How to start my kanban - Lean Kanban France 2015
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It's not only about Kanban (the tool), it's all about Human interactions over processes and tools
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How to start my kanban - Lean Kanban France 2015
- 1. LEA N KANBAN FRANCE 20 153 NO V 2 0 1 5 HowToStart MyKanban Human Relations Over Processes And Tools
- 2. 2 People don’t have propensity to LAZINESS. People have propensity for HARD WORK. It just needs to be WORK THAT MATTERS TO THEM Jane McGonigal, Reality is Broken
- 3. Kanban + see the whole 1
- 4. FROM THE CLA SS 4 Page § 97 Class Expedite Make Expedite class visible on the board Backlog Analysis Development DoneTest Standard Doing Doing DoingDone Done Done Defect Expedite Fixed date Expedite
- 5. FROM THE CLA SS 5 Page § 38 Kanban Rules v Visualize the workflow v Split the work into pieces, write each item on a card and put on the wall. v Use named columns to illustrate where each item is in the workflow. v Limit Work In Progress (WIP) – assign explicit limits to how many items may be in progress at each workflow state. v Measure the lead time (average time to complete one item, sometimes called “cycle time”), optimize the process to make lead time as small and predictable as possible.
- 6. FROM THE CLA SS 6 Page § 74 Managing and measuring Flow Cycle Time Due Date Performance Throughput Cumulative Flow Diagram Flow Efficiency Issues and Blocked Work Items Failure Load 0 50 100 150 200 250 R elease 1R elease 2R elease 3R elease 4 Failure Load Number of total defects Escaped Defects
- 10. Really? 10
- 15. Let’sMakeTheAssumptionThat YouWillUseThisToolToVisualise TheWhole…AndGet EngagementAndInteraction 15
- 17. WHAT MA DES YO U MAD DURI NG YOUR W ORK? WH AT M AKES YO U SAD ? WHAT MA KE S YOU HAP PY? ON WHAT AR E YOU AF RAID?
- 19. EVE RY SINGLE TA SKS YOU ARE WORKI NG ON L IST
- 24. 24 BUSINESS A S USUA L DE MA ND OUTCOME PROCESS ROOTS FR UITSSink&Cherrytree
- 27. 27 Manage the Tap In Scrum, it’s PO’s job! DEM AND OUTCOME PROCESS
- 28. 28 Manage the Sink In Scrum, it’s Scrum Master’s job! DEM AND OUTCOME PROCESS
- 29. 29 what if your organisation is looking like this?
- 30. 30 or like this?
- 31. 31 Is this a help?
- 32. 32 capacity output input demandmanagement In Agile, we use LEAN techniques to understand the demand workflow. The demand flow is a simple process: demand meets capacity and, according to the capacity, demand can be treated more or less swiftly. Agile Demand Management
- 33. Phase1 focus on the output • delivering each time helps you to focus on what matters and enables discussion between the stakeholders • delivering drives fear out! 33
- 34. Phase2 focus on input • managed by a single person to insure permanent flow • empowers PO’s position • strong stakeholder’s engagement 34
- 35. Phase3 focus on the sink, on the capacity 35
- 36. 36 then limit the WIP
- 37. 37 In all situations, no one sees the deposit to the bottom of the sink deposit
- 38. 38 phase 2 will trouble water trouble water
- 39. 39 Agile coaches and scrum masters focus to "toss" the container in the sink (the work and team members) during the retrospective with the aim to liquefying the deposit as soon as possible.
- 41. 41 BUSINESS A S USUA L ROOTS FR UITSHowToPrioritise?
- 42. 42 What’s work? There are 3 types of generally accepted work: • those that produce value (fruits) • those used to produce value (roots) • and routine (transactional) aka « business-as- usual » Fruits are the expected outcome of planting: turnover, benefits, etc ... "Roots" are the feed channels for the existence and growth of fruits. Anything that is neither "fruit" nor "roots" are called Business-as-usual (BAU).The BAU is time consuming and can not be totally eliminated. But it can be controlled by treatment. BUSINESS AS USUAL ROO TS FRUI TS
- 43. •Lean explains that you have to optimise the flow i.e. reducing the BAU, optimise the « roots » so that each harvest produce the same « fruits ». •Agile is more pragmatic.We consider that BAU cannot be eliminated but should be under control. •Scrum explains that you have to focus on business value i.e. increasing fruits harvesting. •Agile also explains that both development and production proceed in a sustainable pace. 43
- 44. TooFrequentlyObservedAberrations 44 Usually performance indicators are on « BAU »: • the process is defined until the end-of-times • each input produces almost the same output (defined process) Working hypothesis have never been validated nor experienced.They are mostly driven by annual budget. Here the organisation is disconnected from reality and objective is to reinforce functional silos (keeping the organisation performance at the lowest level).
- 45. 45 Important are the results (fruits) • short term thinking TooFrequentlyObservedAberrations
- 54. SomeExamples 54
- 56. Conclusion 56
- 58. VeryLastWords 58
- 59. 59 PR O DU CT IVITY E FF IC IEN CE EFFECTI VEN ESS P RO D UCTI V ITY: YOU D O A LOT OF WORK, BUT IS IT THE GOOD WORK? EFFICIENCE: YOU DO YOUR WO RK EASILY, BUT DID I T REAC H THE MAXIMUM IMPACT? EFFECTIVENESS: YO U DO THE RIGH T WO RK AT THE RIGH T TIME. IS THE PROC ESS REP EATAB LE? AGILE CREDITS: J. BENSON
- 60. 60PIERRE E. N EIS | LUXEMBOURG | BEI RUT | GENEVA | BRUSSELS | LONDON P IER R E@WECOMPANY.ME @ELPEDROMAJOR How to Start my Kanban Agile by Nature WE&CO AGI LE4HR #P LAY1 4 UPWARD CONS.