Introducing kanban through its values (#LKNA13)

@asplake: Introducing #Kanban through its values #lkna13
Introducing Kanban
through its values
Mike Burrows
@asplake
mjb@asplake.co.uk
mike@djaa.com
positiveincline.com
meldstrong.com

What is Kanban?

What is Kanban?
Something from the factory floor?
http://farm8.staticflickr.com/7120/8163832175_0c08f4c455_o_d.jpg, http://www.flickr.com/photos/bisgovuk/8163832175/sizes/o/in/set-72157631951890089/

What is Kanban?
A personal productivity tool?

What is Kanban?
The new name for a card wall
or standup meeting?

What is Kanban?
A book [1], a method, a community?

What is Kanban?
The textbook answer:
The Kanban method is an
evolutionary approach to change

What is Kanban?
Here
There
How we wish change worked

What is Kanban?
How change really works

What is Kanban?
Evolutionary change with many small J’s
Increasing “fitness”
Increasing capability
for change

What is Kanban?
Yes, but…
The Kanban method is an
evolutionary approach to change

Kanban as fostering
• a better environment
• the right outlook
• things that drive us forward
viewed from its value system [2, 3]
Toward a better answer

Environment
understanding
agreement
respect

FP1: Start with what you do now
Environment: understanding

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 change works in your organization

vs “tampering” (Deming [5])

vs “bravado” (Collins [6])

FP2: Agree to pursue
incremental, evolutionary
change
Environment: agreement

agreement in practice,
vs
agreement in principle

agreement between
vs
agreement from

FP3: Initially, respect current roles,
responsibilities & job titles
Environment: respect

Showing respect for people does not
mean you have to like them, agree
with their views, and fail to
challenge any half baked reasoning
Stephen Parry
Environment: respect

Outlook
customer focus
flow
leadership

CP3: Manage flow
Outlook: customer focus

CP3 (expanded): Manage to
timely completion the smooth
flow of customer-recognised
value over a range of timescales

“Know what you’re delivering,
to whom, and why”

CP3 (expanded): Manage to
timely completion the smooth
flow of customer-recognised
value over a range of timescales
Outlook: flow

Paying explicit attention[7] to flow

Paying explicit attention[7] to flow
…learning to see it and to value it

FP4: Encourage acts of
leadership at all levels in your
organization – from individual
contributor to senior
management
Outlook: leadership

Small acts of leadership

Put problems & problem-solvers
as close together in time &
space as you can; managers
provide coaching and scope
after Steven J. Spear [8]
Outlook: leadership

1. What is the process?
2. How can we see that it is
working?
3. How is it improving?
Outlook: leadership

Drive
transparency
balance
collaboration

CP1: Visualize
CP4: Make policies explicit
CP5: Implement feedback loops
Drive: transparency

Drive: transparency

Drive: transparency
0
20
40
60
80
100
120
On hold
Proposed
Prioritised
Ready for Dev
Dev
Testing
Ready for
Release
Released
Implemented

Drive: transparency
Example policy:
“When taking on a new piece of
work, inform the sponsors of any
existing work that will be
impacted as a result”

Drive: transparency
Example policy:
“Production > Test > Dev”

Drive: transparency
Watch for people messing with the
rules, because that is the earliest
sign of significant change
Joel Barker

CP2: Limit work-in-progress (WIP)
Drive: balance

Drive: balance

Little’s law [9]:
cycle time =
work-in-progress (WIP)
throughput
Drive: balance

Drive: balance
demand vs supply

Drive: balance
planned vs interrupt-driven

Drive: balance
urgency-driven vs date-driven

Drive: balance
short, medium & long term

Drive: balance
delivery, improvement, experiment

Drive: balance
customer, team, organization

CP6: Improve
collaboratively, evolve
experimentally
[using models
[and the scientific method]]
Drive: collaboration

Increasingly, the needs of business
require a level of collaboration
impossible at the “I’m great” level
David Logan [10]

Environment Outlook Drive
understanding customer focus transparency
agreement flow balance
respect leadership collaboration

Values shared by learning organisations
“…a group of people working together collectively
to enhance their capacities to create results
they really care about”
Senge [11, 12]

What is Kanban?
Kanban is a method for building
learning organisations
In support of the ongoing pursuit of
competitiveness it fosters
• an environment for learning
• an outlook for improvement, and
• a drive for continuous transformation
to the mutual benefit of customers, the
organization and the people within it

Who is Kanban for?
Knowledge work
organizations that need
to learn faster
Adopters
of
method
X
(not to scale)

Kanban through its values
What is Kanban?
What does it do?
Who is it for?

• Which of these need more attention in your
workplace?
• Which three resonate most strongly with you
personally?
https://www.meldstrong.com/signup

With special thanks to:
Jabe Bloom, Patrick Steyaert, Matthias Jouan, David 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
https://www.meldstrong.com/sites/kanban/categories/values/topics/coll
aboration/stories/-kanban-through-its-values--is-itself-a-story-of-
collaborati/27
Thank You

References
[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

Photos
Slide 3: http://www.flickr.com/photos/bisgovuk/8163832175/sizes/o/in/set-72157631951890089/
Slides 5, 53: David J. Anderson & Associates Inc
Slide 65: http://en.wikipedia.org/wiki/File:Lennon-McCartney.JPG
Slide 66: http://www.nobelweekdialogue.org/?attachment_id=364

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