1. Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com

2. Understanding Agreement Respect

3. Understanding FP1: Start with what you do now Agreement FP2: Agree to pursue evolutionary change Respect FP3: Initially, respect current processes, roles, responsibilities and job titles

4. Transparency

5. CP1: Visualize Transparency

6. CP4: Make policies explicit ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~ Transparency

7. CP5: Implement feedback loops Transparency

8. CP5: Implement feedback loops Transparency

9. CP1: Visualize Transparency CP4: Make policies explicit Transparency CP5: Implement feedback loops

12. CP3 (expanded): Manage flow, seeking smoothness, timeliness, and good economic outcomes, anticipating customer needs

13. CP3 (expanded): Manage flow, Flow seeking smoothness, timeliness, and good economic outcomes, anticipating customer needs

14. CP3 (expanded): Manage flow, Flow seeking smoothness, timeliness, and good economic outcomes, Customer focus anticipating customer needs

15. Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly

16. Keep removing impediments to continuous delivery From deployable to delivered

17. Keep removing impediments to continuous delivery From tested to delivered

18. Keep removing impediments to continuous delivery From being tested to delivered

19. Keep removing impediments to continuous delivery From built to delivered

20. Keep removing impediments to continuous delivery From being built to Delivered

21. Keep removing impediments to continuous delivery From idea to delivered

22. Allocate across competing objectives Product: the next big thing Product: iterate People, Process Platform DiscoveryElaborationBuild/Deliver ? ? ? ?? ?? ??

23. Allocate across competing objectives Product: the next big thing Product: iterate People, Process Platform DiscoveryElaborationBuild/Deliver ? ? ? ?? ?? ?? ☺☺ ☹

24. Validate relentlessly

25. feedback, iteration

26. Validate relentlessly hypothesis (in)validated

27. Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly

28. Flow Keep removing impediments to continuous delivery Allocate across competing objectives Validate relentlessly

29. Flow Keep removing impediments to continuous delivery Balance Allocate across competing objectives Validate relentlessly

30. Flow Keep removing impediments to continuous delivery Balance Allocate across competing objectives Customer focus Validate relentlessly

31. Finer-grained objects Disintermediation Distributed cognition Three heuristics Dave Snowden (@snowded)

32. Finer-grained objects

34. Disintermediation Engineer Line Manager EngineerCustomer Relationship Manager

35. Disintermediation Engineer Line Manager EngineerCustomer Relationship Manager

36. Distributed cognition

38. Within Across Within Across

39. Distributed cognition Within Across Within Across

40. Finer-grained objects Disintermediation Distributed cognition Three heuristics Dave Snowden (@snowded)

41. Flow Finer-grained objects Disintermediation Distributed cognition Balance Three heuristics Dave Snowden (@snowded)

42. Flow Finer-grained objects Disintermediation Distributed cognition Balance Collaboration Customer focus Three heuristics Dave Snowden (@snowded)

43. Flow Finer-grained objects Disintermediation Distributed cognition Balance Collaboration Customer focus Transparency Leadership Three heuristics Dave Snowden (@snowded)

44. I. Kanban through its Values II. Models III. Implementation (STATIK) @KanbanInside ✔ ✔

45. Operate kanban systems Increase understanding Pull change through the system

46. STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out

47. Reverse STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out

48. 5. Kanban systems

49. Visualization

50. 5. Kanban systems Policies ~~~ ~~ ~~~~~ ~~ ~~ ~~~ ~~~~~~

51. 5. Kanban systems 4 Limits on work-in-progress (WIP)

52. 5. Kanban systems Commitment points

53. 5. Kanban systems Feedback loops

54. 4. Classes of service 5. Kanban systems Review: The visibility of work items and where they sit Policies WIP limits and other controls on WIP Commitment points Feedback loops 6. Roll out

55. 4. Classes of service Managing to different kinds of expectations

56. 4. Classes of service Managing to different kinds of expectations Fixed Date

57. 4. Classes of service Managing to different kinds of expectations Expedited Fixed Date

58. 4. Classes of service Managing to different kinds of expectations Expedited Intangible Fixed Date

59. 4. Classes of service Managing to different kinds of expectations Expedited Intangible Standard Fixed Date

60. 4. Classes of service Q: Fixed Date, Expedited, Standard or Intangible? 1.Manually add space to a server that has reached 90% full 2.Roll out an automated disk space provisioning system 3.Fix the server that is keeping the trading system out of the market (and costing us $1m per hour) 4.Report to the board next Friday to explain ourselves

61. 3. Knowledge discovery process 4. Classes of service Recognise different kinds of customer expectation Organise: qualitative categories before any quantitative ranking Make explicit both internally and externally Select (prioritise) and risk-manage items accordingly 6. Kanban systems

62. 3. Knowledge discovery process

63. hypothesis (in)validated

64. 2. Demand & capability 3. Knowledge discovery process Understand what kind of knowledge is acquired at each stage of the process and aim to acquire it quickly Implement through customer validation, customer collaboration, policies, allocations 4. Classes of service

65. 2. Demand & capability 3. Knowledge discovery process Keep testing your understanding; validate relentlessly! Encourage the shift: –away from taking orders & satisfying requirements –towards building the capability to anticipate, explore & meet needs at the right time 4. Classes of service

66. 2. Demand & capability Demand How work arrives How frequently From whom Of what types In what sizes etc Capability How work leaves Batches Lead time(s), delivery rate Predictability Flow efficiency etc Are these in balance?

67. 2. Demand & capability Demand Weekly calls with business managers Ad-hoc meetings with user reps Mostly business-driven work; some market-driven, regulatory and infrastructure change Typically 2-10 days development work per item Capability Releases every 6 weeks But ~18 week lead time Flow efficiency percentage in single digits (5 days in 18 weeks is 4%) Outline example

68. 1. Sources of dissatisfaction 2. Demand & capability Attend to both sides of this equation Internal and external perspectives Expect changes at the boundaries to impact system design, and vice-versa 3. Knowledge discovery process

69. 1. Sources of dissatisfaction Internal External

70. 1. Sources of dissatisfaction Internal (self awareness) External (empathy) Source: Markus Andrezak @markusandrezak #lascot14

71. 0. Purpose 1. Sources of dissatisfaction Two perspectives (at least!) Assumes a system scope and a boundary –Both of these are potential sources of dissatisfaction in their own right Sources are much easier to identify & address when there is already some transparency 2. Demand & capability

72. 0. Purpose What Who WHY

73. Reverse STATIK 0. Understand the purpose of the system 1. Understand sources of dissatisfaction 2. Analyze demand and capability 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out

74. Sustained, purposeful change with Kanban 3. Model the knowledge discovery process 4. Discover classes of service 5. Design kanban systems 6. Roll out 1. Understand sources of dissatisfaction 2. Analyze demand and capability 0. Understand the purpose of the system Understanding Agreement Respect Customer focus Transparency BalanceFlow Collaboration Leadership

75. Operate kanban systems Increase understanding Pull change through the system

76. Inside Lean Kanban …the humane, start with what you do now approach to change Mike Burrows @asplake @kanbanInside mike@djaa.com

78. Transparency Balance Collaboration Customer focus Flow Leadership Understanding Agreement Respect