L E A N K A N B A N F R A N C E 2 0 1 53 N O V 2 0 1 5

How To Start My KanbanHuman Relations Over Processes And Tools

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People don’t have propensity to LAZINESS. People have propensity for HARD WORK. It just needs to be WORK THAT MATTERS TO THEM

Jane McGonigal, Reality is Broken

Kanban+ see the whole 1

F R O M T H E C L A S S

4Page § 97

Class Expedite

Make Expedite class visible on the board

Backlog Analysis Development Done Test

Standard

Doing Doing Doing Done Done Done

Defect

Expedite

Fixed date Expedite

F R O M T H E C L A S S

5Page § 38

Kanban Rules

v  Visualize the workflow

v  Split the work into pieces, write each item on a card and put on the wall.

v  Use named columns to illustrate where each item is in the workflow. v  Limit Work In Progress (WIP) – assign explicit limits to how many

items may be in progress at each workflow state.

v  Measure the lead time (average time to complete one item, sometimes called “cycle time”), optimize the process to make lead time as small and predictable as possible.

F R O M T H E C L A S S

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Page § 74

Managing and measuring Flow

Cycle Time

Due Date Performance

Throughput

Cumulative Flow Diagram

Flow Efficiency

Issues and Blocked Work Items

Failure Load

0 50

100 150 200 250

Releas

e 1

Releas

e 2

Releas

e 3

Releas

e 4

Failure Load

Number of total defects

Escaped Defects

How Sexy Is That?7

How Motivating?8

Are You Doing That To Your Teams?

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Really?10

I Guess You Missed Something

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12C R E D I T S : H T T P : / / W W W. K R I V I T S K Y. C O M / 2 0 1 1 / 1 0 / O F F S H O R E - O U T S O U R C I N G - A N D - A G I L E . H T M L

Agile is not just a methodology or process, it’s a mindset, a culture and working coaching and management approach supported by techniques and tools.

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Human Relations over processes and tools

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Let’s Make The Assumption That You Will Use This Tool To Visualise The Whole…And Get Engagement And Interaction

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Let’s Start In A Mash Retrospective

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W H AT M A D E S Y O U M A D D U R I N G Y O U R W O R K ?

W H AT M A K E S Y O U S A D ? W H AT M A K E S Y O U H A P P Y ?

O N W H AT A R E Y O U A F R A I D ?

Ask To Individuals On What They Are Working On (No Laptop Permitted)

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E V E RY S I N G L E TA S K S Y O U A R E W O R K I N G O N

L I S T

then ask them to consolidate all the different types of work in a common stream

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When You Are Aligned, Then Start To Improve It

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Kanban+ improve 2

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B U S I N E S S A S U S U A L

D E M A N D

O U T C O M E

PR

OC

ES

S

R O O T S

F R U I T SSink&Cherrytree

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D E M A N D

O U T C O M E

PR

OC

ES

S

This Is The Work Stream

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Manage the Tap

In Scrum, it’s PO’s job!

D E M A N D

O U T C O M E

PR

OC

ES

S

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Manage the Sink

In Scrum, it’s Scrum Master’s job!

D E M A N D

O U T C O M E

PR

OC

ES

S

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what if your organisation is

looking like this?

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or like this?

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Is this a help?

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capacity

output

input

demand m

anagement

In Agile, we use LEAN techniques to understand the demand workflow. The demand flow is a simple process: demand meets capacity and, according to the capacity, demand can be treated more or less swiftly.

Agile Demand Management

Phase 1focus on the output • delivering each time helps you to focus on what

matters and enables discussion between the stakeholders

• delivering drives fear out!

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Phase 2focus on input • managed by a single person to insure

permanent flow • empowers PO’s position • strong stakeholder’s engagement

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Phase 3focus on the sink, on the capacity

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then limit the WIP

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In all situations, no one sees the deposit to the bottom of the sink

deposit

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phase 2 will trouble water

trouble water

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Agile coaches and scrum masters focus to "toss" the container in the sink (the work and team members) during the retrospective with the aim to liquefying the deposit as soon as possible.

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prioritise, sort

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B U S I N E S S A S U S U A L

R O O T S

F R U I T SHow To Prioritise?

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What’s work?There are 3 types of generally accepted work: • those that produce value (fruits) • those used to produce value (roots) • and routine (transactional) aka « business-as-

usual »

Fruits are the expected outcome of planting: turnover, benefits, etc ...

"Roots" are the feed channels for the existence and growth of fruits.

Anything that is neither "fruit" nor "roots" are called Business-as-usual (BAU). The BAU is time consuming and can not be totally eliminated. But it can be controlled by treatment.

B U S I N E S S A S U S U A L

R O O T S

F R U I T S

• Lean explains that you have to optimise the flow i.e. reducing the BAU, optimise the « roots » so that each harvest produce the same « fruits ».

• Agile is more pragmatic. We consider that BAU cannot be eliminated but should be under control.

• Scrum explains that you have to focus on business value i.e. increasing fruits harvesting.

• Agile also explains that both development and production proceed in a sustainable pace.

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Too Frequently Observed Aberrations

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Usually performance indicators are on « BAU »: • the process is defined until the end-of-times • each input produces almost the same output

(defined process)Working hypothesis have never been validated nor experienced. They are mostly driven by annual budget. Here the organisation is disconnected from reality and objective is to reinforce functional silos (keeping the organisation performance at the lowest level).

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Important are the results (fruits) • short term thinking

Too Frequently Observed Aberrations

Then You Are Ready To Design Your Board

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… And Improved It… Again And Again

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Until One Day, When The Team Has Found Its Particular Work Process. Then You Can Start To Make It Fancy.

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Some Examples54

Conclusion56

Kanban Is Helping To Make The Work Transparent

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Very Last Words

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P R O D U C T I V I T Y E F F I C I E N C E E F F E C T I V E N E S S

P R O D U C T I V I T Y:

Y O U D O A L O T O F W O R K , B U T I S I T T H E G O O D W O R K ?

E F F I C I E N C E :

Y O U D O Y O U R W O R K E A S I LY, B U T D I D I T R E A C H T H E

M A X I M U M I M PA C T ?

E F F E C T I V E N E S S :

Y O U D O T H E R I G H T W O R K AT T H E R I G H T T I M E . I S T H E P R O C E S S R E P E ATA B L E ?

A G I L E

C R E D I T S : J . B E N S O N

60P I E R R E E . N E I S | L U X E M B O U R G | B E I R U T | G E N E VA | B R U S S E L S | L O N D O N P I E R R E @ W E C O M PA N Y. M E @ E L P E D R O M A J O R

How to Start my Kanban

Agile by Nature

W E & C O A G I L E 4 H R # P L AY 1 4 U P WA R D C O N S .