kanban cadences and information flow€¦ · scaling principles 1. scale out in a service-oriented...

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KanbanCadencesandInformationFlow


Kanbanisawaytoorganizeandmanagework


HowdoesKanbanwork?Observethecurrentsituationincludingperformanceandservicedeliveryexpectations

Identifyrisksandpainpointsandimprovementopportunities

Applytechniquestoadjusthowwemanagedemandandcapabilitytomeetexpectationsofourcustomers

Measuretoseetheresult

TechniquestoapplyincludeWIPlimitsClassofserviceCapacityallocationDecoupledcommitmentReversiblecommitmentSystemLiquidityFlowEfficiencyBottleneckmanagementDependencymanagementVariabilitytypemanagementmore++


ESPManagementSystem

Acompletemanagementsystemforimprovingcommunication,collaboration,anddecisionmakingacrossanorganization.

ESPgivestheorganizationawaytorespondfasterwithgreaterbusinessagility.

ESPcoordinatesstrategicinitiativeswithcurrentcapabilitytodeliver


ElementsofEnterpriseServicesPlanning

KanbanFeedbackLoops:CadencesProbabilisticForecastingRiskManagementShapeDemandandImproveCapability


WhataretheactivitiesofESPCadencesInformationFlow?

Takedataandotherinputcollectedfromeachkanbansystem

Observesignalsthatadjustmenttothesystemisneeded▪ Youaren’tdeliveringworkwhenyoupromisedit▪ Yourcustomerhassomenewdissatisfactionornewrequest

Or,considercurrentstatusanddecidehowtomoveforward▪ Whatworkisreadytobedelivered?Whatshouldbepullednext?▪ Howcanwecopewithanewcompetingproduct?

Discussanddecideonactions▪ Policychanges▪ Applytechniquestoshapedemandormodifycapacity▪ etc

Communicatedecisions


TreateachserviceseparatelyDe

mand

ObservedCapability

Dema

nd

Dema

nd

ObservedCapability

ObservedCapability


ESPFeedbackLoops

MechanismtoConsiderexistingoutcomes

Comparethemtodesiredoutcomes

Isourcurrentservicedelivery“fitforpurpose”intheeyesofourcustomers?Isourcurrentcapabilitydrivingourstrategicgoalsasabusiness?


ScalingPrinciples

1. Scaleoutinaservice-orientedfashiononeserviceatatime2. DesigneachkanbansystemfromfirstprinciplesusingSTATIK,donot

attempttodesignagrandsolutionatenterprisescale

3. UsetheKanbanCadencesasthemanagementsystemthatenablesbalance,leadingtobetterenterpriseservicesdelivery.


Strategy Review

Risk Review

Monthly

Service Delivery Review

Bi-WeeklyQuarterly

Kanban Meeting

Daily

Operations Review

Monthly

Replenishment/ Commitment

MeetingWeekly

Delivery Planning Meeting

Perdeliverycadence

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KanbanCadencesDoing things better

Focus on Service Delivery

Doing the right

things

Getting things done!


Strategy Review

Risk Review

Monthly

Service Delivery Review

Bi-WeeklyQuarterly

Kanban Meeting

Daily

Operations Review

Monthly

Replenishment/ Commitment

MeetingWeekly

Delivery Planning Meeting

Perdeliverycadence

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KanbanCadences

Focus on Service DeliveryService Delivery Set

Improvement/Evolutionary Set


FlowofInformationandChange

Flowofchanges• ActionsandDecisionsmadeatonemeetingthatwillhaveadirecteffectondatareviewed,capabilityobservedanddiscussionsheldinothermeetings.

changeinfo

Flowofinformation• Informationdeliveredfromonefeedbackmechanismtoanother.Theinformationisconsideredforpossibledecisions.


KanbanRolesAreEmergingReady

for Engin- eering

F

H

I

Comm-itted

D

4 Ongoing

Development

Done3

JK

12

Testing

Verification3

L

Commitment point

4 -

Requi- rements Analysis

2412 -

Risk Analysis

4824-

Pool of

Ideas∞

Service Delivery ManagerService Request Manager

Discarded

OReject

P Q

Marshals Options Manages Flow

Done


The7KanbanCadences


Thefollowingmeetingdescriptionsarejusttypicalconfigurations!

Youshouldadjustfrequencycadence,duration,attendeesbasedonyourorganization’sneeds.Youarelikelytoadjustthemovertime.

Caution!


GettingThingsDone: TheServiceDeliveryMeetings


ReplenishmentMeeting



Purpose:Todecidewhattoselectfromthepoolofoptions,committonext,andtoreplenishtheinputbufferfortheKanbansystemCadence:WeeklyDuration:20to30minutesParticipants:Theservicedeliverymanagerorthepersonresponsibleforfacilitatingthedeliveryplanningmeeting;togetherwithservicedeliverypersonnelwhocanassesstechnicalanddependencyriskandadviseonscheduling,sequencingandbatchingofitemsInputs:ObservationsfromKanbanMeetingsandServiceDeliveryReviewsmayresultinchangestobehavioratReplenishmentMeetings.DecisionsfromStrategyReviewsuchaspolicychangesandportfoliochanges.Outputs:DecisionsregardingwhattopullnextplussystemchangessenttotheDailyKanbanMeeting



Activities/DiscussionWhat’snewsincethelastmeeting?Inspectanysubmissionstothepoolofoptions/ideas,orthe“readyfordelivery”bufferEnsurethatitemsthatareavailableforselectionarecorrectlyclassifiedforriskandrequestedclassesofserviceareappropriate.CorrectanymistakesHowmanykanbanslotsareavailableandofwhattype/class?Whatkanbansignalsdowehave?Filtertheavailablepoolofoptionsbytype,class,schedulewindowtogainaninitiallistofcandidatesforselectionAskstakeholderstoselectashortlistofcandidatesbasedoninitialfilteringGiventheanticipatedleadtime,isitpossibletoformaconsensusonthemostimportantitemsforselection?If,notarrangetovoteforselection


ReplenishmentMeetingExample

ObservationsfromKanbanMeetingsandServiceDeliveryReviewsmayresultinchangestobehavioratReplenishmentMeetings.

Forexample,ahighdiscardrateresultinginworkitemsbeingmovedtothe“trashcan”hasbeenshowntochangestakeholderbehaviorandresultinatighteningofthe“definitionofready”usedtoassertthataworkitemisavailableforselectionattheReplenishmentMeeting.


[Daily]KanbanMeeting


KanbanMeeting

Purpose:Toobserveandtrackthestatusofthework(nottheworkers).Toobservetheflowofwork.Cadence:DailyDuration:10-20minutesParticipants:Theimmediateservicegrouporteamdoingthework(4-50people).FacilitatedbyServiceDeliveryManagerInputs:DecisionsfromReplenishmentMeetingandfromDeliveryPlanningMeeting.DecisionsandnewinitiativesfromStrategyReview.Outputs:ProgressreportedtoDeliveryPlanningMeetingandtoServiceDeliveryReview


KanbanMeeting

Activities:Boardwillshowthestateofworkandwhetheritisactivelybeingworkedon,isqueuingorisblockedorwaitingforsomeotherreason.TheServiceDeliveryManagerwill“walktheboard”iteratingacrosstheticketsfromright(mostclosetocompletion)toleft(mostrecentlystarted).TheSDManagermaysolicitastatusupdateonaticketorsimplyaskifthereisanyadditionalinformationthatisnotontheboardandmaynotbeknowntotheteam.Attentionisgiventoitemsblockedordelayed.Theteamwilldiscussbrieflywhoisworkinganissueandwhenitwillberesolved.Therewillalsobeacallforanyotherblockingissuesthatarenotontheboardandforanyonewhoneedshelptospeakup.


KanbanMeeting

Morematureteamsmayonlydiscussblockeditems,andnotdiscusseveryticketontheboard.TheServiceDeliveryManagermusttakeresponsibilityforresolutionofblockingissues.Theywillaskwhoisassignedtoresolveitandwhenwillitberesolved.Clearlydefinedescalationpathsandpoliciesareimportantforunresolvedissues.

AfterMeeting:TheparticipantsspontaneouslymeetaroundanissueorproblemobservedduringtheKanbanMeeting.Theirgoalistodiscussitandseekresolution.HappensimmediatelyaftertheDailyKanbanMeeting.


DeliveryPlanningMeeting



Purpose:Toplandownstreamdeliveryandformadeliverymanifest.Cadence:Varies,basedondeliverycadenceDuration:1-2hoursParticipants:FacilitatedbythepersonplayingtheroleofServiceDeliveryManager.Anyotherinterestedpartiesshouldbeinvitedincludingthosewhoreceiveandacceptthedelivery,andanyoneinvolvedinthelogisticsofmakingadelivery.Specialistsarepresentfortheirtechnicalknowledgeandrisk-assessmentcapabilities.Managersarepresentsothatdecisionscanbemade.Inputs:InformationfromDailyKanbanMeetingonwhichitemsarepotentiallyavailabletodeliver.RiskconsiderationsfromRiskReviewwhichmightaffectdeliverydecisions.Outputs:Decisionsonwhichitemstodeliver,communicatedtoDailyKanbanMeeting.InformationonissueswithdeliverysenttoRiskReview.



Discussion(Kata)Whichitemsinthesystemare(orwillbe)readyforrelease?Whatisrequiredtoactuallyreleaseeachitemtoproduction?Whattestingwillberequiredpost-releasetovalidatetheintegrityofproductionsystems?Whatrisksareinvolved?Howaretheserisksbeingmitigated?Whatcontingencyplansarerequired?Whoneedstobeinvolvedinthereleaseandpresentduringthepushtoproduction(orotherdeliverymechanism)?Howlongwillthereleasetake?Whatotherlogisticswillbeinvolved?


TestReady

FNK

M

L J

F

Forecastticketscompletedfordelivery

HE

C

A

IG

D

Discarded

I

IdeasDev

Ready5

Ongoing

Development Testing

Done3 35

UATDelivery Ready

∞ ∞

100% confidence

70+% confidence


TestReady

FNK

M

L J

F

Boostclassofserviceonmarginaltickets toensuredelivery

HE

C

A

G

D

Discarded

I

IdeasDev

Ready5

Ongoing

Development Testing

Done3 35

UATDelivery Ready

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100% confidence

Fixed date CoS provides 100% confidence

I


DeliveryPlanningDailyKanbanMeeting

Ask“whichitems[fromtheKanbanboard]dowebelievewillbecompletedintimefordeliveryon[deliverydate]?”ThiscanbedoneusingMonteCarlosimulationbuiltintohighqualityKanbansoftwaretools,oritcanbedoneinamorequalitativemannerbyaskingteammembershowthingsareflowing.Inthissituation,allitemscommittedfordeliveryatDeliveryPlanningeffectivelybecomefixeddeliverydateclassofserviceitems.Ideallythisshouldbemadeexplicitandvisualizedappropriately.Asaconsequencethequeuingdisciplineonthekanbanboardisaffected.Whatandhowworkersatthekanbanboardchoosepullitemswillbechangedforatemporaryperioduntilthedeliveryismadefromthesystemtothecustomer(s).


DoingtheRightThingsandDoingThingsRight:TheImprovementSet


StrategyReview


StrategyReview

Purpose:AreweinthebusinesswewanttobeinANDdowehavethecapabilitytobeinthatbusiness?Areourgoalsachievable?Cadence:QuarterlyDuration:½dayParticipants:Customer-facingstaff;seniorleaders;productandportfoliomanagersInput:CurrentcapabilityinformationfromServiceDeliveryReviewandOpsReview.AlsoinformedbyinputfromReplenishmentmeetings,mostlikelyrelatedtobusinessrisk,capacityallocationordemandshapingpolicy.Inputfromcustomer-facingstaff.Output:NewinformationanddecisionsbroughtintoOperationsReviewandServiceDeliveryReviewwith“fitnessforpurpose”informationandKPIs(KeyPerformanceIndicatormetrics).


StrategyReview,example

Example1Existingstrategypursuesseasonal,short-shelflifeopportunitieswithfixeddeliverydates.Currentcapability:leadtimesaretoolongandhighlyunpredictable.Asaresult,manyopportunitiesaremissedpartiallyorcompletely.

Decisionmaybemadetoreadjusttheallocationoftheportfolioformoremediumandlong-termopportunitiesbettersuitedtocurrentcapability.

Example2Customer-facingstaffreportsonreasonswhycustomersorderfromus.Clusterthenarrativesandcomparewithexistingmarketsegmentation.Makeadjustmentsifnewcustomersegmentshaveappeared.


ServiceDeliveryReview



Purpose:Lookatwhetherwearedeliveringaccordingtocustomerexpectations.Looksatasinglekanbanboard.

• Comparecurrentcapabilitiesagainstfitnesscriteriametricsandseektobalancedemandagainstcapabilityandhedgeriskappropriately.

Cadence:TwiceamonthDuration:½hour

Participants:ConductedbytheServiceDeliveryManager(SDM)oftenincludesServiceRequestManager,customersandotherexternalstakeholderstogetherwithrepresentativesofthedeliveryteam

Inputs:ProgressanddatafromDailyKanbanMeeting;DecisionsfromOperationsReview.ActionsfromRiskReview.Outputs:FindingsreportedatOperationsReview.



ActivityAfocuseddiscussionaboutsystemcapabilityReviewagainstfitnesscriteriametrics,e.g.currentcapabilityversusleadtimeSLAwith60day,85%on-timetargetDiscussshortfallsagainst(customer)expectations.Analyzeforassignable/specialcauseversuschance/commoncauseDiscussoptionsforriskmitigation&reductionorsystemdesignchangestoimproveobservedcapabilityagainstexpectationsWhatservicesdowecurrentlyprovide?Whichservicerequests/workitemstypesdoweaccept?Whataretheservicelevelexpectationsofeachworkitemtype?



DiscussionWhatisourcurrentcapabilitytodeliveryeachtype?LeadtimedistributionDeliveryRateSystemLiquidityLevelTransactionvolume,volatility,immediacyFlowefficiencyQualityDelayRisk(fromblocker)aslikelihoodandimpactServicelevelexpectation,duedateperformanceQuestionsrelatingtoprocessimprovementWhathaveyourteamachievedsincelastmeeting?Whatdoyouneedhelpwithfromacolleague?Whatdoyouneedhelpwithfromthesupervisororservicedeliverymanager?Doesitneedescalated?


ServiceDeliveryReview,example

DiscoveryfromServiceDeliveryReview

IttherewerealotofFixedDateitemsbutalongtailinleadtimedistributionthenthecustomermightchoosetoschedulethefixeddateitemsearlierortoreducethequantityofFixedDateitemsbychangingtheirstrategy.


OperationsReview


OperationsReview

Purpose:“SystemsofSystems”levelreview.Disciplinedreviewofdemandandcapabilityforeachkanbansystemwithaparticularfocusondependenciesanddependenteffects.Cadence:MonthlyDuration:2hoursParticipants:ServiceDeliveryManagerandServiceRequestManagerforeachkanbansystem.Seniormanagement.Seniorbusinessownersorcustomerrepresentatives.Downstreammid-levelmanagers.Functionalmanagersandseniorindividualcontributorsrepresentingeachkanbansystem.ProductMgr,PortfolioMgr,ProjectMgr.


Inputs:SummaryfindingsfromServiceDeliveryReviewsforallkanbansystemsinthenetwork.BusinessperformanceinformationfromStrategyReviewsuchasfinancialreports,customersatisfactionsurveys.OngoingimprovementinitiativesfromRiskReviewaboutsystem-widechanges.Outputs:Alistofimprovementsuggestions/actions/decisionsorrequiredchangestostrategywithdesignatedownerssenttoServiceDeliveryReviewandtoStrategyReview.Dependentimpactontailriskforaleadtimedistribution,toRiskReview,toinformprioritizingrisksforreductionmitigationorcontingencyplanning.

OperationsReview


OperationsReview

Activity/DiscussionLookatperformance,capability,anddependenciesbetweenmultiplekanbansystemsDependenciesunderstood.InterdependenteffectsexposedKaizeneventssuggestedbyattendeesImprovementopportunitiesassignedtomanagersaslastagendaitem


RiskReview


RiskReview

Purpose:Lookatproblemsthatputourdeliverycapabilityatrisk.

Cadence:MonthlyDuration:1-2hoursParticipants:FacilitatedbyaServiceDeliveryManageroraKanbancoach;Anyonewithinformationorexperienceofrecentblockers.Servicedeliverymanagers.Projectandprogrammanagers.Customer-facingmanagersareoptional.Mighthavemanagersfromdependentservices.


Inputs:IssuesfromanetworkofkanbansystemsfromOpsReviewandindividualkanbansystemsfromServiceDeliveryReview.DecisionsfromDeliveryPlanningMeeting.

Outputs:InformationfromRiskReviewmayinformDeliveryPlanningasitmaynotbewisetoassertanitemwillbereadyfordeliveryandmakeacommitmentifthereisatailriskthatcannotreadilybemanagedandeffectivelyavoidedforaspecificworkitem.

ActionsdecidedatRiskReview,specificallyriskreduction,mitigationorcontingencyplans,mayenablechangesinservicedeliveryandkanbansystemdesignandhencechangerequestsflowfromRiskReviewtoServiceDeliveryReviewandOperationsReview.

RiskReview


RiskReview

ActivitiesClusterblockerticketsfromthelastmonthClusterblockersbasedonthestoriesbehindthedelayEachclusterrepresentsariskAnalyzelikelihood&impactIdentifytherisksmostimpactingthetailoftheleadtimedistributionandfocusonthoseReviewriskmanagementpoliciesIdentifyLikelihood&ImpactRootCauseAnalysis


RiskReviewexample

Wemayneedtounderstandwherethetailofaleadtimedistributionmostdirectlyaffectsafailuretosatisfycustomersandpoorperformanceagainstservicelevelexpectations.

Actionsthattrimthetailofaleadtimedistributionwillhavetheeffectofreducingaverageleadtimeandshiftingittotheleftonthedistributioncurve.Asaconsequenceofthis,itmaybepossibletochangecapacityallocationforagiventypeofwork,oralterthecapacityallocationforaspecificclassofservice.


RiskReview

DiscussionHowmuchriskdowewanttotake?Dowehavethecorrectriskassessmentframework?Haveweidentifiedtherightriskdimensions?Areourassessmenttaxonomiesforriskdimensionsprovidinguswithactionableinformation?Dotheyneedmodified?Whichrisksdowewanttohedge?Howshouldweallocateourportfolioorproductmixacrossthoserisks?Inwhichpercentagesforeachcategory?


RiskReview,continued

Reviewclassesofservice▪ Aretheystillappropriate?Aretheybeingused?Haveanyexceptions

beenmade?Isthereanewpattern?Needforanewclassofservice?Reviewblockers▪ Prioritizemitigation&reductionactionsbasedonblockercluster

analysis▪ Reviewriskhedgingpolicies▪ Considerwhetherrecentlyobserveddemandfitswithhistoricpatterns

andcapacityallocationisstillappropriateReviewdemandshapingpolicies▪ Shouldweadjustpoliciesthatbifurcatedemandondependentor

sharedservices?


TypesofblockeditemsBlockedwithanissueinternaltooursystem(andwithinourpoliticalcontrol)Blockedduetoanissueoutsideoursystembutwithinourfirm(requirescollaborationandpossiblypoliticalcapitaltoresolve)Blockedduetoanissueexternaltoourfirm,typicallywithavendor,regulator,customer,orperhapsapoliticalissuesuchasaforthcomingelection

RiskReview,continued


WhatdoyoudowiththeinsightsfromKanbanCadences?


Painpointidentified:Doyouknowwhattodo?

MissingdeadlinesPoorpredictability–can’tsaywhenworkwillbefinishedOverburdened,toobusyDealingwithdependenciesShiftingprioritiesQualityissuesCustomerdissatisfaction…


Doyouknowtechniquestoimprove?

LeadtimedistributionimprovementFlowefficiencyimprovementRiskprofilingforportfoliosSystemandstaffliquidityWIPlimitsClassofServiceCapacityallocationOptionsmanagementKanbansystemsvolatilityRisktypes;variabilitytypesForecastingwithutilitygraphfunctions…


EnterpriseServicesPlanningExecutiveSummitesp.leankanban.com


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KanbanLeadershipRetreat conf.leankanban.com/retreat


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kanban cadences and information flow€¦ · scaling principles 1. scale out in a service-oriented...

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