inside lean kanban …the humane, start with what you do now approach to change mike burrows...
TRANSCRIPT
![Page 1: Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com](https://reader034.vdocuments.site/reader034/viewer/2022051517/56649cec5503460f949b8ce5/html5/thumbnails/1.jpg)
Inside Lean Kanban…the humane,
start with what you do nowapproach to change
Mike Burrows@asplake@[email protected]
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Understanding
Agreement
Respect
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Understanding FP1: Start with what you do now
AgreementF
P2: Agree to pursue evolutionary change
Respect FP3: Initially, respect current processes, roles, responsibilities and job titles
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Transparency
Transparency
Transparency
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CP1: VisualizeTransparency
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CP4: Make policies explicit
~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~
~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~
Transparency
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CP5: Implement feedback loops Transparency
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Transparency CP1: Visualize
Transparency CP4: Make policies explicit
Transparency CP5: Implement feedback loops
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CP3 (expanded): Manage flow,
seeking smoothness, timeliness, and good economic outcomes,
anticipating customer needs
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CP3 (expanded): Manage flow,
Flows
eeking smoothness, timeliness, and good economic outcomes,
anticipating customer needs
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CP3 (expanded): Manage flow,
Flows
eeking smoothness, timeliness, and good economic outcomes,
Customer focus anticipating customer needs
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Keep removing impediments to continuous delivery
Allocate across competing objectives
Validate relentlessly
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Keep removing impediments to continuous delivery
From deployable to delivered
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Keep removing impediments to continuous delivery
From tested to delivered
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Keep removing impediments to continuous delivery
From being tested to delivered
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Keep removing impediments to continuous delivery
From built to delivered
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Keep removing impediments to continuous delivery
From being built to Delivered
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Keep removing impediments to continuous delivery
From idea to delivered
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Allocate across competing objectives
Product: the next big thing
Product: iterate
People, Process Platform
Discovery Elaboration Build/Deliver
?
?
?
? ?
? ?
? ?
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Allocate across competing objectives
Product: the next big thing
Product: iterate
People, Process Platform
Discovery Elaboration Build/Deliver
?
?
?
? ?
? ?
? ?
☺ ☺ ☹
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Validate relentlessly
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Validate relentlessly
feedback, iteration
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Validate relentlessly
hypothesis
(in)validated
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Keep removing impediments to continuous delivery
Allocate across competing objectives
Validate relentlessly
![Page 27: Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com](https://reader034.vdocuments.site/reader034/viewer/2022051517/56649cec5503460f949b8ce5/html5/thumbnails/27.jpg)
Flow Keep removing impediments to continuous delivery
Allocate across competing objectives
Validate relentlessly
![Page 28: Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com](https://reader034.vdocuments.site/reader034/viewer/2022051517/56649cec5503460f949b8ce5/html5/thumbnails/28.jpg)
Flow Keep removing impediments to continuous delivery
Balance Allocate across competing objectives
Validate relentlessly
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Flow Keep removing impediments to continuous delivery
Balance Allocate across competing objectives
Customer focus Validate relentlessly
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Finer-grained objects
Disintermediation
Distributed cognition
Three heuristicsDave Snowden (@snowded)
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Finer-grained objects
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Finer-grained objects
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Disintermediation
Engineer Engineer
LineManager
Engineer Customer
RelationshipManager
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Disintermediation
Engineer Engineer
LineManager
Engineer Customer
RelationshipManager
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Distributed cognition
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Distributed cognition
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Distributed cognition
With
in
Across
With
in
Across
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Distributed cognition
With
in
Across
With
in
Across
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Finer-grained objects
Disintermediation
Distributed cognition
Three heuristicsDave Snowden (@snowded)
![Page 40: Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com](https://reader034.vdocuments.site/reader034/viewer/2022051517/56649cec5503460f949b8ce5/html5/thumbnails/40.jpg)
FlowFiner-grained objects
Disintermediation
Distributed cognition
Balance
Three heuristicsDave Snowden (@snowded)
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FlowFiner-grained objects
Disintermediation
Distributed cognition
Balance
Collaboration
Customer focus
Three heuristicsDave Snowden (@snowded)
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FlowFiner-grained objects
Disintermediation
Distributed cognition
Balance
Collaboration
Customer focus
Transparency
Leadership
Three heuristicsDave Snowden (@snowded)
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I. Kanban through its Values
II. Models
III. Implementation (STATIK)
@KanbanInside
✔
✔
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Operate kanban systems
Increase understanding
Pull change through the system
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STATIK
0. Understand the purpose of the system
1. Understand sources of dissatisfaction
2. Analyze demand and capability
3. Model the knowledge discovery process
4. Discover classes of service
5. Design kanban systems
6. Roll out
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Reverse STATIK
0. Understand the purpose of the system
1. Understand sources of dissatisfaction
2. Analyze demand and capability
3. Model the knowledge discovery process
4. Discover classes of service
5. Design kanban systems
6. Roll out
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5. Kanban systems
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5. Kanban systems
Visualization
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5. Kanban systems
Policies
~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~
~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~
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5. Kanban systems
4
Limits on work-in-progress (WIP)
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5. Kanban systems
Commitment points
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5. Kanban systems
Feedback loops
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4. Classes of service
5. Kanban systems
Review:
• The visibility of work items and where they sit
• Policies
• WIP limits and other controls on WIP
• Commitment points
• Feedback loops
6. Roll out
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4. Classes of service
Managing to different kinds of expectations
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4. Classes of service
Managing to different kinds of expectations
Fixed Date
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4. Classes of service
Managing to different kinds of expectations
Expedited Fixed Date
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4. Classes of service
Managing to different kinds of expectations
Expedited Intangible Fixed Date
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4. Classes of service
Managing to different kinds of expectations
Expedited IntangibleStandard Fixed Date
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3. Knowledge discovery process
4. Classes of service
• Recognise different kinds of customer expectation
• Organise: qualitative categories before any quantitative ranking
• Make explicit both internally and externally
• Select (prioritise) and risk-manage items accordingly
6. Kanban systems
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3. Knowledge discovery process
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3. Knowledge discovery process
hypothesis
(in)validated
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2. Demand & capability
3. Knowledge discovery process
• Understand what kind of knowledge is acquired at each stage of the process and aim to acquire it quickly
• Implement through customer validation, customer collaboration, policies, allocations
4. Classes of service
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2. Demand & capability
3. Knowledge discovery process
• Keep testing your understanding; validate relentlessly!
• Encourage the shift:
– away from taking orders & satisfying requirements
– towards building the capability to anticipate, explore & meet needs at the right time
4. Classes of service
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2. Demand & capability
Demand
• How work arrives
• How frequently
• From whom
• Of what types
• In what sizes
• etc
Capability
• How work leaves
• Batches
• Lead time(s), delivery rate
• Predictability
• Flow efficiency
• etc
Are these in balance?
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2. Demand & capability
Demand
• Weekly calls with business managers
• Ad-hoc meetings with user reps
• Mostly business-driven work; some market-driven, regulatory and infrastructure change
• Typically 2-10 days development work per item
Capability
• Releases every 6 weeks
• But ~18 week lead time
• Flow efficiency percentage in single digits
• (5 days in 18 weeks is 4%)
Outline example
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1. Sources of dissatisfaction
2. Demand & capability
• Attend to both sides of this equation
• Internal and external perspectives
• Expect changes at the boundaries to impact system design, and vice-versa
3. Knowledge discovery process
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1. Sources of dissatisfaction
Internal
External
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1. Sources of dissatisfaction
Internal(self awareness)
External(empathy)
Source: Markus Andrezak @markusandrezak #lascot14
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0. Purpose
1. Sources of dissatisfaction
• Two perspectives (at least!)
• Assumes a system scope and a boundary
– Both of these are potential sources of dissatisfaction in their own right
• Sources are much easier to identify & address when there is already some transparency
2. Demand & capability
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0. Purpose
What Who WHY
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Reverse STATIK
0. Understand the purpose of the system
1. Understand sources of dissatisfaction
2. Analyze demand and capability
3. Model the knowledge discovery process
4. Discover classes of service
5. Design kanban systems
6. Roll out
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Sustained, purposeful change with Kanban
3. Model the knowledge discovery process
4. Discover classes of service
5. Design kanban systems
6. Roll out
1. Understand sources of dissatisfaction
2. Analyze demand and capability
0. Understand the purpose of the system Understanding
Agreement Resp
ect
Customerfocus
Transparency
Balance Flow
Collaboration
Leadership
![Page 73: Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com](https://reader034.vdocuments.site/reader034/viewer/2022051517/56649cec5503460f949b8ce5/html5/thumbnails/73.jpg)
Operate kanban systems
Increase understanding
Pull change through the system
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Inside Lean Kanban…the humane,
start with what you do nowapproach to change
Mike Burrows@asplake@[email protected]