Category: Kanban

Red Brick Cancer

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  • The Red Brick Cancer
    • Process Efficiency
      • Resource Effeciency
      • Flow efficiency
        • Customer centric
        • Lean
      • Both are about the same cost!
      • Flow efficiency
        • 1-5%
    • Value Stream map
      • Follow a customer through process
    • 3 Laws
      • Little’s Law
        • Lead time = work in process / throughput
        • Queuing Theory
      • Law of Bottlenecks
        • Can’t load system more than max capacity of bottleneck
      • Law of Variation
        • Arrival rate
        • Work size & complexity
        • Ad hoc processes
        • Available capacity & competence
    • @HakanForss
    • James Grenning
      • Work on testing
        • Classic legacy testing problem
    • Stephen Steer?
    • Improvements
      • Lower amount of flow WIP will help improve system
        • Like lowering water level in stream will expose the rocks
      • Reduce batch size
      • Improve quality
        • Stop the line and root cause analysis
        • Don’t swarm on work
    • Most common red brick
    • Swarm
      • Used in agile
        • Creates variation
          • Can throw system in to resonance!!!
            • Total breakdown!
      • Should instead have a low WIP limit
        • This will force people to work together!

Red Brick Cancer

Beyond Agile

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  • Beyond Agile
    • The Shingo Model
      • Lean Principles
    • Flow if you can
      • Pull if you must
        • Kanban responds to failure demand
    • There is no recipie for success
      • There is a recipe for not likely failing
    • Crisp Model
    • Challenge
      • Scaling Ideas
    • Information Broker
      • Toyota have Brokers of Brokers
        • Network Theory
    • Principle 3
      • Pull Governs
      • Market Pull
        • Interior Pull
          • Resolving Dependencies
          • Many Kanbans are focused on this
            • But should be focused on this
      • Case
        • Getty Images
          • Waterfall
            • Fix the system
              • BOOM
          • Agile
            • Fix the system
              • BOOM
          • Lean
            • Fix the system
              • Worked
                • Because of understanding
    • Principle 4
      • Flow delivers value
      • Process trumped completion
        • Overfunding
          • Smaller staff, greater results
      • Case
        • Fundamo
    • Post Agile may suffer some fate like previous …
    • Scalability
      • Of the most humane systems that are possible
    • The commercialisation of agile destroyed it
    • Scrum went back and destroyed its own core ideas
    • Talk: Orwellian Project Management
    • Building on previous models of software development
      • Now we’re looking at other sources
        • Deming
        • Ackoff
        • et al…
    • The primary ? of flow is information
    • Tools are to report back what is happening
      • Not to be worshipped
    • Principle 2
      • Clarity Drives Improvement
      • Intangible
        • Ambiguous
          • Show me the work
            • Improvement spreads
      • Case
        • Attachmate
    • Principle 1
      • Respect professionalism
      • Went away
        • Wrote principles separately
          • BOOM
      • Case
        • Brainstore
    • The Toyota production system is a production system
      • And Kanban is merely a means of controlling the system
    • Lean is about paying attention
      • And acting on the right things
    • Jim Benson
    • It’s a Book!
      • Tales of continuous improvement
    • Awareness and mindfulness are key
      • Mindful teams will create their own visual controls
      • Kanban promotes mindfulness

Shortest Possible Kanban Definition

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  • Shortest Possible Kanban Definition
    • 3 Qs
      • What is a Kanban system?
        • System that manages work using Kanbans
      • What is a Kanban method?
        • Approach for defining and improving Kanban systems
        • Anderson’s 4 Foundation Principles
          • Distill
            • 1 Start with what you do now
            • 2 Agree to pursue evolutionary change
            • 3 Encourage acts of leadership at all levels
        • How to adopt?
        • Anderson’s 6 Core Practices
          • + Benson
            • 1 Visualise
            • 2 Limit WIP
            • 6 Improve Collaboratively
              • AC
          • AC
            • Make work & policies visible
              • Visualise
              • Make Process Policies Explicit
            • Make validated improvements
              • Improve collaboratively, evolve experimentally
              • Manage flow
              • Optimise WIP
              • Implement feedback
        • What’s missing?
          • The Lean Flow Paradigm
            • Anderson
              • The Kanban Lens
        • 3 typical scales
          • Personal
          • Project
          • Portfolio
        • 2 scaling
          • By not scaling
          • Through scale free understanding
      • What is a Kanban?
        • A visual signal
    • What is Kanban
      • Managing and improving the flow of value?
    • Kniberg
      • Writing Names on Cards
    • Motivation
      • Teaching & Communication
    • How to communicate ideas to wider community
    • After the “essence” of Kanban
    • @andycarmich
    • Andy Carmichael
    • & why it matters for scaling
    • Books
      • The Toyota way
      • Lean thinking
      • Kanban
      • Personal Kanban

Models, Maps, Measures & Mysteries

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  • Models, Maps, Measures & Mysteries
    • Linear Process Map
      • People
      • Action
      • Data
    • Cumulative Flow Diagrams
    • Team introduced WIP Limits
    • Cycle Time
      • Delays in customer approval
    • Sometimes need buffer
    • Backlog
      • Became predictable for customer
    • @benjaminm
      • Mark history of ticket as it progresses across the board
    • Mystery
      • Semiology
        • Roland Bart?
      • Operational Validity
        • If you don’t have
          • Remake
          • Remodel
      • Set WIP limit low on items you shouldn’t be doing much of
      • Kanban as an organisational change agent
        • Enables quantified and meaningful discussions
      • Test for “good measure”
        • Should be able to get for free
      • Build an economic model for the business
      • Don’t have targets
    • Kanban
      • Physical
      • JIRA
    • JIRA
      • Blocked by default if used for Kanban
    • Book: The Power of Habit
      • Habit Loop
        • Cue
          • Routine
            • Reward
    • Impact Mapping
    • BDD
    • Domain Driven Design
    • Played the “Get Kanban” game
    • @worldofchris
      • + Dan Brown
        • Kanban BBC Initiative
      • Head of Engineering
        • base79
    • Books
      • Domain Driven Design
      • Book: Eli Goldratt – The Goal
      • Lean from the Trenches
      • Bridging the communication gap
      • Lean from the trenches
      • Book: Agile Management for Software Engineering
      • Book: The Zen of Python
        • Explicit is better than implicit

Lean Kanban UK – Day 1

I’m not going to recap specifically as I did various posts throughout the day, but just wanted to add a bit more commentary for those that were not able to attend the conference or are new to Lean and Kanban and reinforce the key points for myself.

Lean Kanban UK – Keynote

Quite a bit of this was an intro to Kanban overall and summary of where the industry is, which was great for someone like me who is relatively new. Some takeaways were: Druckers Challenge: “Can we improve Knowledge Worker productivity by 50x in the 21st century?” To help answer this, it was pointed out that in current systems the Flow Effeciency is typically 1-2% And that 5% is reat!

What can Kanban learn from Vanguard?

I was hoping exam some examples, but this was more an overall talk, still good for getting people thinking that way and using techniques such as Systems Thinking, Intervention Theory and Guided change. Seems to be a area combination area with people still experimenting.

Cynefin in action

An interesting combination of some Cynefin, which seems to be used quite a bit in LKB along with some great war stories and some interesting pointers to areas such as deliberate discovery.

What could you do with 10 years of Continuous Improvement?

I think Tom gets dibs on first mention of the #AntimatterPrinciple in his talk which was a great heroes quest for improvement – 10y is a long time! It was obvious that it was worth it though with the use of Humanistic techniques along with Kanban. Great quote: “Fear is the improvement killer” – obviously a fan of Dune ;-)

#NoMetrics

Now I know why people rave about @DrunkCod – this man is crazy! In a good way :-) a challenging and entertaining talk and call for resurrection of the bowler hat! Serious Stuff? The ODIN Framework, Decision Mapping, Leading and Lagging Indicators.

John Lewis Portfolio Management Kanban

Very much of interest to me as this was in the more conventional “enterprise area” and refreshing to see people that are still relatively early in “the journey” and bending “the rules” – just like me ;-) some good material on how to role out Kanban in a more conventional way in a conventional organisation.

Kanban Push Me, Pull You – The Talk

This was an absolute mind blower of a talk – John obviously has deep knowledge and experience with Kanban and is “pushing the boundaries” on how to do it in a “pure way”. Definitely worth researching and following up.

Kanban – A Sane way towards enterprise agility

This and the next talk formed a bit of a story arc for me which lead to a bit of an epiphany around systems adoption. This had some great concepts like treating your organisation like a Market for your change initiative and reference The Culture Game and Crossing the Chasm.

You dont need to change, survival is optional

Finally, it all came together for me in this talk and some follow on conversations after the conference. It’s not about process, it’s about the people! We can implement change initiatives using a pull model rather than push!!! That’s big for me at least as most/all change initiatives I’ve been (involved) in are push, maybe with one exception where I lucked across making it Pull.

Now, on to Day 2…

You dont need to change, survival is optional

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  • You dont need to change, survival is optional
    • Change is not about Process
      • It’s about People!
        • Tell me what to do
          • How to I contribute
        • Design enforce fix
          • vs Experiment discover learn
    • You can’t design
      • Culture Change
        • Is an outcome
    • If you can’t see it, you can’t change it
    • Measure
      • Learn
        • Goal
      • Show progress
      • Decide collaboratively
      • Respect people
    • Kanban 6 Core Practices
    • Kanban Method
    • The Kanban method is an evolutionary approach to change
    • Big Designed Change
    • Gaetano Mazzanti
    • 70% of change initiatives fail

Kanban – A Sane way towards enterprise agility

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  • Kanban – A Sane way towards enterprise agility
    • Treat your organisation as a market for the change initiative
    • Visualise, manage and improve the flow of change across the enterprise using Kanban
    • Don’t mandate opt-in
    • Start with managers / leaders to validate, accelerate and make it stick
    • Shape the market using metrics values expectations
    • Use frameworks as patterns / options not mandates / prescriptions / best practices
    • Book: Crossing the Chasm
    • Kanban allows more opt-in / choices along the way
    • Let team decide if they want to change?
    • Book: The Culture Game
    • Most initiatives are push
      • They need to be pull