Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

KEA20 - Susanne Bartel - What is "your Kanban"?

73 visualizaciones

Publicado el

This talk will start with a brief review of Kanban and the different "flavors" it comes in, followed by an overview of the Kanban Maturity Model.

I was a part of the beta workgroup involved from the early stages of the model. I will share examples from my practical application of the model in working with clients: How was the model applied in practical terms, how did it influence the relationship, and which impact did it have on the service? Finally, I will reflect on how the usage of the model has shaped her own thinking in Kanban coaching and consulting

Publicado en: Empresariales
  • Sé el primero en comentar

  • Sé el primero en recomendar esto

KEA20 - Susanne Bartel - What is "your Kanban"?

  1. 1. flow.hamburg PLAN SYSTEMS. MANAGE WORK. LEAD PEOPLE. Susanne Bartel susanne@flow.hamburg @SusanneBartel What is "your Kanban"? Application of the KMM Kanban Eurasia Minsk, March 2020
  2. 2. flow.hamburg – From Hamburg with Flow Kanban Eurasia - flow.hamburg GbR © 2020 2 Kanban Training and Coaching Management Consulting Licensed Training Organization
  3. 3. „ Канбан, что это? Kanban Eurasia - flow.hamburg GbR © 2020 3
  4. 4. Kanban Eurasia - flow.hamburg GbR © 2020 4 Стикери на стене! Канбан, что это?
  5. 5. Kanban Eurasia - flow.hamburg GbR © 2020 5 Стикери на стене! Что-то, чтобы помочь организовать работу Канбан, что это?
  6. 6. Kanban Eurasia - flow.hamburg GbR © 2020 6 Стикери на стене! Что-то, чтобы помочь организовать работу Что-то, чтобы помочь предоставить лучший сервис Канбан, что это?
  7. 7. Kanban Eurasia - flow.hamburg GbR © 2020 7 Стикери на стене! Канбан, что это? Что-то, чтобы помочь организовать работу Что-то, чтобы помочь предоставить лучший сервис Инструмент для развития компании
  8. 8. Kanban Eurasia - flow.hamburg GbR © 2020 8 Стикери на стене! Канбан, что это? Что-то, чтобы помочь организовать работу Что-то, чтобы помочь предоставить лучший сервис Инструмент для развития компании Всё правильно!
  9. 9. How do you “do Kanban”? You take your current way of working and build a Kanban system: • A board that shows your workflow • Tickets • Regular meetings and reviews • Rules • Things to measure You apply the Kanban practices and principles Kanban Eurasia - flow.hamburg GbR © 2020 9
  10. 10. Which factors determine “Your Kanban”? What scope of work do you cover? контекст What do you want to achieve? цель What is the level of Kanban knowledge in the organization? знание What values are held in the organization? культура Kanban Eurasia - flow.hamburg GbR © 2020 10
  11. 11. Kanban Eurasia - flow.hamburg GbR © 2020 11 So... What?
  12. 12. Differing degrees of impact From getting things done, and less overburdening over increased orientation towards customers’ needs, and the end-to-end flow of work, over predictable delivery of your service, to anticipating demand and ensuring long-time survival. Kanban Eurasia - flow.hamburg GbR © 2020 12
  13. 13. Kanban Eurasia - flow.hamburg GbR © 2020 13 The KMM helps you navigate
  14. 14. Kanban Maturity Model Components Kanban Eurasia - flow.hamburg GbR © 2020 15 Culture: Which values are held in the organization Implemented Kanban Practices Possible Outcomes
  15. 15. Kanban Eurasia - flow.hamburg GbR © 2020 16
  16. 16. Kanban Eurasia - flow.hamburg GbR © 2020 17
  17. 17. Kanban Eurasia - flow.hamburg GbR © 2020 18 From Busy-ness to Customer Orientation Others can see what others (should) do. Collaboration made easier. We are able to catch dropped balls and to improve our service end-to- end
  18. 18. Examples The KMM as a coaching tool at use
  19. 19. Example 1 - Application of the KMM At a long-term client in the logistics industry Project team is part of a wider enterprise Multi-level Kanban system with 8 teams in 3 locations jointly building features Plateau after a period of growth Product in use now, more and more customers being migrated to the platform. New challenges ahead: Are we ready? Kanban Eurasia - flow.hamburg GbR © 2020 20
  20. 20. ML 2ML 1 Cultural Appraisal (Jan 19) Kanban Eurasia - flow.hamburg GbR © 2020 21 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  21. 21. Kanban Eurasia - flow.hamburg GbR © 2020 22 January2019 Level Visualize Limit WIP Marshall Options - Manage flow Make policies explicit Feedback Loops Improve colaboratively, evolve experimentally 1.1 Visualizework for several individuals by means ofan aggregated personal kanban board 1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting 1.2 Visualizediscovered initial policies 1.3 Visualizethework carried out by a team by means ofa team kanban board. 1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review. 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law 3.7 Visualizeupstream options by means ofa upstream/discovery kanban board 3.7 Report rudimentary flow efficiency 3.8 Gradually eliminateinfinitebuffers 3.9 Actively closeupstream options which meet theabandonment criteria 3.10 Report abandoned vs completed commited work 3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up- stream replenishment 3.8 Develop triagediscipline 3.5 Establish a delivery commitment point 3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and impact 3.9 Visualizepull signals 3.3 Using a max limit to constrain upstream capacity 3.9 Managedependencies peer-to-peer or parant-child 3.6 Establish a replenishment commitment point 3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk 3.10 Visualizepull criteria (also known as “pull policies”, “definition ofready”, “exit criteria”) 3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work items 3.7 Definebasic classes ofservicebased on qualitativecost ofdelay 3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem spontaneously –bring it to theservice delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system, from commitment to delivery 3.14 Useclasses ofserviceto affect selection 3.8 Establish customer acceptance criteria for each work item or a class of work items 3.6 Conduct basic portfolio review 3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery commitment 3.15 Visualizefailuredemand versus valuedemand 3.16 Forecast Delivery 3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options Thinking 3.17 Visualizeclass ofserviceusing ticket colors, board rows or ticket decorators 3.18 UseEarned Valueportfolio kanban board to visualizeproject progress and scheduleor budget risk3.x Visualizetheprogress ofmultiple initiatives on a portfolio kanban board ML 3 TransitionConsolidation ML 1 TransitionConsolidation ML 2 TransitionConsolidation
  22. 22. Kanban Eurasia - flow.hamburg GbR © 2020 23 January2019 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law TransitionConsolid ML 2 TransitionConsolidation
  23. 23. „Reality is not as linear as the model! Kanban Eurasia - flow.hamburg GbR © 2020 24
  24. 24. Kanban Practices > Culture Level of Kanban Practices Adoption currently overreaching, i.e. higher than level of values held. Results in difficulties to establish and maintain Kanban practices and get full buy-in for existing ones, limiting business outcomes. 2-3 KanbanPracticesAdoption CulturalAssessment 1T Kanban Eurasia - flow.hamburg GbR © 2020 25
  25. 25. The agreed way forward • Increased focus on the leadership team and cross-team aspects • Agreed to consolidate Kanban practices at level 2, while driving cultural improvements (cross-team flow) Kanban Eurasia - flow.hamburg GbR © 2020 26
  26. 26. Acts of Leadership (Never waste a good crisis) • No feature delivered for 3 weeks • More than 20 features in progress, with 10 stories on average • How can we finish features quicker? • Teams are blocking each other! • „We need to get our WIP under control!“ Kanban Eurasia - flow.hamburg GbR © 2020 27
  27. 27. Examples of ML2 Kanban Practices • Visualize end-to-end workflow in an electronic tool for better overall control and visibility • Introduced workflow-level Kanban • Dependencies needed to be managed across different levels and teams: Introduced Team Capacity Tokens • Catalyzed technical measures towards shared code ownership Kanban Eurasia - flow.hamburg GbR © 2020 28
  28. 28. Impact of the established practices • Painful! • Surfaced the real issues that were buried before: • Changing demand patterns • Resulting uneven workload of the teams • More dependencies than expected • Not the right items ready for delivery at the right time • Enforced cross-team collaboration across business verticals Kanban Eurasia - flow.hamburg GbR © 2020 29
  29. 29. The Journey so far 30 NOV 2018 Start of KMM Appraisal JAN/ FEB 2019 Presentation to leadership team and all- team APR 2019 Project crisis, management intervention JUN 2019 Stressors showing effects Kanban Eurasia - flow.hamburg GbR © 2020
  30. 30. Kanban Eurasia - flow.hamburg GbR © 2020 31 January2019 Level Visualize Limit WIP Marshall Options - Manage flow Make policies explicit Feedback Loops Improve colaboratively, evolve experimentally 1.1 Visualizework for several individuals by means ofan aggregated personal kanban board 1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting 1.2 Visualizediscovered initial policies 1.3 Visualizethework carried out by a team by means ofa team kanban board. 1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review. 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law 3.7 Visualizeupstream options by means ofa upstream/discovery kanban board 3.7 Report rudimentary flow efficiency 3.8 Gradually eliminateinfinitebuffers 3.9 Actively closeupstream options which meet theabandonment criteria 3.10 Report abandoned vs completed commited work 3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up- stream replenishment 3.8 Develop triagediscipline 3.5 Establish a delivery commitment point 3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and impact 3.9 Visualizepull signals 3.3 Using a max limit to constrain upstream capacity 3.9 Managedependencies peer-to-peer or parant-child 3.6 Establish a replenishment commitment point 3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk 3.10 Visualizepull criteria (also known as “pull policies”, “definition ofready”, “exit criteria”) 3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work items 3.7 Definebasic classes ofservicebased on qualitativecost ofdelay 3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem spontaneously –bring it to theservice delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system, from commitment to delivery 3.14 Useclasses ofserviceto affect selection 3.8 Establish customer acceptance criteria for each work item or a class of work items 3.6 Conduct basic portfolio review 3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery commitment 3.15 Visualizefailuredemand versus valuedemand 3.16 Forecast Delivery 3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options Thinking 3.17 Visualizeclass ofserviceusing ticket colors, board rows or ticket decorators 3.18 UseEarned Valueportfolio kanban board to visualizeproject progress and scheduleor budget risk3.x Visualizetheprogress ofmultiple initiatives on a portfolio kanban board ML 3 TransitionConsolidation ML 1 TransitionConsolidation ML 2 TransitionConsolidation
  31. 31. Kanban Eurasia - flow.hamburg GbR © 2020 32 June2019 Level Visualize Limit WIP Marshall Options - Manage flow Make policies explicit Feedback Loops Improve colaboratively, evolve experimentally 1.1 Visualizework for several individuals by means ofan aggregated personal kanban board 1.1 Establish per-person WIP limits 1.1 Discover initial policies 1.1 Conduct Team Kanban meeting 1.2 Visualizediscovered initial policies 1.3 Visualizethework carried out by a team by means ofa team kanban board. 1.2 Establish team WIP limits 1.2 Definebasic policies 1.2 Maketeam review. 1.4 Useavatars to visualizean individual’s workload 1.3 Conduct internal team replenishment meeting 1.5 Visualizebasic policies 2.1 Visualizeteamwork by means ofan emergent workflow kanban board 2.1 Definework types based on customer re-quests 2.1. Definebasic servicepolicies 2.1 Conduct internal workflow replenishment meeting 2.1 Identify sources ofdissatisfaction 2.2 Visualizework through a delivery kanban board with per-person WIP limits 2.2 Definebasic services 2.3 Visualizework types by means ofcard colors or board rows 2.3 Map upstream and downstream flow 2.4 Visualizeblocked work items 2.4 Defineand collect blocker metrics 2.5 Visualize work requests on another serviceor system 2.5 Defineand collect WIP aging metrics 2.6 Visualizework item aging 2.7 Visualizebasic servicepolicies 2.8 Visualizedevelopment ofoptions and committed work by means ofan enhanced upstream-downstream kanban2.9 Visualizeindividual workload on a upstream kanban board 2.10 Visualizeconstant WIP (CONWIP) on an emergent workflow delivery kanban board 2.1 Establish CONWIP limits on emergent workflow 2.6 Manageblocking issues (categorize, analyzecauses and impacts and define relevant actions) 2.2 Definepolicies for managing aging WIP 2.1 Conduct workflow Kanban meeting 2.2 Defineactions to develop basic understanding oftheprocess and improveflow2.11 Ticket design: Visualizeconcurrent or unordered activities with checkboxes 2.2 Establish WIP limit on theaggregated servicedelivery overview board. 2.7 Managedefects and other rework types 2.3 Definepolicies for managing aging WIP and blocking issueescalation 2.3 Conduct system capability review 2.3 Reviseproblematic policies 2.12 Board design: Visualizeconcurrent activities performed by specialist teams using partial rows 2.8 Manageaging WIP 2.4 Definepolicies for managing , defects and other rework types 2.4 Conduct blocker clustering 2.4 Identify sources ofdelay 2.13 Board design: Visualizesequential activities whereno dependency or preferred sequenceexists using rows or 2.5 Definebasic policies for for coordinating work ofdifferent service teams2.14 Visualizedefects and other rework types 2.15 Visualizedefined workflow using a kanban board 2.15 Visualizeproject progress on a simpleportfolio kanban board 2.16 Visualizea program as an aggregated servicedelivery overview 3.1 Visualize“ready to commit” status, also known as “ready to pull” 3.1 Establish activity based WIP limits 3.1 Organizearound theknowledge discovery process (service; seethe organization as a set ofinterconnected 3.1 DefineF4P-related metrics 3.1 Conduct replenishment meeting 3.1 Solicit changeand improvement suggestions 3.2 Visualize“ready to pull” criteria, also known as “definition ofready”, “entry criteria” 3.2 Collect service-related data: demand, capability 3.2 Explicitely definepull criteria 3.2 Makeimprovement suggestions review 3.3 Visualizeproject work items on a two- tiered project kanban board 3.3 Analyzeservicefitness for purpose 3.3 Defineupstream option abandonment policies 3. 4 Visualizeworkflow and teamwork items by means ofaggregated team kanban board 3.4 Defer commitment (decideat the “last responsiblemoment”) 3.4 Definethemeaning of"abandoned" for committed work 3.5 Visualizediscarded options using a bin on an upstream (discovery) kanban board 3.5 Usecumulativeflow diagram to monitor queues 3.6 Visualizeparent-child and peer-peer dependencies 3.6 UseLittle’s law 3.7 Visualizeupstream options by means ofa upstream/discovery kanban board 3.7 Report rudimentary flow efficiency 3.8 Gradually eliminateinfinitebuffers 3.9 Actively closeupstream options which meet theabandonment criteria 3.10 Report abandoned vs completed commited work 3.8 Visualizereplenishment signals 3.2 Usean order point (min limit) for up- stream replenishment 3.8 Develop triagediscipline 3.5 Establish a delivery commitment point 3.3 Conduct delivery planning meeting 3.3 Analyzeblocker likelihood and impact 3.9 Visualizepull signals 3.3 Using a max limit to constrain upstream capacity 3.9 Managedependencies peer-to-peer or parant-child 3.6 Establish a replenishment commitment point 3.4 Conduct servicedelivery review 3.4 AnalyzeLead timetail risk 3.10 Visualizepull criteria (also known as “pull policies”, “definition ofready”, “exit criteria”) 3.4 Bracket WIP limits for different states 3.10 Analyzeand report aborted work items 3.7 Definebasic classes ofservicebased on qualitativecost ofdelay 3.5 Conduct options review (upstream) 3.5 After meetings: discuss a problem spontaneously –bring it to theservice delivery review3.11 Visualizeavailablecapacity 3.5 Createan end-to-end pull system, from commitment to delivery 3.14 Useclasses ofserviceto affect selection 3.8 Establish customer acceptance criteria for each work item or a class of work items 3.6 Conduct basic portfolio review 3.14 Visualizetarget dateor SLA 3.15 Usetwo-phasecommit for delivery commitment 3.15 Visualizefailuredemand versus valuedemand 3.16 Forecast Delivery 3.16 Visualizeaborted work 3.17 Apply qualitativeReal Options Thinking 3.17 Visualizeclass ofserviceusing ticket colors, board rows or ticket decorators 3.18 UseEarned Valueportfolio kanban board to visualizeproject progress and scheduleor budget risk3.x Visualizetheprogress ofmultiple initiatives on a portfolio kanban board ML 3 TransitionConsolidation ML 1 TransitionConsolidation ML 2 TransitionConsolidation
  32. 32. ML 2ML 1 Cultural Appraisal (Jan 19) Kanban Eurasia - flow.hamburg GbR © 2020 33 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  33. 33. ML 2ML 1 Cultural Appraisal (June 19) Kanban Eurasia - flow.hamburg GbR © 2020 34 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  34. 34. The Journey continues 35 NOV 2018 Start of KMM Appraisal JAN/ FEB 2019 Presentation to leadership team and all- team APR 2019 Project crisis, management intervention JUN 2019 Stressors showing effects Kanban Eurasia - flow.hamburg GbR © 2020
  35. 35. Kanban Eurasia - flow.hamburg GbR © 2020 36 Constraining forces from the surrounding organization In regress from ML2 back to ML1
  36. 36. Where are we today? Kanban Eurasia - flow.hamburg GbR © 2020 37
  37. 37. Kanban Eurasia - flow.hamburg GbR © 2020 38
  38. 38. Which level would be appropriate? Kanban Eurasia - flow.hamburg GbR © 2020 39 Need: Predictability! Need: Actionable metrics for forecasting and improvements Need: Short time to market
  39. 39. Which level would be appropriate? Kanban Eurasia - flow.hamburg GbR © 2020 40 Need: Predictability! Need: Actionable metrics for forecasting and improvements Need: Short time to market Understood and articulated by the leadership team.
  40. 40. Looking back – achievements so far Steady communication and improved collaboration across teams Cadence stable and effective Better management of dependencies Improved liquidity (which(s) team can implement features) Introduction of classes of service is a great stressor to show constant over-commitment Kanban Eurasia - flow.hamburg GbR © 2020 41
  41. 41. Current Developments Visualize and manage blockers at all levels Focus on WIP aging, using thresholds -> stressor! Getting to real Pull systems both in teams and on feature level End-to-end flow: More forward-looking upstream flow to avoid being caught by “starvation alert” surprise ever few weeks Started: Re-assessment of the organization based on KMM Kanban Eurasia - flow.hamburg GbR © 2020 42
  42. 42. Kanban Eurasia - flow.hamburg GbR © 2020 43
  43. 43. The Journey continues 44 NOV 2018 Start of KMM Appraisal JAN/ FEB 2019 Presentation to leadership team and all- team APR 2019 Project crisis, management intervention JUN 2019 Stressors showing effects Kanban Eurasia - flow.hamburg GbR © 2020 MAR 2020
  44. 44. How did the KMM help? Sense making tool: bring structure into a complex environment Guidance for coaching See clearly what’s going on (even if that is not what you’d like to see) KMM is a great tool to get in contact and jointly work with management … and we hope that it will help us finally get to real service orientation Kanban Eurasia - flow.hamburg GbR © 2020 45
  45. 45. Example 2 - Application of the KMM Multiple reorganizations in the past months and years. Leadership team wanted to get an orientation where they are Which improvement steps would be possible to deliver a better service? Kanban Eurasia - flow.hamburg GbR © 2020 46
  46. 46. Cultural Appraisal Kanban Eurasia - flow.hamburg GbR © 2020 47 ML 2ML 1 Trans- parency Collabo- ration Acts of Leader- ship Evolu- tionary Change Respect Flow Basic Under- standing
  47. 47. Kanban Eurasia - flow.hamburg GbR © 2020 48 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 2 3 4 Practices Adoption by Level fully partially not at all blank Maturity Level
  48. 48. Culture > Kanban Practices Organizational Culture at a higher maturity level than Kanban Practices Adoption 2-3 KanbanPracticesAdoption CulturalAssessment 1 Kanban Eurasia - flow.hamburg GbR © 2020 49
  49. 49. Kanban Eurasia - flow.hamburg GbR © 2020 50
  50. 50. Kanban Eurasia - flow.hamburg GbR © 2020 51 1 2 Transitioning Practices Consolidating Practices Transitioning Practices Consolidating Practices Limit WIP Manage Flow Explicit Policies
  51. 51. Kanban Eurasia - flow.hamburg GbR © 2020 change change change change change change KMM as a Guide 52
  52. 52. change change change change change change …Providing direction and focus. Kanban Eurasia - flow.hamburg GbR © 2020 53 KMM as a Guide
  53. 53. Wrap-Up: Things to keep in mind Kanban Eurasia - flow.hamburg GbR © 2020 54
  54. 54. Kanban Eurasia - flow.hamburg GbR © 2020 55 Kanban of the Year
  55. 55. Kanban Eurasia - flow.hamburg GbR © 2020 56 Kanban of the Year NO!
  56. 56. Things to keep in mind Provides a roadmap to appropriately develop your Kanban practices together with the cultural values. Puts focus on the business outcomes. Remember, it is the organization that matures, not the Kanban Method. KMM helps you to prevent the two common failure modes. Kanban Eurasia - flow.hamburg GbR © 2020 57
  57. 57. What can go wrong in Kanban Coaching? Kanban Eurasia - flow.hamburg GbR © 2020 58 False Plateau Overreaching Use the KMM to take the right steps at the right time
  58. 58. My Learning Points Kanban Eurasia - flow.hamburg GbR © 2020 59 Works if applied visibily, or not Great for alignment Puts focus on outcomes Hard to un-learn!
  59. 59. https://flic.kr/p/6K41qv Kanban Eurasia - flow.hamburg GbR © 2020 @SusanneBartel http://www.flow.hamburg PLAN SYSTEMS. MANAGE WORK. LEAD PEOPLE. 60
  60. 60. Kanban Eurasia - flow.hamburg GbR © 2020 61

×