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
Transparency
Transparency

5. Transparency CP1: Visualize

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

7. Transparency CP5: Implement feedback loops

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

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

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

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

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

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

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

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

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

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

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

21. Allocate across competing objectives
Product: the next
big thing
Product: iterate
People, Process
Platform
Discovery Elaboration Build/Deliver
?
?
?
? ?
? ?
? ?

22. Allocate across competing objectives
Product: the next
big thing
Product: iterate
People, Process
Platform
Discovery Elaboration Build/Deliver
?
?
?
? ?
? ?
? ?
☺ ☺ ☹

23. Validate relentlessly

24. Validate relentlessly
feedback, iteration

25. Validate relentlessly
hypothesis
(in)validated

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

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

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

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

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

31. Finer-grained objects

32. Finer-grained objects

33. Disintermediation
Line
Manager
Engineer Engineer
Relationship
Manager
Engineer Customer

34. Disintermediation
Line
Manager
Engineer Engineer
Relationship
Manager
Engineer Customer

35. Distributed cognition

36. Distributed cognition

37. Distributed cognition
Across
Within
Across
Within

38. Distributed cognition
Across
Within
Across
Within

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

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

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

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

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

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

45. 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

46. 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

47. 5. Kanban systems

48. 5. Kanban systems
Visualization

49. 5. Kanban systems
Policies
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~~~~~ ~~ ~~
~~~ ~~~~~~
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~~~~~ ~~ ~~
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50. 5. Kanban systems
4
Limits on work-in-progress (WIP)

51. 5. Kanban systems
Commitment points

52. 5. Kanban systems
Feedback loops

53. 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

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

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

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

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

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

59. 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

60. 3. Knowledge discovery process

61. 3. Knowledge discovery process
hypothesis
(in)validated

62. 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

63. 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

64. 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?

65. 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

66. 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

67. 1. Sources of dissatisfaction
Internal
External

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

69. 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

70. 0. Purpose
What Who WHY

71. 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

72. Sustained, purposeful change with Kanban
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
Agreement
Respect
Balance Flow
Customer
focus
Transparency
Collaboration
Leadership

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

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