEmpowerment
AutonomyContinuous
ImprovementViral Spread
![Page 32: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/32.jpg)
[email protected], @djaa_dja
About
David Anderson is a thought leader in managing effective software teams. He leads a consulting, training and 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 University Inc., a business dedicated to assuring quality of training in Lean and Kanban for knowledge workers throughout the world.
![Page 33: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/33.jpg)
[email protected], @djaa_dja
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.
![Page 37: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/37.jpg)
[email protected], @djaa_dja
Use this template…
What shape is your Kanban
implementation?Visualize
LimitWIP
Manage FlowExplicit Policies
Feedback Loops(Kata)
Improvements
1
10+
teamcoachOps review
5+
1 1
7
LRMproto
kanbanmulti
Ops review
coached
Model-driven
Impl deepening
Observed evo
![Page 39: Devlin 2013 Closing - Deep Kanban - Value all the way down](https://reader036.vdocuments.site/reader036/viewer/2022070300/5414de6e8d7f72486c8b4729/html5/thumbnails/39.jpg)
[email protected], @djaa_dja