Agile China - Deep Kanban - Worth The Investment?

Deep Kanban
worth the investment?

Assessing the
increasing
sophistication of
your Kanban
implementation
Agile China
Beijing, August 2013

dja@djaa.com, @djaa_dja

Remember the definition of the
Kanban Method?


The Kanban Method for Creating an
Adaptive Capability in your Organization
The Generalized Version
Visualize
Limit Work-in-progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve
Experimentally
(using models & the scientific method)


Assessing Kanban
Implementations


Are we doing Kanban or not?
It isn’t a question of evaluating practice
usage but rather a question of intent?
Do you intend to use visualization & virtual
kanban systems as a core driver of a culture
of continuous improvement?
Do you view your organization as a network of
service-oriented workflows and seek to
improve the balance of capability against
demand?


If the intent is there, then the question
should be….
How Deep is your Kanban?

Depth

Shallow

Visualize
Limit Work-in-progress
Manage Flow
Implement Feedback Loops
Improve Collaboratively, Evolve
Experimentally

Deep

(using models & the scientific method)


In reality it isn’t so easy, practice adoption isn’t
linear nor does it follow a predictable sequence
Improvements

No Implied
sequence

Visualize

Limit WIP
Feedback Loops
Shallow

Deep
Explicit Policies


Manage Flow

In reality it isn’t so easy, practice adoption isn’t
linear nor does it follow a predictable sequence
Improvements

Visualize

Larger implies
Deeper

Limit WIP
Feedback Loops

Explicit Policies


Manage Flow

This raises the question, how do we put
a scale on the six axes?


Visualize
Work
Different Work Item Types
Workflow
Kanban Limits
Ready for pull ("done")
Blocking issues (special cause variations)
Capacity Allocation
Metrics-related aspects such as - lead
time, local cycle time, SLA target
• Inter-work item dependency (incl
hierarchical, parent-child dependency)
• Inter-workflow dependency
• Other risk dimensions - cost of delay (function
shape & order of magnitude), technical
risk, market risk
•
•
•
•
•
•
•
•


Limit WIP
• Deferred commitment & dynamic staff assignment (no WIP
limits) aka “last responsible moment”
• Proto-kanban
•
•
•

personal kanban
WIP limit per person
workflow with infinite limits on "done" queues

• Single workflow full pull system with WIP limits
• Multiple interdependent workflows with pull system


Proto-Kanban
Pool
of
Ideas

Next

G
I

GY


Done

3

F

Testing

Development
Ongoing

5

∞

Deployment
Ready

Ongoing

3

Done

∞

I am a buffer!
Infinite limits on done columns
D
P1
means that there really isn’t a
The clue is in my name – “…
E
kanban pull system present.
PB
Ready”
DE

MN
proto-kanban
AB

This style of
I am buffering non-instant
controls multi-tasking but
availability or activity with a
doesn’t limit workflow WIP
cyclical cadence

∞

Done

Manage Flow
•
•
•
•
•
•
•

Daily meetings
Cumulative Flow Diagrams
Delivery rate (velocity/throughput) control chart
SLA or lead time target
Flexible staff allocation or swarming behavior
Deferred pull decisions, or dynamic prioritization
Metrics for assessing flow such as number of days
blocked, lead time efficiency


• Workflow/Kanban System policies
explicit
• Pull criteria (definition of done, exit
criteria)
• Capacity allocation
• Queue replenishment
• Classes of service

• Staff allocation / work assignments
• Explicit over-ride and modify authority
• More?...

Feedback Loops
The Kanban Kata
Operations
Review

Improvement
Kata

Standup
Meeting


Standup Meeting

Disciplined conduct
and acts of leadership
lead to improvement
opportunities
Kaizen events happen
at after meetings


Improvement Kata

A mentor-mentee relationship
Usually (but not always) between a superior and a sub-ordinate
A focused discussion about system capability
Definition of target conditions
Discussion of counter-measures – actions taken to improve
capability


Operations Review

Meet monthly
Disciplined review of
demand and capability
for each kanban system
Provides system of
systems view and
understanding
Kaizen events suggested
by attendees


Improve collaboratively, evolve
experimentally (using models & scientific method)
• Evidence of local process evolution - changes to
workflow, policies, WIP limits
• Evidence of increasing depth of Kanban implementation on
other 5 practices
• Evidence that process evolution was model-driven - use
of metrics, identification of
bottlenecks, common/special cause
variation, transaction/coordination costs, other models
not specified in current literature
• Evidence of process or management policy evolution as a
result of mentor-mentee relationship
• Evidence of inter-workflow process or management
policy evolution as a result of operations review


Map evaluation criteria onto chart
Improvements

Visualize
10+

Ops review
coached

Allows
multidimensional
assessment

Model-driven
Impl deepening
Observed evo

Feedback Loops
(Kata)Ops review

1
LRM

improv

team

kanban

proto

1

1

multi

Limit
WIP

7
5+
Explicit Policies


Manage Flow

We can now map known Kanban case studies onto this
framework for assessment

Corbis from 2007


Corbis IT department circa October 2007
Improvements

Visualize
10+

Very deep
implementation

Ops review
coached
Model-driven
Impl deepening
Observed evo

Feedback Loops
(Kata)Ops review

1
LRM

improv

team

kanban

proto

1

1

multi

Limit
WIP

7
5+
Explicit Policies


Manage Flow

XIT Microsoft 2005


XIT Microsoft 2005
Improvements

Visualize
10+

Much
shallower early
implementation

Ops review
coached
Model-driven
Impl deepening
Observed evo

Feedback Loops
(Kata)Ops review

1
LRM

improv

team

kanban

proto

1

1

multi

Limit
WIP

7
5+
Explicit Policies


Manage Flow

A Typical Proto-Kanban Implementation
Very shallow
Improvements

Visualize
10+

Ops review
coached

Shallower than
original (2005)
implementation

Model-driven
Impl deepening
Observed evo

Feedback Loops
(Kata)Ops review

1
LRM

improv

team

kanban

proto

1

1

multi

Limit
WIP

7
5+
Explicit Policies


Manage Flow

A More Explicit Definition of
the Kanban Method
Specific Practices for Adaptive
Capability
Visualize work, workflow & business
risks
(using large physical or electronic boards in communal
spaces)

Implement Virtual Kanban Systems
Manage Flow
(based on models of workflow from
Implement the Kanban Kata bodies of knowledge
such as Theory of Constraints, W.E. Deming’s Profound
Educate your Lean/Toyota Way, & Risk Management such as
Knowledge, workforce to enable
Option Theory)
collaborative evolution of policies & ways of

working


Scaling out across an
organization


Treat each service separately
Demand

Observed
Capability

Demand

Observed
Capability

Demand

Observed
Capability


Some systems have dependencies on
others
Demand

Observed
Capability

Demand

Observed
Capability

Demand

Observed
Capability


Organizational Improvements Emerge


Scaling Kanban
Each Kanban System is designed from
first principles around a service
provided
Scale out in a service-oriented fashion
Do not attempt to design a grand
solution at enterprise scale
The Kanban Kata are essential!
Allow a better system of systems to
emerge over time

Relative vs Absolute
Assessment


Practitioners in smaller organizations have tended
to adopt a relative assessment model
Improvements

Visualize

Outer edge
defines
specific local
goals
Limit WIP

Feedback Loops
Activity Not present
Where we would
like to be
Explicit Policies


Manage Flow

Relative model usage
Pioneered by Pawel Brodzinski
The relative model is used with the
Improvement Kata to help drive a specific
local improvement under supervision of a
coach
Avoids concerns of a “CMMI levels” style
model for Kanban and pursuit of practice
adoption for the sake of it
IMO, requires an expert coach with deep
knowledge of Kanban (and other concepts) to
drive it.

Pawel Brodzinski,
http://blog.brodzinski.com/wp-content/uploads/kanban-radar-chart-6.png


Absolute model adoption
The absolute model is gaining traction with
larger organization such as space & defense
and public sector in USA, Canada and Sweden.
Provides a clear framework to guide deep
Kanban adoption. Allows wider audience to
understand why their coach is steering them in
a direction.
Helps management to adopt appropriate
expectations of outcomes based on appraised
depth


Jack Vinson, http://limitedwipsociety.ning.com/photo/kiviat-radar-spider-depth-ofimplementation?context=album&albumId=6474535%3AAlbum%3A4302


Bernadette
Dario, http://limitedwipsociety.ning.com/photo/kiviat4?context=album&albumId=6474535%3AAlbum%3
A4302


Extending the Framework
Some larger firms have customized and
extended the framework adding a 7th
axes…


Increasing depth, increasing
benefits


A Typical Proto-Kanban Implementation
Very shallow
Benefits Visualize

Improvements

10+

Transparency
Model-driven
Engage people
Impl deepening
emotionally
Observed evo
Collaboration
1
LRM
Greater empathykanbanmulti
team
proto
improv
Reduced 1 1
multitasking

Ops review

coached

Feedback Loops
(Kata) Ops review

Limit
WIP

7
Explicit Policies


5+

Manage Flow

XIT Microsoft 2005
A little Deeper
Benefits

Improvements

Visualize
10+

Predictability
Model-driven
Shorter Lead Times
Impl deepening
Increased Throughput
Observed evo
1
Improved trust with
Feedback Loops
LRM
business stakeholderskanbanmulti
team
proto
(Kata) Ops review improv
1
Eliminated Disruptions
1
Measurable Benefits
Ops review

coached

Limit
WIP

7
Explicit Policies


5+

Manage Flow

Corbis IT department circa October 2007
Very deep

Benefits
Improvements

Cultural shift
Ops review

Visualize
10+

Business unit wide
implementation

coached
(across whole business)

Model-driven
Managers Managing
Impl deepening
Empowerment
Observed evo
1
Autonomy
Feedback Loops
LRM
team
proto
(Kata) Ops review improvContinuous
1
1
Improvement
Viral Spread

kanban
multi

Limit
WIP

7
Explicit Policies


5+

Manage Flow

Thank you!

About

David Anderson is a thought
leader in managing effective
software teams. He leads a
training, consulting, publishing
and event planning business
dedicated to developing,
promoting and implementing
sustainable evolutionary
approaches for management of
knowledge workers.
He has 30 years experience in the high technology industry
starting with computer games in the early 1980’s. He has led
software teams delivering superior productivity and
quality using innovative agile methods at large companies
such as Sprint and Motorola.
David is the pioneer of the Kanban Method an agile and
evolutionary approach to change. His latest
book, published in June 2012, is, Lessons in Agile Management
– On the Road to Kanban.

David is a founder of the Lean Kanban Inc., a business
dedicated to assuring quality of training in Lean and Kanban
for knowledge workers throughout the world.


Acknowledgements

Hakan Forss of Avega Group in Stockholm has been instrumental in
defining the Kanban Kata and evangelizing its importance as part of a
Kaizen culture. He also challenged the incremental sequence of
practice adoption and catalyzed the discussion that led directly to
adoption of the multi-dimensional depth of Kanban assessment
framework.
Pawel Brodzinski has led the healthy debate on relative versus
absolute assessment.


David J Anderson
& Associates, Inc.


Appendix


Can you draw this chart for your team
or organization?


Use this template…
Improvements

What shape is
your Kanban
implementation?

Visualize
10+

Ops review
coached
Model-driven
Impl deepening
Observed evo

Feedback Loops
(Kata) Ops review

1
LRM

improv

team

kanban

proto

1

1

multi

Limit
WIP

7
Explicit Policies


5+

Manage Flow


Fixed Date

Intangible

Standard

Expedite

Example Distributions

Agile China - Deep Kanban - Worth The Investment?

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