Intro to Systems Thinking, Kanban and Systemic Flow Mapping
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Intro to Systems Thinking, Kanban and Systemic Flow Mapping
- 1. Kanban stop starting, start finishing Chris McDermott @chrisvmcd chris.v.mcdermott@gmail.com
- 2. Systems Thinking (a taster) Kanban Fundamentals Change Example Systemic Flow Mapping please ask questions
- 3. analytic thinking 1. take it apart 2. try to understand what the parts do 3. assemble the understanding of the parts into an understanding of the whole = how things work
- 4. what is a system?
- 5. what is a system? elements
- 6. what is a system? elements which interact
- 7. what is a system? elements which interact to meet a purpose
- 8. systems thinking 1. what is this a part of 2. what is the behaviour of the containing whole 3. disaggregate the understanding of the whole by identifying the role of the thing you are trying to explain = why things work the way they do
- 9. for more on Systems Thinking... John Seddon Dr. Russell Ackoff Donnella Meadows Taichi Ohno Dr. W. Edwards Deming
- 10. game
- 12. kanban systems WIP (Work In Progress) limited pull system.
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- 36. Microsoft XIT Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
- 37. Corbis
- 39. What is it? • A change management method that uses kanban systems to provoke change • Catalyst for evolutionary change • Can help to create an culture of continuous improvement • There is no Kanban Software Development Process or Kanban Project Management Method
- 40. start with what you do now and pursue incremental, evolutionary change
- 41. Improvements Visualise Feedback Limit Loops WIP Explicit Policies Manage Flow
- 42. Improvements Visualise Feedback Limit Loops WIP Explicit Policies Manage Flow
- 43. Demand Analysis Development Test Released In
- 44. Progress Done In
- 45. Progress Done In
- 46. Progress Done
- 47. Demand Analysis Development Test Released 214*** In
- 48. Progress Done In
- 49. Progress Done In
- 50. Progress Done Task 214*** Task description description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011
- 51. Demand Analysis Development Test Released 214*** In
- 52. Progress Done In
- 53. Progress Done In
- 54. Progress Done Task 214*** Task description description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 55. Work item type - Bug Digital tracking - Feature number - Non Functional - etc Type: Feature 2146767 Ability to search by product Cust: Chris BA: Mike Due: 09/06 Dev: Liz Start: 07/06 QA: Brian End: 08/06 Contacts Tracking dates Standard - Fixed Date - Expedite or whatever suits
- 59. Demand
- 60. (4) Analysis
- 61. (5) Development
- 62. (6) Test Released In
- 63. Progress Done In
- 64. Progress In
- 65. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 66. Demand
- 67. (4) Analysis
- 68. (5) Development
- 69. (6) Test Released In
- 70. Progress Done In
- 71. Progress In
- 72. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 73. Demand
- 74. (4) Analysis
- 75. (5) Development
- 76. (6) Test Released In
- 77. Progress Done In
- 78. Progress In
- 79. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 80. Demand
- 81. (4) Analysis
- 82. (5) Development
- 83. (6) Test Released In
- 84. Progress Done In
- 85. Progress In
- 86. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task 214*** Task Task Task description Task description description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 87. Demand
- 88. (4) Analysis
- 89. (5) Development
- 90. (6) Test Released In
- 91. Progress Done In
- 92. Progress In
- 93. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task 214*** Task Task description Task description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 94. Demand
- 95. (4) Analysis
- 96. (5) Development
- 97. (6) Test Released In
- 98. Progress Done In
- 99. Progress In
- 100. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task 214*** Task Task description Task description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest
- 102. Demand
- 103. (4) Analysis
- 104. (5) Development
- 105. (6) Test Released In
- 106. Progress Done In
- 107. Progress In
- 108. Progress Done Done 214*** 214*** Task Task description (2) description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Lead Time
- 112. what can it tell us?
- 113. Demand
- 114. (4) Analysis
- 115. (5) Development
- 116. (6) Test Released In
- 117. Progress Done In
- 118. Progress In
- 119. Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 120. Demand
- 121. (4) Analysis
- 122. (5) Development
- 123. (6) Test Released In
- 124. Progress Done In
- 125. Progress In
- 126. Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 Bottleneck **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 127. Demand
- 128. (4) Analysis
- 129. (5) Development
- 130. (6) Test Released In
- 131. Progress Done In
- 132. Progress In
- 133. Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 134. Demand
- 135. (4) Analysis
- 136. (5) Development
- 137. (6) Test Released In
- 138. Progress Done In
- 139. Progress In
- 140. Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 Failure Demand Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 141. Demand
- 142. (4) Analysis
- 143. (5) Development
- 144. (6) Test Released In
- 145. Progress Done In
- 146. Progress In
Notes de l'éditeur
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- Can anyone identify the: elements - interactions - purpose\n\nBy analysing X do we understand the system?\n\nChange example\n
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- - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
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- set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
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- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
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- - Daily meetings\n - Cumulative Flow Diagrams\n - Delivery rate (velocity/throughput) control chart\n - SLA or lead time target\n - Flexible staff allocation or swarming behavior\n - Deferred pull decisions, or dynamic prioritization\n - Metrics for assessing flow such as number of days blocked, lead time efficiency\n
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- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
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