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@asplake: Kanban through its values #AgileYorkshire

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Mike Burrows
Mike Burrows

The document discusses Kanban and its values. It defines Kanban as a humane approach to change that helps develop organizational learning capability. Kanban works by driving change through practices aligned with transparency, balance and collaboration values. It provides direction through customer focus, flow and leadership, benefiting inside and outside stakeholders. Kanban helps create an environment where learning can flourish through leadership disciplines of understanding, agreement and respect. The effect is improved predictability, performance, worker satisfaction and adaptability through continuous customer-focused process innovation.

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@asplake: Kanban through its values #AgileYorkshire Kanban through its values Mike Burrows @asplake mike@djaa.com positiveincline.com meldstrong.com
@asplake: Kanban through its values #AgileYorkshire What is Kanban?
@asplake: Kanban through its values #AgileYorkshire What is Kanban? Something from the factory floor?
@asplake: Kanban through its values #AgileYorkshire What is Kanban? A personal productivity tool?
@asplake: Kanban through its values #AgileYorkshire What is Kanban? The new name for a card wall or standup meeting?
@asplake: Kanban through its values #AgileYorkshire What is Kanban? The Kanban method [1] is an evolutionary approach to change
@asplake: Kanban through its values #AgileYorkshire What is Kanban? Kanban is a humane approach to change, an effective way to develop the learning capability of knowledge-based organisations
@asplake: Kanban through its values #AgileYorkshire Kanban is like onions! Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire Drive Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire CP1: Visualize CP4: Make policies explicit CP5: Implement feedback loops Drive 1: transparency
@asplake: Kanban through its values #AgileYorkshire Transparency: make knowledge work visible
@asplake: Kanban through its values #AgileYorkshire Transparency: self-organise around the work
@asplake: Kanban through its values #AgileYorkshire Transparency: capture learning
@asplake: Kanban through its values #AgileYorkshire Watch for people messing with the rules, because that is the earliest sign of significant change Joel Barker Transparency: explicit policies
@asplake: Kanban through its values #AgileYorkshire Transparency: explicit policies
@asplake: Kanban through its values #AgileYorkshire “When taking on a new piece of work, inform the sponsors of any existing work that will be impacted as a result” Transparency: explicit policies
@asplake: Kanban through its values #AgileYorkshire “Production > Test > Dev” Transparency: explicit policies
@asplake: Kanban through its values #AgileYorkshire Transparency: feedback loops
@asplake: Kanban through its values #AgileYorkshire 0 20 40 60 80 100 120 On hold Proposed Prioritised Ready for Dev Dev Testing Ready for Release Released Implemented Transparency: feedback loops
@asplake: Kanban through its values #AgileYorkshire CP2: Limit work-in-progress (WIP) Drive 2: balance
@asplake: Kanban through its values #AgileYorkshire Balance: pull systems for knowledge work
@asplake: Kanban through its values #AgileYorkshire Balance: pull systems for knowledge work
@asplake: Kanban through its values #AgileYorkshire Balance: pull systems for knowledge work
@asplake: Kanban through its values #AgileYorkshire Balance: demand vs capacity
@asplake: Kanban through its values #AgileYorkshire Balance: planned vs unplanned
@asplake: Kanban through its values #AgileYorkshire Balance: urgency-driven vs date-driven
@asplake: Kanban through its values #AgileYorkshire Balance: date-bound vs interrupt-driven
@asplake: Kanban through its values #AgileYorkshire Balance: short, medium & long term
@asplake: Kanban through its values #AgileYorkshire Balance: delivery, improvement, experiment
@asplake: Kanban through its values #AgileYorkshire Balance: customer, team, organisation
@asplake: Kanban through its values #AgileYorkshire CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]] Drive 3: collaboration
@asplake: Kanban through its values #AgileYorkshire Collaboration: creative & effective relationships
@asplake: Kanban through its values #AgileYorkshire Collaboration: creative & effective relationships
@asplake: Kanban through its values #AgileYorkshire Increasingly, the needs of business require a level of collaboration impossible at the “I’m great” level David Logan [10] Collaboration: not just the means, a focus
@asplake: Kanban through its values #AgileYorkshire Collaboration: look beyond the method CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]]
@asplake: Kanban through its values #AgileYorkshire Collaboration: open to inspiration Models External Internal How things work ✔ ✔ How to change them ✔ ✔
@asplake: Kanban through its values #AgileYorkshire Collaboration: evolve experimentally Plan Do Check Act
@asplake: Kanban through its values #AgileYorkshire Drive Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire Direction Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire CP3: Manage flow Outlook 1: customer focus
@asplake: Kanban through its values #AgileYorkshire CP3 (expanded): Manage to timely completion the smooth flow of customer-recognised value over a range of timescales Outlook 1: customer focus
@asplake: Kanban through its values #AgileYorkshire “Know what you’re delivering, to whom, and why” Outlook 1: customer focus
@asplake: Kanban through its values #AgileYorkshire Customer focus: it needs to be everywhere
@asplake: Kanban through its values #AgileYorkshire Customer focus: assure satisfaction
@asplake: Kanban through its values #AgileYorkshire Customer focus: discover what will be needed
@asplake: Kanban through its values #AgileYorkshire Customer focus: discover what will be needed
@asplake: Kanban through its values #AgileYorkshire Customer focus: …and how best to deliver it
@asplake: Kanban through its values #AgileYorkshire Customer focus: …and how best to deliver it
@asplake: Kanban through its values #AgileYorkshire Customer focus: …and how best to deliver it
@asplake: Kanban through its values #AgileYorkshire Customer focus: beyond “on time & as asked” ...anticipating the mobility needs of people and society ahead of time from The Toyota Promise
@asplake: Kanban through its values #AgileYorkshire CP3 (expanded): Manage to timely completion the smooth flow of customer-recognised value over a range of timescales Direction 2: flow
@asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire …learn to see it and to value it Flow: pay explicit attention [7] to flow
@asplake: Kanban through its values #AgileYorkshire Balance & Flow: Little’s law lead time = work-in-progress (WIP) delivery rate
@asplake: Kanban through its values #AgileYorkshire Balance & Flow: Little’s law Limit WIP until the flow does it for you (but maintain WIP controls even then) lead time = work-in-progress (WIP) delivery rate
@asplake: Kanban through its values #AgileYorkshire FP4: Encourage acts of leadership at all levels in your organization – from individual contributor to senior management Direction 3: leadership
@asplake: Kanban through its values #AgileYorkshire 1. What is the process? 2. How can we see that it is working? 3. How is it improving? Leadership: a leadership routine (or kata)
@asplake: Kanban through its values #AgileYorkshire Leadership: small acts of leadership
@asplake: Kanban through its values #AgileYorkshire Leadership: small acts of leadership [13] Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire Put problems & problem-solvers as close together in time & space as you can; managers provide coaching and scope after Steven J. Spear [8] Leadership: develop & sustain the system
@asplake: Kanban through its values #AgileYorkshire Direction Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire Discipline Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire FP1: Start with what you do now Discipline 1: understanding
@asplake: Kanban through its values #AgileYorkshire FP1 (expanded): Start with what you do now, understanding [4]: • how it serves and frustrates the customer • how the process works and fails to work for you • how it can be changed Discipline 1: understanding
@asplake: Kanban through its values #AgileYorkshire “tampering” – Deming [5] “bravado” – Collins [6] understanding: its absence is a safety issue
@asplake: Kanban through its values #AgileYorkshire Here There understanding: the sales pitch for change
@asplake: Kanban through its values #AgileYorkshire understanding: likely reality, two questions
@asplake: Kanban through its values #AgileYorkshire understanding: likely reality, two questions 1. Are we compromising on safety?
@asplake: Kanban through its values #AgileYorkshire understanding: likely reality, two questions 2. Do we have the patience?
@asplake: Kanban through its values #AgileYorkshire FP2: Agree to pursue incremental, evolutionary change Discipline 2: agreement
@asplake: Kanban through its values #AgileYorkshire Increasing “fitness”, growing understanding Increasing capability for change agreement: ambition & safety reconciled
@asplake: Kanban through its values #AgileYorkshire agreement in practice, vs agreement in principle agreement: a leadership discipline
@asplake: Kanban through its values #AgileYorkshire agreement between vs agreement from agreement: a leadership discipline
@asplake: Kanban through its values #AgileYorkshire FP3: Initially, respect current roles, responsibilities & job titles Discipline 3: respect
@asplake: Kanban through its values #AgileYorkshire respect: the ultimate test of a humane method Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire respect: Yes we Kanban! [14] …the dream of an empowered, self- organizing, trusting, respectful workplace… …the dream of organizations that deliver high quality and delight customers with designs that empower rather than frustrate… …the dream of a workplace where cycle times are so short that ideas are turned into valuable functionality when they are needed… Yes we Kanban! David J Anderson [14]
@asplake: Kanban through its values #AgileYorkshire Discipline Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire What is Kanban? Kanban is a humane approach to change, an effective way to develop the learning capability of knowledge-based organisations
@asplake: Kanban through its values #AgileYorkshire How does Kanban work? It: 1. Drives change through practices aligned to the values of transparency, balance and collaboration 2. Provides direction in the form of customer focus, flow and leadership, benefiting stakeholders inside and outside the system 3. Helps create the environment in which learning can flourish, through the leadership disciplines of understanding, agreement and respect
@asplake: Kanban through its values #AgileYorkshire To what effect? • Improving predictability & performance • Improving worker safety & satisfaction • Increasing adaptability & resilience • Continuous customer-focused process innovation
@asplake: Kanban through its values #AgileYorkshire Reflection Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
@asplake: Kanban through its values #AgileYorkshire [1] Kanban, Anderson http://www.amazon.com/Kanban-Successful-Evolutionary-Technology- Business/dp/0984521402/ref=sr_1_1?s=books&ie=UTF8&qid=1364387272&sr=1-1 [2] http://positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/ [3] http://positiveincline.com/index.php/2013/01/kanban-values-understanding-and-purpose/ [4] Thinking in Systems: A Primer, Meadows http://www.amazon.com/Thinking-Systems-Donella-H- Meadows/dp/1603580557/ref=sr_1_1?s=books&ie=UTF8&qid=1364387371&sr=1-1 [5] Out of the Crisis, Deming http://www.amazon.com/Out-Crisis-W-Edwards- Deming/dp/0262541157/ref=sr_1_1?s=books&ie=UTF8&qid=1364387455&sr=1-1 [6] Good to Great, Collins http://www.amazon.com/Good-Great-Companies-Leap- Others/dp/0066620996/ref=sr_1_1?s=books&ie=UTF8&qid=1364387591&sr=1-1 [7] The Culture Game: Tools for the Agile Manager, Mezick http://www.amazon.com/Culture-Game- Tools-Agile-Manager/dp/0984875301/ref=sr_1_1?s=books&ie=UTF8&qid=1364387632&sr=1-1 [8] Steven J. Spear, The High Velocity Edge [9] http://en.wikipedia.org/wiki/Little%27s_law [10] Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, Logan http://www.amazon.com/Tribal-Leadership-Leveraging-Thriving- Organization/dp/0061251321/ref=sr_1_1?s=books&ie=UTF8&qid=1364387685&sr=1-1 [11] http://en.wikipedia.org/wiki/Learning_organization [12] The Fifth Discipline: The Art & Practice of The Learning Organization, Senge http://www.amazon.com/Fifth-Discipline-Practice-Learning- Organization/dp/0385517254/ref=sr_1_1?s=books&ie=UTF8&qid=1364387790&sr=1-1 [13] Small acts of leadership positiveincline.com/index.php/2013/06/small-acts-of-leadership/ [14] Yes we Kanban http://www.agilemanagement.net.php5-19.dfw1-2.websitetestlink.com/resources References
@asplake: Kanban through its values #AgileYorkshire Special thanks to: Jabe Bloom, Patrick Steyaert, Matthias Jouan, David J Anderson, Dave White, Arne Roock, Bernd Schiffer, Dimitar Bakardzhiev, Greg Brougham, Hermanni Hyytiälä, Janice Linden-Reed, Chris Chan, Zsolt Fabok, Corinna Baldauf, Andy Carmichael, Alex Fedtke, Tom Cagley, Rob Ferguson, Yuval Yeret, Joseph Hurtado, John Miller, Kurt Häusler, Matthias Bohlen, Rodolfo Moeller, Karl Scotland, Mattias Skarin, Alan Shalloway, Pierre Nies, Fred Engel, David Shrimpton, Björn Tikkanen, Simon Thomas, Simon Marcus, Marco Melas, Jon Terry, Maria Alfredéen, Torbjörn Gyllebring, Shridhar Lolla, Jim Sutton, Stephen Parry, Klaus Leopold, Sigi Kalteneger, Gaetano Mazzanti Thank you Photos: Slide 3: http://www.flickr.com/photos/bisgovuk/8163832175/sizes/o/in/set-72157631951890089/ Slides 5, 14: David J. Anderson & Associates Inc Slide 31: http://en.wikipedia.org/wiki/File:Lennon-McCartney.JPG Slide 32: http://www.nobelweekdialogue.org/?attachment_id=364
@asplake: Kanban through its values #AgileYorkshire Mike Burrows @asplake mike@djaa.com positiveincline.com meldstrong.com Contact
@asplake: Kanban through its values #AgileYorkshire lkuk.leankanban.com
@asplake: Kanban through its values #AgileYorkshire Epilogue The Learning Organisation: …a group of people working together collectively to enhance their capacities to create results they really care about Senge [11, 12]
@asplake: Kanban through its values #AgileYorkshire Homework Choose three values for your meldstrong.com profile Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect

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@asplake: Kanban through its values #AgileYorkshire

  • 1. @asplake: Kanban through its values #AgileYorkshire Kanban through its values Mike Burrows @asplake mike@djaa.com positiveincline.com meldstrong.com
  • 2. @asplake: Kanban through its values #AgileYorkshire What is Kanban?
  • 3. @asplake: Kanban through its values #AgileYorkshire What is Kanban? Something from the factory floor?
  • 4. @asplake: Kanban through its values #AgileYorkshire What is Kanban? A personal productivity tool?
  • 5. @asplake: Kanban through its values #AgileYorkshire What is Kanban? The new name for a card wall or standup meeting?
  • 6. @asplake: Kanban through its values #AgileYorkshire What is Kanban? The Kanban method [1] is an evolutionary approach to change
  • 7. @asplake: Kanban through its values #AgileYorkshire What is Kanban? Kanban is a humane approach to change, an effective way to develop the learning capability of knowledge-based organisations
  • 8. @asplake: Kanban through its values #AgileYorkshire Kanban is like onions! Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 9. @asplake: Kanban through its values #AgileYorkshire Drive Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 10. @asplake: Kanban through its values #AgileYorkshire CP1: Visualize CP4: Make policies explicit CP5: Implement feedback loops Drive 1: transparency
  • 11. @asplake: Kanban through its values #AgileYorkshire Transparency: make knowledge work visible
  • 12. @asplake: Kanban through its values #AgileYorkshire Transparency: self-organise around the work
  • 13. @asplake: Kanban through its values #AgileYorkshire Transparency: capture learning
  • 14. @asplake: Kanban through its values #AgileYorkshire Watch for people messing with the rules, because that is the earliest sign of significant change Joel Barker Transparency: explicit policies
  • 15. @asplake: Kanban through its values #AgileYorkshire Transparency: explicit policies
  • 16. @asplake: Kanban through its values #AgileYorkshire “When taking on a new piece of work, inform the sponsors of any existing work that will be impacted as a result” Transparency: explicit policies
  • 17. @asplake: Kanban through its values #AgileYorkshire “Production > Test > Dev” Transparency: explicit policies
  • 18. @asplake: Kanban through its values #AgileYorkshire Transparency: feedback loops
  • 19. @asplake: Kanban through its values #AgileYorkshire 0 20 40 60 80 100 120 On hold Proposed Prioritised Ready for Dev Dev Testing Ready for Release Released Implemented Transparency: feedback loops
  • 20. @asplake: Kanban through its values #AgileYorkshire CP2: Limit work-in-progress (WIP) Drive 2: balance
  • 21. @asplake: Kanban through its values #AgileYorkshire Balance: pull systems for knowledge work
  • 22. @asplake: Kanban through its values #AgileYorkshire Balance: pull systems for knowledge work
  • 23. @asplake: Kanban through its values #AgileYorkshire Balance: pull systems for knowledge work
  • 24. @asplake: Kanban through its values #AgileYorkshire Balance: demand vs capacity
  • 25. @asplake: Kanban through its values #AgileYorkshire Balance: planned vs unplanned
  • 26. @asplake: Kanban through its values #AgileYorkshire Balance: urgency-driven vs date-driven
  • 27. @asplake: Kanban through its values #AgileYorkshire Balance: date-bound vs interrupt-driven
  • 28. @asplake: Kanban through its values #AgileYorkshire Balance: short, medium & long term
  • 29. @asplake: Kanban through its values #AgileYorkshire Balance: delivery, improvement, experiment
  • 30. @asplake: Kanban through its values #AgileYorkshire Balance: customer, team, organisation
  • 31. @asplake: Kanban through its values #AgileYorkshire CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]] Drive 3: collaboration
  • 32. @asplake: Kanban through its values #AgileYorkshire Collaboration: creative & effective relationships
  • 33. @asplake: Kanban through its values #AgileYorkshire Collaboration: creative & effective relationships
  • 34. @asplake: Kanban through its values #AgileYorkshire Increasingly, the needs of business require a level of collaboration impossible at the “I’m great” level David Logan [10] Collaboration: not just the means, a focus
  • 35. @asplake: Kanban through its values #AgileYorkshire Collaboration: look beyond the method CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]]
  • 36. @asplake: Kanban through its values #AgileYorkshire Collaboration: open to inspiration Models External Internal How things work ✔ ✔ How to change them ✔ ✔
  • 37. @asplake: Kanban through its values #AgileYorkshire Collaboration: evolve experimentally Plan Do Check Act
  • 38. @asplake: Kanban through its values #AgileYorkshire Drive Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 39. @asplake: Kanban through its values #AgileYorkshire Direction Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 40. @asplake: Kanban through its values #AgileYorkshire CP3: Manage flow Outlook 1: customer focus
  • 41. @asplake: Kanban through its values #AgileYorkshire CP3 (expanded): Manage to timely completion the smooth flow of customer-recognised value over a range of timescales Outlook 1: customer focus
  • 42. @asplake: Kanban through its values #AgileYorkshire “Know what you’re delivering, to whom, and why” Outlook 1: customer focus
  • 43. @asplake: Kanban through its values #AgileYorkshire Customer focus: it needs to be everywhere
  • 44. @asplake: Kanban through its values #AgileYorkshire Customer focus: assure satisfaction
  • 45. @asplake: Kanban through its values #AgileYorkshire Customer focus: discover what will be needed
  • 46. @asplake: Kanban through its values #AgileYorkshire Customer focus: discover what will be needed
  • 47. @asplake: Kanban through its values #AgileYorkshire Customer focus: …and how best to deliver it
  • 48. @asplake: Kanban through its values #AgileYorkshire Customer focus: …and how best to deliver it
  • 49. @asplake: Kanban through its values #AgileYorkshire Customer focus: …and how best to deliver it
  • 50. @asplake: Kanban through its values #AgileYorkshire Customer focus: beyond “on time & as asked” ...anticipating the mobility needs of people and society ahead of time from The Toyota Promise
  • 51. @asplake: Kanban through its values #AgileYorkshire CP3 (expanded): Manage to timely completion the smooth flow of customer-recognised value over a range of timescales Direction 2: flow
  • 52. @asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
  • 53. @asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
  • 54. @asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
  • 55. @asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
  • 56. @asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
  • 57. @asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
  • 58. @asplake: Kanban through its values #AgileYorkshire Flow: pay explicit attention [7] to flow
  • 59. @asplake: Kanban through its values #AgileYorkshire …learn to see it and to value it Flow: pay explicit attention [7] to flow
  • 60. @asplake: Kanban through its values #AgileYorkshire Balance & Flow: Little’s law lead time = work-in-progress (WIP) delivery rate
  • 61. @asplake: Kanban through its values #AgileYorkshire Balance & Flow: Little’s law Limit WIP until the flow does it for you (but maintain WIP controls even then) lead time = work-in-progress (WIP) delivery rate
  • 62. @asplake: Kanban through its values #AgileYorkshire FP4: Encourage acts of leadership at all levels in your organization – from individual contributor to senior management Direction 3: leadership
  • 63. @asplake: Kanban through its values #AgileYorkshire 1. What is the process? 2. How can we see that it is working? 3. How is it improving? Leadership: a leadership routine (or kata)
  • 64. @asplake: Kanban through its values #AgileYorkshire Leadership: small acts of leadership
  • 65. @asplake: Kanban through its values #AgileYorkshire Leadership: small acts of leadership [13] Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 66. @asplake: Kanban through its values #AgileYorkshire Put problems & problem-solvers as close together in time & space as you can; managers provide coaching and scope after Steven J. Spear [8] Leadership: develop & sustain the system
  • 67. @asplake: Kanban through its values #AgileYorkshire Direction Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 68. @asplake: Kanban through its values #AgileYorkshire Discipline Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 69. @asplake: Kanban through its values #AgileYorkshire FP1: Start with what you do now Discipline 1: understanding
  • 70. @asplake: Kanban through its values #AgileYorkshire FP1 (expanded): Start with what you do now, understanding [4]: • how it serves and frustrates the customer • how the process works and fails to work for you • how it can be changed Discipline 1: understanding
  • 71. @asplake: Kanban through its values #AgileYorkshire “tampering” – Deming [5] “bravado” – Collins [6] understanding: its absence is a safety issue
  • 72. @asplake: Kanban through its values #AgileYorkshire Here There understanding: the sales pitch for change
  • 73. @asplake: Kanban through its values #AgileYorkshire understanding: likely reality, two questions
  • 74. @asplake: Kanban through its values #AgileYorkshire understanding: likely reality, two questions 1. Are we compromising on safety?
  • 75. @asplake: Kanban through its values #AgileYorkshire understanding: likely reality, two questions 2. Do we have the patience?
  • 76. @asplake: Kanban through its values #AgileYorkshire FP2: Agree to pursue incremental, evolutionary change Discipline 2: agreement
  • 77. @asplake: Kanban through its values #AgileYorkshire Increasing “fitness”, growing understanding Increasing capability for change agreement: ambition & safety reconciled
  • 78. @asplake: Kanban through its values #AgileYorkshire agreement in practice, vs agreement in principle agreement: a leadership discipline
  • 79. @asplake: Kanban through its values #AgileYorkshire agreement between vs agreement from agreement: a leadership discipline
  • 80. @asplake: Kanban through its values #AgileYorkshire FP3: Initially, respect current roles, responsibilities & job titles Discipline 3: respect
  • 81. @asplake: Kanban through its values #AgileYorkshire respect: the ultimate test of a humane method Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 82. @asplake: Kanban through its values #AgileYorkshire respect: Yes we Kanban! [14] …the dream of an empowered, self- organizing, trusting, respectful workplace… …the dream of organizations that deliver high quality and delight customers with designs that empower rather than frustrate… …the dream of a workplace where cycle times are so short that ideas are turned into valuable functionality when they are needed… Yes we Kanban! David J Anderson [14]
  • 83. @asplake: Kanban through its values #AgileYorkshire Discipline Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 84. @asplake: Kanban through its values #AgileYorkshire What is Kanban? Kanban is a humane approach to change, an effective way to develop the learning capability of knowledge-based organisations
  • 85. @asplake: Kanban through its values #AgileYorkshire How does Kanban work? It: 1. Drives change through practices aligned to the values of transparency, balance and collaboration 2. Provides direction in the form of customer focus, flow and leadership, benefiting stakeholders inside and outside the system 3. Helps create the environment in which learning can flourish, through the leadership disciplines of understanding, agreement and respect
  • 86. @asplake: Kanban through its values #AgileYorkshire To what effect? • Improving predictability & performance • Improving worker safety & satisfaction • Increasing adaptability & resilience • Continuous customer-focused process innovation
  • 87. @asplake: Kanban through its values #AgileYorkshire Reflection Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect
  • 88. @asplake: Kanban through its values #AgileYorkshire [1] Kanban, Anderson http://www.amazon.com/Kanban-Successful-Evolutionary-Technology- Business/dp/0984521402/ref=sr_1_1?s=books&ie=UTF8&qid=1364387272&sr=1-1 [2] http://positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/ [3] http://positiveincline.com/index.php/2013/01/kanban-values-understanding-and-purpose/ [4] Thinking in Systems: A Primer, Meadows http://www.amazon.com/Thinking-Systems-Donella-H- Meadows/dp/1603580557/ref=sr_1_1?s=books&ie=UTF8&qid=1364387371&sr=1-1 [5] Out of the Crisis, Deming http://www.amazon.com/Out-Crisis-W-Edwards- Deming/dp/0262541157/ref=sr_1_1?s=books&ie=UTF8&qid=1364387455&sr=1-1 [6] Good to Great, Collins http://www.amazon.com/Good-Great-Companies-Leap- Others/dp/0066620996/ref=sr_1_1?s=books&ie=UTF8&qid=1364387591&sr=1-1 [7] The Culture Game: Tools for the Agile Manager, Mezick http://www.amazon.com/Culture-Game- Tools-Agile-Manager/dp/0984875301/ref=sr_1_1?s=books&ie=UTF8&qid=1364387632&sr=1-1 [8] Steven J. Spear, The High Velocity Edge [9] http://en.wikipedia.org/wiki/Little%27s_law [10] Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, Logan http://www.amazon.com/Tribal-Leadership-Leveraging-Thriving- Organization/dp/0061251321/ref=sr_1_1?s=books&ie=UTF8&qid=1364387685&sr=1-1 [11] http://en.wikipedia.org/wiki/Learning_organization [12] The Fifth Discipline: The Art & Practice of The Learning Organization, Senge http://www.amazon.com/Fifth-Discipline-Practice-Learning- Organization/dp/0385517254/ref=sr_1_1?s=books&ie=UTF8&qid=1364387790&sr=1-1 [13] Small acts of leadership positiveincline.com/index.php/2013/06/small-acts-of-leadership/ [14] Yes we Kanban http://www.agilemanagement.net.php5-19.dfw1-2.websitetestlink.com/resources References
  • 89. @asplake: Kanban through its values #AgileYorkshire Special thanks to: Jabe Bloom, Patrick Steyaert, Matthias Jouan, David J Anderson, Dave White, Arne Roock, Bernd Schiffer, Dimitar Bakardzhiev, Greg Brougham, Hermanni Hyytiälä, Janice Linden-Reed, Chris Chan, Zsolt Fabok, Corinna Baldauf, Andy Carmichael, Alex Fedtke, Tom Cagley, Rob Ferguson, Yuval Yeret, Joseph Hurtado, John Miller, Kurt Häusler, Matthias Bohlen, Rodolfo Moeller, Karl Scotland, Mattias Skarin, Alan Shalloway, Pierre Nies, Fred Engel, David Shrimpton, Björn Tikkanen, Simon Thomas, Simon Marcus, Marco Melas, Jon Terry, Maria Alfredéen, Torbjörn Gyllebring, Shridhar Lolla, Jim Sutton, Stephen Parry, Klaus Leopold, Sigi Kalteneger, Gaetano Mazzanti Thank you Photos: Slide 3: http://www.flickr.com/photos/bisgovuk/8163832175/sizes/o/in/set-72157631951890089/ Slides 5, 14: David J. Anderson & Associates Inc Slide 31: http://en.wikipedia.org/wiki/File:Lennon-McCartney.JPG Slide 32: http://www.nobelweekdialogue.org/?attachment_id=364
  • 90. @asplake: Kanban through its values #AgileYorkshire Mike Burrows @asplake mike@djaa.com positiveincline.com meldstrong.com Contact
  • 91. @asplake: Kanban through its values #AgileYorkshire lkuk.leankanban.com
  • 92. @asplake: Kanban through its values #AgileYorkshire Epilogue The Learning Organisation: …a group of people working together collectively to enhance their capacities to create results they really care about Senge [11, 12]
  • 93. @asplake: Kanban through its values #AgileYorkshire Homework Choose three values for your meldstrong.com profile Drive Direction Discipline  transparency  balance  collaboration  customer focus  flow  leadership  understanding  agreement  respect

Notas del editor

  1. A core that’s about driving or catalysing change through practices aligned to the values of transparency, balance and collaborationA middle layer that’s about giving direction and outlook to that change in the form of customer focus, flow and leadershipA protective outer layer of leadership disciplines and working agreements that help create the environment in which learning can flourish. These are represented by the values of understanding, agreement and respect----- Meeting Notes (05/07/2013 20:19) -----Let’s start with that first set, the values of transparency, agreement & respect.We’ll see how the practices that exemplify these values drive change.
  2. Let’s start with that first set, the values of transparency, agreement & respect.We’ll see how the practices that exemplify these values drive change.
  3. If you haven’t guessed it already, we’re making our work visible in a particular kind of visual management tool, a kanban board“kanban” is the only Japanese word I’ll use, I promise! We really do make a point of using plain, everyday language.“kanban” literally means “visual sign” or “token”. These tokens – often sticky notes – represent work items, deliverable pieces of work that our customers would recognise,It’s quite a rich visualisationIt shows the work items’ different types (the colours). Different types typically reflect different kinds of customer expectations. Colour-coding these expectations helps us to risk-manage them appropriately.The columns represent the different states the work items currently occupy. They’re sequenced left-to-right to show the high-level workflowFrom across the room we can see at a glance how much we have, where it is, what work is blocked.Look a little closer and we can see who is working on what, when any date-driven work items are due to be delivered, and so on.All this visibility for work which is normally invisible - until we deliver it to the customer it exists only in our heads and on our computers!Fully-fledged kanbansystems have another feature which we’ll come to shortly.
  4. Before we do that, let’s see how important these visual elements are for driving change.As a team, we share something visible around which we can self-organise.Self organisation is a beautiful thing!not just people acting with autonomyself-organisation refers to the ability of systems to reconfigure themselves without the need for outside directionself-organisation brings adaptability and resilience. These are good qualities to have.Reconfiguring the system may involve modifying the work management system. A lWith kanban, this is an easy and cheap thing to do. If we find that the current board design doesn’t reflect our best understanding of how things should work, we change it!
  5. This is a high leverage activityRub a line out, draw another one in, move a few stickies. Alternatively, a few clicks of the mouse if we’re using an electronic tool.For next to no cost, we can effect change on the system, yielding perhaps significant change in how it behaves.That change remains in place as long as we need it – we’ve captured learning.
  6. Team policySends a message that we’re serious about finishingAlso that we’re not keen on sucking risk into the system in an untransparent way – let’s have risks & priorities managed on the business side where that’s appropriate
  7. Big project - $1m of WIP on the board
  8. The board is a point-in-timevisualisation. When we take a time-based view, we can verify that our changes are having the effect we desire.In this picture – a CFD – we see the ballooning of work followed by step changes, the big batch transfers, then something else - flow
  9. task focus, role focus, team focus, project focus, product focus, company focus, technology focus - the list goes onSo many ways to lose sight of what we're in business for!
  10. Controversial? Perhaps with some, but not with meIn my mind, Leadership and change are very hard to separate.Change without leadership seems undeliberate, accidental evenAnd leadership without change is what, exactly?
  11. There’s nothing accidental about this scenario – it’s very deliberate, the result of years of patient work.Let’s see how it works
  12. ReflectionHow do you keep focus on needs of your customers, to the flow of work across your organisation, and on the challenge developing leadership?In your organisation, we those things the subject of occasional flurries of activity or in the air all the time? If the latter, how do you achieve that?
  13. Agree to keep moving forward insafe-to-fail increments based on understanding and captured learning
  14. Reflect:Do you have (or demonstrate yourself) leadership that is disciplined, or leadership that acts on whim?Where would you start if you wanted to change that?
  15. You can read the references and the thank you’s to my valued collaborators after I’ve put this deck up on slideshare!Meanwhile I leave you with 4 things:One, my contact detailsTwo, Advance notice of Lean Kanban UK, to be held in London October 31st and November 1stThree, this thought from Peter Senge on the Learning Organisation. Wouldn’t you like some of that?Four, some homework!
  16. You can read the references and the thank you’s to my valued collaborators after I’ve put this deck up on slideshare!Meanwhile I leave you with 4 things:One, my contact detailsTwo, Advance notice of Lean Kanban UK, to be held in London October 31st and November 1stThree, this thought from Peter Senge on the Learning Organisation. Wouldn’t you like some of that?Four, some homework!
  17. You can read the references and the thank you’s to my valued collaborators after I’ve put this deck up on slideshare!Meanwhile I leave you with 4 things:One, my contact detailsTwo, Advance notice of Lean Kanban UK, to be held in London October 31st and November 1stThree, this thought from Peter Senge on the Learning Organisation. Wouldn’t you like some of that?Four, some homework!
  18. You can read the references and the thank you’s to my valued collaborators after I’ve put this deck up on slideshare!Meanwhile I leave you with 4 things:One, my contact detailsTwo, Advance notice of Lean Kanban UK, to be held in London October 31st and November 1stThree, this thought from Peter Senge on the Learning Organisation. Wouldn’t you like some of that?Four, some homework!
  19. You can read the references and the thank you’s to my valued collaborators after I’ve put this deck up on slideshare!Meanwhile I leave you with 4 things:One, my contact detailsTwo, Advance notice of Lean Kanban UK, to be held in London October 31st and November 1stThree, this thought from Peter Senge on the Learning Organisation. Wouldn’t you like some of that?Four, some homework!
  20. You can read the references and the thank you’s to my valued collaborators after I’ve put this deck up on slideshare!Meanwhile I leave you with 4 things:One, my contact detailsTwo, Advance notice of Lean Kanban UK, to be held in London October 31st and November 1stThree, this thought from Peter Senge on the Learning Organisation. Wouldn’t you like some of that?Four, some homework!
  21. You can read the references and the thank you’s to my valued collaborators after I’ve put this deck up on slideshare!Meanwhile I leave you with 4 things:One, my contact detailsTwo, Advance notice of Lean Kanban UK, to be held in London October 31st and November 1stThree, this thought from Peter Senge on the Learning Organisation. Wouldn’t you like some of that?Four, some homework!