lkce16 - getting to pull at enterprise scale by david j. anderson
TRANSCRIPT
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Copyright Lean Kanban Inc. Email:[email protected] Twi4er:@LKI_dja
TrueBusinessAgilityGe0ngto“pull”atenterprisescale
Presenter David J. Anderson
Lean Kanban Central
Europe Hamburg, Germany
November 2016
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Acceptance
11yearslaternooneisarguingthatKanbanisn’tappropriateinprofessionalservicesworkCompanieseverywhere,largeandsmall,aresimplydoingit!
So,it’sFmetodeclarevictory!We’vewontheargumentthatKanbanisagoodidea!
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China
3Chinesecompanieshave“verylargescale”KanbanimplementaFons§ Huawei–Telecoms&electronics–5000+people§ PingAn–Insurance&banking–5000+people§ CMB–Banking–3000+people
MeanwhileinEurope…§ LargescalehasbeenseenatEricsson,Skania,Siemens,Rolls-Royce,BBVA,Odigeo(eDreams,Opodo)andothers
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ReturnonInvestment
ImplementaFonsatHuawei,PingAn&CMBhaveeachcostaroundtheequivalentof3fullFmeemployeessalariesHuaweiareseeingimprovementsinproducFvityintherangeof10-50%withanaverageof25%acrossmorethan10productunitsImprovementsatHuaweiaretheequivalentof1250engineerstheydidn’tneedtohireReturnoninvestmentis300->400:1or>30,000%
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Don’tmissit!
AdamWuat17h20“PingAnChinaInsurance&Services”CaseStudyKanbanacross5000peopleWhatdiditcost?Whathasitmeantforcompanyperformance,enterpriseagilityandrobustnesstodisrupFvefintech?§ ParFcularlyreleasefrequencyofmobilefinancialapplicaFons
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NoHarm!
WhiletherehavebeenfailedKanbanimplementaFons,therearenostoriesofKanbandoingharmtoorganizaFonsUnlikesomeAgilemethodsandothermanagementfadssuchasholacracy,therearenostoriesofKanbancausing20%-40%staffturnoverorinflicFngbrutalandcruelchangeTherehasbeentribal,emoFonalpushbackinorganizaFonswhereAgileisareligion
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Butwait,it’snotKanban!
TheproblemwiththisubiquitousandvirtuousadopFonofKanbanisthatitisn’treallyKanbanatall!
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KanbanatMicrosoW2005
VirtualKanban“pull”system–Novisualboards!230%producFvityimprovement91%reducFoninaverageleadFmeOn-Fmeperformanceupfrom0%to98%Timeframe–15monthsCost–almostnothing,nocoachingfees,notraining,noconsultants,2permanentteammembersaddedmid-transformaFontakingproducFvityfrom150%improvementto230%improvement
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KanbanatHewle4-Packard2006
VirtualKanban“pull”system–novisualboards!700%producFvityimprovement!LeadFmeonnewgeneraFonoflaserprinterfirmwaredroppedfrom21monthsto3.5months4.5dayworkingweekTimeframe–lessthan1yearCost–almostnothing–nocoaches,notraining,noconsultants
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Proto-Kanbanrepresentsminorleaguevictory
WhatisbeingimplementedatlargescaleallovertheworldisvisualizaFonandperperson,orperteamWIPlimitsEnterprisesarestrugglingtoimplementend-to-end“pull”atanysignificantscale!
WHY?
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TeamKanban
Backlog
F
H
E
C A
G
D
Next Done
3
In-progress
3 ∞ ∞
GY
PB
DE
I
J Avatar for each team member Still at a single team
level but maturing to focus on managing work and less on
managing workers
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O
P
R
N
M
L
J
PerPersonWIPLimit
Done
F
H E
C
A
I
Pending
G
D
GY
PB DE
MN
AB
Dev/Build/ Test/Deploy
Dev Ready
GY
GY
PB
PB
MN
MN
DE
DE
AB AB
K
Bench
Specify
B
∞ ∞ ∞
Unbounded Queue
Delayed WIP
At this level, we are focused on managing work and enabling people to self-
organize around it but we aren’t limiting WIP in the
system as a whole. Hence, service delivery will not be
predictable
Moving beyond a single team to a service delivery
workflow
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AggregatedTeamKanban
Done
Pool of
Ideas
F
H E
C A
I
Next
Deploy-ment
Ready
G
D
GY PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
Team 1 Kanban
∞ ∞
Team 2 Kanban
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AggregatedTeamKanban
Done
Pool of
Ideas
F
H E
C A
I
Next
Deploy-ment
Ready
G
D
GY PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3 ∞ ∞
Also known as “infinite done
queues”
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AggregatedTeamKanban
Done
Pool of
Ideas
F
H E
C A
I
Next
Deploy-ment
Ready
G
D
GY PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
Infinite limits on Done columns means that there really isn’t a kanban pull system present.
This style of proto-kanban controls multi-tasking but doesn’t limit
workflow WIP
∞ ∞
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Benefitsofproto-Kanbanimplementa`ons
Benefits
Transparency Relief from overburdening
Reduced multitasking Improved quality
People engaged emotionally More collaboration Greater empathy
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Benefitsofproto-Kanbanimplementa`ons
Benefits
10-50% greater productivity Up to 50% reduction
in lead times Average 25% headcount saving
Return on investment 300->400 : 1
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KanbanLitmusTest
1. Havemanagerschangedtheirbehavior?2. Hasthecustomerinterfacechanged?3. Hasthecustomercontractchanged?4. Hastheservicedeliverybusinessmodelchanged?
Ifyoucan’tansweryestoatleast2ofthesequesFonsitisunlikelyyou’veswitchedtoKanbanyet!YoumayhavetheintenttoadoptitthroughaseriesofevoluFonarystepsiniFallyadopFngproto-Kanban
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HaveManagersChangedtheirBehavior?
Aremanagersmanagingpeople,assigningwork,focusedonuFlizaFonlevels,buildingbrinle,determinisFcplans,makingearlycustomercommitmentsandooenmakingpromiseswithoutregardtocapabilityorrespectforrisk&uncertainty?Orhavetheyswitchedtomanagingwork,focusingonflow,forecasFngprobabilisFcally,deferringcommitment,makingpromisesbasedonprobability,embracingriskanduncertainty,andfocusingonduedateperformanceagainstSLAs?
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HastheCustomerInterfaceChanged?
AreyousFllanendingthesameoldplanningmeeFngsonthesameoldschedule?Or,haveyouadoptedkanbansystemreplenishmentmeeFngs?ArecustomerspresentatreplenishmentmeeFngs?DoescommitmenthappenatthereplenishmentmeeFngwhenanitemis“pulled”ontotheboard?HasthefrequencyofthemeeFngchanged?Isitmuchmorefrequentthanbefore?
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HastheCustomerContractChanged?
AreyousFllmakingcommitmentsthesameway?Hasthepromiseyoumakeandthewayyoumakeitchanged?AreyousFllmakingdeterminisFcplans,promisingprecisescopeandschedule,andhedgingwithconFngencyby“overesFmaFng”size,complexity,orduraFonofwork?OrareyouworkingprobabilisFcally,studyinghistoricaldata,aggregaFngriskandusingservicelevelagreementsasanewstyleofcontractwiththecustomer?
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HastheServiceDeliveryBusinessModelChanged?
Areyoucarryingalltherisk?Fixeddeliverydate,fixedscope,fixedcost?PrecisepromisesbasedondeterminisFcplanning?IsallworktreatedhomogenouslyfromariskperspecFve?Doyouprocessallrequeststhesameway?Or,haveyouintroducedclassesofservicebasedonriskprofilingandassessmentofcostofdelay?DoyouoffermulFpleclassesofservicebyallocaFngcapacityandhedgingrisk?IsclassofserviceFedtoriskandurgency?Doyouhaveexplicitpolicyassigningclassofservicetodifferentriskprofiles?
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Triage
“pull”createsapressuretotriage:§ Whatshouldwedoimmediately?§ WhatcanwaitunFllater?
• Andifso,when?(aschedulingproblem)
§ Whatshouldn’twedoatall?(discard)
Ifyouhaven’tdevelopedastrongtriagedisciplinethenyoualmostcertainlyhaven’tachievedend-to-end“pull”
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H
F F
O M
N K
J
I
Usingmovabletokensaskanbanismoreflexible
Ideas
D
E
A
I
Dev Ready
G
Development Testing Test
Ready
F B
C
UAT Release Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Override on kanban limit introduces additional
“blocked – issue” kanban
People working on blocked item “A”
have been redirected to work on item “I”
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H
F F
O M
N K
J
I
Usingmovabletokensaskanbanismoreflexible
Ideas
D
E
A
I
Dev Ready
G
Development Testing Test
Ready
F B
C
UAT Release Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Using physical slots in the previous example has been shown to create inertia to
modification & improvement
Using movable tokens allows for WIP limits to be easily modified and
provides a natural signal token mechanism
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SingleService,Mul`pleClassesofServiceAllocatecapacitywithkanbanlimitpercolor
5 4 4 5 2=20total
AllocaFon
10=50%
...
+1=+5%
4=20%
6=30%
InputBuffer InProg DoneDoneInProg
DevelopmentAnalysis BuildReady Test
ReleaseReady
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3ServicesAggregatedTogether
5 4 4 5 2 =20total
ChangeReq12
Maintenance2
ProducFonDefect6
AllocaFonTotal=20
InputBuffer InProg Done
BuildReady Test
ReleaseReadyDoneInProg
DevelopmentAnalysisReleased
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Change Requests 3
1
Prod. Defects
Maintenance
Usability Improvement
2
1
ImprovingLiquiditythroughLaborPoolFlexibility
Teams
F
H
E
C A
Engin- eering Ready
G
D
GY
PB DE
MN
2
P1
AB
Ongoing
Analysis Testing
Done Verification Acceptance 3 3 Ongoing
Development
Done 3
Joe
Peter
Steven
Joann
David
Rhonda
Brian
Ashok
Team Lead
Junior who will be rotated through all 4 teams
Generalist or T-shaped people who can move
flexibly across rows on the board to keep work flowing
It’s typical to see splits of fixed team workers versus flexible system workers of
between 40-60%
Roughly half the labor pool are flexible workers
Promotions from junior team member to flexible worker with an avatar clearly visualize why a pay rise is justified. Flexible workers help manage liquidity
risk better!
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Don’tmissit!
AndyCarmichaelat15h20“IRREFUTABLEDEMAND:Whenyoucan’tsay“NO””§ UNDERSTANDYOUROPTIONS-YOUMAYHAVEMORETHANYOUTHINK!”
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Pressurefor“push”ispar`allyinternal
Whydoesitfeellike“push”isinevitableandunavoidable?BecausesomuchdemandisactuallyinternallyspawnedfromexisFngcommitments!SomanyKanbanimplementaFonsareproto-Kanbansemi-pushsystemsbecausetheyserviceinternallygenerateddemandwhichisirrefutableIfyouaretogetto“pull”,yougenerallyhavetostartwithexternallyfacingcustomerservicesOrinsertastrong“definiFonofready”atthecustomerfacingpoint,whichstatesthatwewillonlycommittoexternallydemandwheninternaldependencycapacityisconfirmed(thishasatendencytoleadtoundesirablebehaviors–bigteam/orgunitsizes,bigbatchsizes)
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Whatcausesirrefutabledemand?
“we’vealreadycomminedtoit”§ PotenFallybadbehavioronthepartofexecuFvesorsalespeople
§ “thebosswantsit”It’salegalorregulatoryrequirementIt’stablestakesforthiscustomerormarketnicheIt’smissioncriFcal§ HighseverityproducFondefects
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Gehngto“pull”
PullrequiresthatdemandisrefutableoratleastdelayableDemandmustbebalancedagainstcapabilitytosupplyDemandcanbeshapedKanbansystemshaveanoFonofcapacityandhenceastrongdefiniFonofreadymayincludewhethercapacityhasbeenbookedinadvanceusingadynamicreservaFonsystem
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Isallirrefutabledemandasirrefutableasitseems?
Canweusepolicytoshapedemand?§ Forexample,sacrificefidelityorqualityonitemsofagivenriskcategoryorriskprofiletobifurcatedemandtoasharedsevice?
Canwesmoothdemandthroughbenerunderstandingofwhentoscheduleitoritscostofdelay?§ SchedulehighestcostofdelayitemsatopFmalstartFme,andoffsetotherstolessopFmalstartFmeswhilerecognizingtheircomparaFvecostofdelayislower?
§ i.e.anFcipateoverburdeningandtradeofflostopportunityforsmootherflow,ratherthan…
§ reacFngtooverburdeningbydelayingitems,lengtheningleadFmes,increasingthetailonthedistribuFonandnegaFvelyaffecFngpredictability
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Youhavemoremanagementop`onsthanyouthink!
Ensure…§ Usethefeedbackloopsofriskreview,operaFonsreview&strategyreviewtoadjustdemandtocapability
§ UseaholisFcapproachtomanagingthenetworkofinterdependentservices
• OperaFonsreview• DynamicreservaFonsystems
§ Decisionmakingisinformed&effecFve• Riskprofiling• Demandshapingthresholdsandotherpoliciesareexplicit
§ ManagementofuncomminedopFonsisreturnedtothecustomer
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Strategiesforirrefutabledemand
DeferredcommitmentnegoFatedandagreedwithcustomerClassesofService§ maximizeflowofvalue§ buildflexibilitytohandlevariaFonOperaFonsReviewcadencetobalancedemandStaffliquidity§ allocatehighskilled,mulF-skilledstaffbeforelessflexiblestaffExaminetheconstraint/bonleneckinmulFpleworkflows§ Usepoliciestosubordinateotherpartsofthesystemtothebonleneck
(shape/bifurcatedemand)§ elevatetheconstraint/bonleneckLimitcapacity/uFlisaFon(e.g.to50%forplannedwork)ReduceworkinprogressManageflow!
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DemandShapingThreshold
Dimension1
Dimension2
Dimension3
Dimension5
Dimension4
Definitely Do
This
Demand shaping threshold
Talk about this one
Definitely Don’t This
Each risk dimension represents a taxonomy of categories describing a
known risk.
Policy describes the category in each
dimension at or above which we wish to accept demand
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DemandShapingThreshold
Dimension1
Dimension2
Dimension3
Dimension5
Dimension4
Don’t Do
This
Exclusion Zone
Talk about this one
Definitely Do
This
Thresholds can be used to as upper or lower bounds Exclusion zone can be
to the outside or inside of the graph
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SwiWKanbanESPimplementsRiskProfiling&DemandShapingtoManageLarge“Backlogs”
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Don’tmissit!
MariaTorrijosLopezat12h30“DEALINGWITHAMASSIVEBACKLOGATTHEWORLD'SNO.2ONLINETRAVELCOMPANY”§ LargescaleEnterpriseServicesPlanningimplementaFon§ RiskprofilinginacFon
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Personal Kanban
Aggregated Personal Kanban
Team Kanban
Emergent/Undefined Workflow
Per Person WIP Limit CONWIP
Physical space kanban
Physical token kanban Virtual Kanban
Classes of service Capacity allocation
Liquidity optimization
Aggregated teams
Pa4ernsofKanbanBoardDesigns
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RiskHedging
RiskManagement
Benefitsofimprovingmaturity
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6ForcesPreven`ngGehngto“Pull”
1. NotstarFngwithacustomerfacingservice2. “Wearejustordertakers”3. Lackofunderstandingofbusinessrisks4. LackofmathemaFcalliteracy5. LackofskillsinnegoFaFonorformingbusiness
agreements6. Lackofconfidenceplanning&schedulingatscale
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1.NotStar`ngwithaCustomerFacingService
TeamKanbanisn’tenoughunlesstheteamoffersabespokeservicethatisdirectlycustomerfacingIniFaFvesstartwherethereisenthusiasmanddon’tfollowthecoachingguidanceon“wheretostartinlargecorporaFons”InternalservicessufferfromirrefutabledemandbutlacktheguidanceorpoliFcalinfluencetocopewithirrefutabledemand
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Affec`ngaParadigmShiWto“pull”
Kanbancoachingguidanceon“wheretostart”withinlargeorganizaFons…
1. MustbeCustomerFacing2. MustNotbeMissionCriFcal3. MustbeHighlyvisible4. StaffareenthusiasFc
§ indeedmayvolunteertopilotthechanges
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2.WeareJustOrderTakers
OrganizaFonalstructureorcorporategovernancethatputsproduct&servicedeliveryfuncFonsinasiloswithoutinfluenceorstewardshipoverwhatisselected,whenitisscheduled,andhowitissequenced,isdestrucFveandeconomicallydamagingBuildtrustwithtransparency,visibility,excellenceindelivery,metricsEncouragegreatercollaboraFon–replenishmentmeeFngswithbothsidespresent-requestersanddelivery
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3.LackofUnderstandingofBusinessRisks
WithoutaframeworkforanalyzingrisksandscruFnizingtheanalysis,werelyon“theheroproductmanager”.It’slowmaturityupstream!Asharedlanguagefordiscussingbusiness,technicalanddeliveryrisks,fosterscollaboraFonandconsensusElevatetheproductownerfrom“thesingleringableneck”totheowneroftheriskassessmentframeworkEnterpriseServicesPlanningfeaturesarichriskassessmentframeworkwhichisnowimplementedinSwioKanbanESPediFon–getademo!
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BlizzardSport&WhyRiskAssessmentMa4ers
Blizzard Factory
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BlizzardSport-ReducingRiskActualSitua`on
ProducFonVolume
100%
Make-to-forecastWorld
SalesVolumeReporFngtoHQ
I II III IV V VI VII VIII IX X XI0%
Risk
LaunchVolume
100%oftotal–>90%risk=90%risk
CycleTime
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BlizzardSport–Kanbanetcspeedsupproduc`on
ProducFonVolume
100%
Make-to-forecastWorld
SalesVolumeReporFngtoHQ
I II III IV V VI VII VIII IX X XI0%
Risk
AdaptproducFontomake-to-order
90%oftotal–>70%risk=63%risk
LaunchVolume
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BlizzardSport–Riskassessment&sequencingproducealargerpayoffinriskreduc`on
ProducFonVolume
100%
Make-to-forecastUSA/CAN/JP
Make-to-orderWorld
SalesVolume
I II III IV V VI VII VIII IX X XI0%
Risk
30%oftotal–>20%risk=6%risk
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4.ALackofMathema`calLiteracy
ThemathemaFcsofprobabilityinleadFmedistribuFonsandforecasFngservicedeliveryisnotdifficult,butitisn’ttaughtinschoolsoruniversiFesexcepttostaFsFcians!KnowingwhenandwhereGaussiandistribuFons,CentralLimitTheorem&funcFonsofaveragessuchasLinle’sLawapplyandwhentheydon’tisvitallyimportantYoucan’thaveraFonalconversaFonaboutwhentostartthings,orcommitmentsonwhenorhowmuchwillbedeliveredwithoutbasicallymathemaFcalliteracyonprobabilitydistribuFonfuncFons
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5.LackofSkillinNego`a`on
Geeksonthedeliverysidegenerallyhaven’tbeentobusinessschool.Businessowners&productmanagersontherequesFngsidehavebeentobusinessschoolandreceivedformaltrainingintheartofnegoFaFonGeekstendtoloseoutinnegoFaFonsBusinesspeoplerefusetoplaythetransparent,collaboraFvegameandemoFonallyresistrealdata&evidenceHowtodealwiththischallengeisaskillweteachinKanbanCoachingProfessionalclasses§ Create“skininthegame”withcollaboraFveworkshops–STATIK§ Or,designkanbansystemswithlayersofclassesofserviceand
capacityallocaFonthatcanberevealedinresponsetocustomerobjecFons
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6.LackofConfidencePlanning&Scheduling
KanbanhaslackedacomprehensivedependencymanagementandschedulingsystemThisisnowavailableinEnterpriseServicesPlanningCasestudieswithscheduling&planningboardsappearedasearlyas2009(PositScience),othersinclude…§ SamiHonkonen“SchedulingWorkinKanban”2011§ Visotech,KlausLeopold&LeanKanbanUniversityPress2014
§ Odigeo,MariaTorrijosLopez,LKCEHamburg2016
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Reminder-Don’tmissit!
MariaTorrijosLopezat12h30“DEALINGWITHAMASSIVEBACKLOGATTHEWORLD'SNO.2ONLINETRAVELCOMPANY”§ LargescaleEnterpriseServicesPlanningimplementaFon§ RiskprofilinginacFon§ Dynamicreserva`onsystemforschedulingdemand
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DeclareVictory&FightOn!
11yearslaternooneisarguingthatKanbanisn’tappropriateinprofessionalservicesworkCompanieseverywhere,largeandsmall,aresimplydoingit!
Kanbanisbroadlyacceptedagoodthing! Nowitis`metoactuallystartdoingKanbanproperly!
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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 the 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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Screenshots of SwiftKanban ESP risk assessment framework courtesy of Digite Blizzard Sport inventory at risk assessment slides courtesy of Erix-Jan Kaak and Tecnica Group
Acknowledgements
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DynamicReserva`onSystems&ClassesofService
forDependencyManagement
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Reserva`onsystems
FirstreportedbySamiHonkonen,“SchedulingWorkinaKanban”November2011hnp://www.samihonkonen.com/wp-content/uploads/2011/11/scheduling-work-in-kanban.pdf
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DynamicReserva`on&ClassesofService
Basedonvariabilityofservicedeliverythroughput1. Guaranteed–uptotheminimumdeliveryrate2. Reserved(notguaranteed)–minimumtomeandelivery
rate3. Stand-by–meantomaximumdeliveryrate
ReservaFonClasses&Kanban
1. Guaranteed=6/week2. Reserved=4/week3. Standby=6/week
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Dependencydiscovery
DependencydiscoveryisarequestforinformaFonDependencydiscoveryshouldhappenupstreamandberequiredfora“definiFonofready”ProvidinginformaFonisaserviceWeshouldtrackdependencydiscoveryrequestsasworkitemtypes,ifthelevelofeffortrequiredismorethanafewminutesandbecomesintrusiveforoneormorepeopleontheservicedeliverysideDependencydiscoveryrequests(likemanyrequestsforinformaFon,e.g.esFmates)canbedisrupFve(andspeculaFve)demandWeshouldtreatdependencydiscoverylikeesFmates:don’tdoitunlessyoureallyneedto;ifyouneedtothencontrolthedisrupFveeffectthroughFmeslicingorresource/servicedeliveryisolaFon
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ClassesofServiceforReserva`onSystems
WetypicallyassociateclassesofservicewithservicedeliveryandthequeuingdisciplineofFcketsflowingthroughKanbanboardsWecanuseclassesofserviceforreservaFonsinschedulingsystems.Forexample,youcanholda“standby”reservaFonfora“firstclass”airFcket.DifferentclassesofservicesforthereservaFonversustheactualflight
Useriskprofilingtodeterminewhetheryoucareaboutdelayfromdependencyrisk§ E.g.ifwehavealowcostofdelaywhywouldwebothertoexplicitly
managefordependencieswhichmaycausedelayDetermineaclassofservicewhichdirectspolicyonhow(orif)youwillmanagedependenciesforanitemandhowareservaFonwillbemade§ InwhichFmeslotshouldwemakeareservaFonandwhichclassof
service(guaranteed/reserved/stand-by)isappropriate
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Class1:NoDependencyManagement
LeadFmedistribuFonsalreadyaccountsfordependencydelays§ Noanempttodiscoverdependencies
Lowriskofincurringanysignificantcostofdelay,orWehavetheabilitytostartearlyenoughthatwedon’tcareaboutleadFmetailriskSojustdoit,don’tworryaboutdependencies.Letthemhappeniftheywill!NoreservaFonforthecallingserviceorcalledservice
ProbabilisFcdependency,probabilisFcscheduling
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Class2:TailRiskMi`ga`on.ReservedCapacity
Careabouttailriskduetocostofdelayinthecallingservicee.g.changerequestforITsystemmaintenance.Tailriskisincreasedwhenadependencyexists,e.g.DBA(thecalledservice)Noanempttodetermineifaspecificdependencyoccursorwhenspecificcapacitywillberequiredonthe[DBAservice]Needsreliableserviceandpredictablequeuingonthecalledservice,e.g.DBAsAllocatecapacityonthe[DBAservice]forprobabilisFcallyanFcipateddemand.Use"outcome-drivendesign“todesignforanFcipateddemandwithSTATIK.Linle'sLawprovidesaveragedeliverycapabilitydefiningaWIPlimitforcapacityDemandshaping.Shapedemandfromthecallingserviceagainstaveragedeliverycapability.Avoidoverburdeningthe[DBAservice]
ProbabilisFcdependency,probabilisFcscheduling
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Class2:con`nued…
TrackleadFmeonthecalledservicefromrequestsubmission,asrequestisalreadycommined.BydefiniFondemandonthe[DBAservice]isirrefutable.“Push”demand.LeadFmedistribuFonandSLAwilltakeintoaccountqueuingFmedelayatthefrontendofthe[DBAservice].Ifdynamicbookingsystemisimplemented§ Scheduleslot(s)onthe[DBAservice]sufficientlyfaraheadtoaccountforthetailofitsleadFmedistribuFon
§ Use"Standby"classofserviceforthereservaFon§ BookseveralsimilarreservaFons,orhavecapabilitytorebookamissedreservaFon
Reserveaseriesof“standby”classslotsforthecallingserviceworkitem.NoreservaFononthecalledservice–wedon’tknowwhetherthedependencyexistornot
ProbabilisFcdependency,probabilisFcscheduling
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Class3:KnownDependency.InformedScheduling
CostofdelayismorecriFcal,ornotpracFcaltostartearlyenoughtomiFgatetailriskAddanalysis(informaFonrequest)todetermineifdependenciesexist.FilterleadFmedistribuFonforworkitemswithsamedependenciesUsefilteredleadFmetofacilitatescheduling&selecFonDefiniFonofreadyrequiresdeterminaFonofwhetheradependencyexistsornotUsecapacityallocaFon,demandshapingoncalledserviceAsclass2butbooka“reserved”slotonthecallingsystem.NoreservaFononthecalledsystembecausethefilteredcallingsystemleadFmedistribuFonaccountsfortheeffectofthedependency
DeterminisFcdependency,probabilisFcscheduling
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Class4:Knowndependency.SpecificScheduling
CostofdelayissignificantorcriFcal,ordeferredcommitmentisvaluableasaddiFonalinformaFonarrivaltomiFgateotherrisksisrequiredtofacilitate(in/out)selecFondecisions,orsimplynotpossibletostartearlyenoughtomiFgatetailriskTreatasclass3andinaddiFon…AnFcipateapproximatelywhendependencywilloccur.ForecastFmefromcommitmenttodependencyoccurring.Booka"reserved"classkanbaninthedynamicreservaFonsystemforthecallingserviceBooka“guaranteed”slotforthecalledserviceCallingservicedefiniFonofreadyrequiresabookingonthecalledservice
DeterminisFcdependency,determinisFcscheduling
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Class5:Nomarginforerror
Asclass4butdefiniFonofreadyisFghtenedto"Guaranteed"classbookinginthereservaFonsystemforboththeworkitemsonthecallingserviceandthecalledservice
DeterminisFcdependency,determinisFcscheduling
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Class1DependencyManagement
CallingService
CalledService
WeDon’tCare!
NoWIPlimits
Dependency impact is built into customer lead time distribution. We start early enough & cost of delay is low enough that we don’t
need to explicitly manage the dependency
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Class2DependencyManagement
CallingService
CalledServiceWIPlimits
[5]
[2]
We wish to mitigate the tail risk in the customer
facing lead time by insuring dependency
delivery is predictable & reliable as a
consequence of reserved capacity on
the called service
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Class3DependencyManagement
CallingService
CalledService
ReservaFonsystem
[5]
[2]
FilteredleadFme
“Reserved”ClassBooking
DependencyAnalysis
Determine the dependency exists, make a reservation
for it to insure capacity on the
called service when we need it!
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Class4DependencyManagement
CallingService
CalledService
ReservaFonsystem
“Reserved”
“Guaranteed”ClassBooking
“DefnofReady”requiresconfirmedbookingoncalledservice
We want a high confidence in the start time for customer lead time. We take no risk
on dependent capacity becoming
available
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Class5DependencyManagement
CallingService
CalledService
“Guaranteed”
“Guaranteed”ClassBooking
“DefnofReady”requiresconfirmed
“Guaranteed”bookingoncalledservice
No margin for error!
We want 100% confidence in the
start time for customer lead time
and no risk on dependent capacity
availability
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Mul`pleReserva`ons
Costofdelay(andotherriskassessment)canbeusedtoestablish,opFmalstart,andwhetherearlierorlaterispreferredifopFmalisn’tavailableMakemulFplebookingsatlowerclassesofservice“reserved”,or“standby”forthesameitem.Ifitshowsupearlyandcapacityisavailablestartit,cancelitsotherreservaFons
“Guaranteed”
“Reserved”
“Standby” 3bookingsforsameFcket
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DependencyManagement&CostofDelay
Desired delivery date
Super-LinearRegion
Class2
Class4
Class2
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DependencyManagement&CostofDelay
Desired delivery date
Sub-LinearRegion
Class1DependencyManagement
Class4DependencyManagement
Class5DependencyManagement
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