Kanban & Organizational Maturity
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This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
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Kanban & Organizational Maturity
- 1. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Kanban & Organizational Maturity Patterns of board & system design and catalyzing evolutionary improvement Presenter: David J. Anderson Limited WIP Society Munich March 2016 Release 1.0
- 2. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Five Forms of Proto-Kanban Proto-kanban is a pre-cursor where a visual board exists but a pull system and a service delivery workflow are still emerging. Five forms have been observed: Aggregated Personal Kanban (in the office) Single board with rows for each personal kanban of each team member Team Kanban Essentially a personal kanban board for a small group of people (usually 3 to 4) who collaborate together on the same tasks Per person WIP limit Visualizes some workflow but is not a pull system Often implemented with avatars Common with Scrumban hybrids Aggregated Team Kanban Chained To-Do, Doing, Done boards Again, displays workflow but still isn’t an end-to-end pull system Decoupled Cadences Batches without timeboxed commitments Common with Scrumban hybrids & combined with Per Person WIP Limit
- 3. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Personal Kanban Backlog F E G D Next Done 3 In-progress 3∞ ∞
- 4. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Aggregated Personal Kanban Backlog F E Team Member G D Next Done 3 In-progress 3 Joe Peter Steven Joann per person∞ ∞per person At this level, we are still focused on organizing & managing people rather than enabling people to self-organize around the work & managing its flow
- 5. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Team Kanban Backlog F E G D Next Done 3 In-progress 3∞ ∞ GY PB DE Avatar for each team memberStill at a single team level but maturing to focus on managing work and less on managing workers
- 6. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Poorly Understood or Emergent Workflow F E G D Next Done 3 In-progress 6 ∞ GY PB DE Wide in-progress column with tickets positioned left-to-right with estimate of completeness Horizontal position shows percentage complete
- 7. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. O P R N M L J Per Person WIP Limit Done F E I Pending G D GY PB DE MN AB Dev/Build/ Test/Deploy Dev Ready GY GY PB PB MN MN DE DE AB AB K Bench Specify ∞∞ ∞ Unbounded Queue Delayed WIP At this level, we are focused on managing work and enabling people to self-organize around it but we aren’t limiting WIP in the system as a whole. Hence, service delivery will not be predictable Moving beyond a single team to a service delivery workflow
- 8. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Decoupled Cadences & Constant WIP Backlog F E G D Committed Ready For Delivery In-progress 6 ∞ ∞ GY PB DE Delivered ∞ Replenishment The frequency of system replenishment should reflect arrival rate of new information and the transaction & coordination costs of holding a meeting The frequency of delivery should reflect the transaction & coordination costs of deployment plus costs & tolerance of customer to take delivery WIP limit should be sufficient to keep the team busy until the next replenishment meeting Delivery CONWIP
- 9. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Aggregated Team Kanban Done Pool of Ideas F E I Next Deploy- ment Ready G D GY PB DE MN 5 ∞ P1 AB Ongoing Development Testing Done Ongoing Done 3 3 Team 1 Kanban ∞ ∞ Team 2 Kanban
- 10. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Aggregated Team Kanban Done Pool of Ideas F E I Next Deploy- ment Ready G D GY PB DE MN 5 ∞ P1 AB Ongoing Development Testing Done Ongoing Done 3 3∞ ∞ Also known as “infinite done queues”
- 11. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Aggregated Team Kanban Done Pool of Ideas F E I Next Deploy- ment Ready G D GY PB DE MN 5 ∞ P1 AB Ongoing Development Testing Done Ongoing Done 3 3 Infinite limits on Done columns means that there really isn’t a kanban pull system present. This style of proto-kanban controls multi-tasking but doesn’t limit workflow WIP ∞ ∞
- 12. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Benefits of proto-Kanban implementations Benefits Transparency Relief from overburdening Reduced multitasking Improved quality People engaged emotionally More collaboration Greater empathy
- 13. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Discussion – Proto-Kanban Reflect on your current Kanban implementation. Are you still at the proto-kanban level? Why do you think that is? Proto-Kanban represents by far the biggest share of adoption in the market, perhaps 80%+. Why do you think that is? In what way is the Aggregated Personal Kanban misaligned with Kanban principles? Why do you think full kanban pull systems are so challenging to adopt?
- 14. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Q P O M L K J I Kanban can be represented with slots Ideas D Engin- eering Ready G Ongoing Development Testing Done Test Ready F B CPull Pull * UAT Deploy- ment Ready An empty slot signals pull Pull Pull Pull I Physical slot is a kanban The tickets on the board are not the kanban. Believing the tickets are the kanban is a common misconception This board and the next two all look different but they all visualize the same identical kanban system
- 15. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. F F O M N K J I Using movable tokens as kanban is more flexible Ideas D I Dev Ready G Development Testing Test Ready F B C UAT Release Ready In-progress Legend Done Blocked - issue Blocked - defect Colors are used to denote state Physical token such as a magnet is a kanban Moving done items down below a line is an optional enhancement seen in some implementations
- 16. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. F F O M N K J I Using movable tokens as kanban is more flexible Ideas D I Dev Ready G Development Testing Test Ready F B C UAT Release Ready In-progress Legend Done Blocked - issue Blocked - defect Override on kanban limit introduces additional “blocked – issue” kanban People working on blocked item “A” have been redirected to work on item “I”
- 17. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. F F O M N K J I Using movable tokens as kanban is more flexible Ideas D I Dev Ready G Development Testing Test Ready F B C UAT Release Ready In-progress Legend Done Blocked - issue Blocked - defect Using physical slots in the previous example has been shown to create inertia to modification & improvement Using movable tokens allows for WIP limits to be easily modified and provides a natural signal token mechanism
- 18. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. F F FF F F J I Declaring a kanban quantity is even simpler Ideas D I Engin- eering Ready G 5 Ongoing Development Testing Done 3 3 Test Ready 5 F B CPull PullThese are the virtual kanban * These are the virtual kanbanThese are the (virtual) kanban These WIP limits serve the same function as the magnets or slots This board has even less maintenance overhead than the magnet board UAT Deploy- ment Ready ∞ ∞ A “virtual kanban” pull signal is created by subtracting the column number from tickets currently in the column
- 19. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Single Service, Multiple Classes of Service Allocate capacity with kanban limit per color 5 4 4 5 2= 20 total Allocation 10 = 50% ... +1 = +5% 4 = 20% 6 = 30% Input Queue In Prog DoneDoneIn Prog DevelopmentAnalysis Build Ready Test Release Ready
- 20. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. 3 Services Aggregated Together 5 4 4 5 2 = 20 total Change Req 12 Maintenance 2 Production Defect 6 Allocation Total = 20 Input Queue In Prog Done Build Ready Test Release ReadyDoneIn Prog DevelopmentAnalysis Released
- 21. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Change Requests 3 1 Prod. Defects Maintenance Usability Improvement 2 1 Improving Liquidity through Labor Pool Flexibility Teams F E Engin- eering Ready G D GY PB DE MN 2 P1 AB Ongoing Analysis Testing Done Verification Acceptance 3 3 Ongoing Development Done 3 Joe Peter Steven Joann David Rhonda Brian Ashok Team Lead Junior who will be rotated through all 4 teams Generalist or T-shaped people who can move flexibly across rows on the board to keep work flowing It’s typical to see splits of fixed team workers versus flexible system workers of between 40-60% Roughly half the labor pool are flexible workers Promotions from junior team member to flexible worker with an avatar clearly visualize why a pay rise is justified. Flexible workers help manage liquidity risk better!
- 22. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Change Requests 3 1 Prod. Defects Maintenance Usability Improvement 2 1 Improving Liquidity through Labor Pool Flexibility Teams F E Engin- eering Ready G D GY PB DE MN 2 P1 AB Ongoing Analysis Testing Done Verification Acceptance 3 3 Ongoing Development Done 3 Joe Peter Steven Joann David Rhonda Brian Ashok
- 23. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc.
- 24. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Personal Kanban Aggregated Personal Kanban Team Kanban Emergent/Undefined Workflow Per Person WIP Limit CONWIP Physical space kanban Physical token kanban Virtual Kanban Classes of service Capacity allocation Liquidity optimization Aggregated teams Patterns of Kanban Board Designs
- 25. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Risk Hedging Risk Management Benefits of improving maturity
- 26. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Learning&improvement Formula for evolutionary change … Stressor Reflection Mechanism Leadership Stressor ReflectionMechanism Kanban Meeting Risk Review & SDR Ops Review Strategy Review Personal WIP Limit Column WIP Limit Row WIP Limit Strategy vs Capability Visualization Replenishment & Delivery Planning Personal Reflection
- 27. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc.
- 28. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. About David Anderson is an innovator in management thinking for 21st Century businesses. He leads a training, consulting, events and publishing business making new ideas accessible to managers across the globe. 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 Chairman of Lean Kanban Inc., a global management training, events & publishing business dedicated to offering high quality, innovative, modern management training for the creative knowledge worker industries of the 21st Century.
- 29. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Appendices
- 30. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Books
- 31. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. 2010 – Kanban “blue book”
- 32. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. 2012 Lessons in Agile Management The heavily under-rated book that underpins the Kanban Coaching Masterclass and most of the theory behind the Kanban Method
- 33. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. 2014 Kanban from the Inside
- 34. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Discovery Kanban
- 35. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Discovery Kanban Prepares Options Ready for Engin- eering F I Comm- itted D 4 Ongoing Development Done 3 J K 12 Testing Verification 3 L Commitment point 4 - Requi- rements Analysis 2412 - Risk Analysis 4824 - Pool of Ideas ∞ Min & Max limits ensure sufficient options are always available Committed WorkOptions Discarded O Reject P Q $$$ spent acquiring options $$$ spent converting options Embedded Options Done Delivery KanbanDiscovery Kanban
- 36. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Roles
- 37. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc. Kanban Roles Are Emerging Ready for Engin- eering F I Comm- itted D 4 Ongoing Development Done 3 J K 12 Testing Verification 3 L Commitment point 4 - Requi- rements Analysis 2412 - Risk Analysis 4824 - Pool of Ideas ∞ Service Delivery ManagerService Request Manager Discarded O Reject P Q Marshals Options Manages Flow Done
- 38. dja@leankanban.com @lki_dja Official Licensed Material Copyright Lean Kanban Inc.
Editor's Notes
- Proto kanban is visual management that focuses more on addressing multi-tasking. It can be a good place to start. Proto-Kanban is named because it often represents an evolutionary predecessor of a full service delivery workflow kanban pull system emerging later. Forms of proto-kanban relate directly to organizational maturity and are generally implemented in lower maturity organizations where the discipline and tolerance required to implement a proper pull system do not yet exist
- Team Kanban boards tend to be locally focused and aimed at helping team members visualize and focus on their own work. There may be no real notion of a customer request and no concept of a service delivery workflow The main focus of proto-Kanban is reduction of multitasking, also known as, “relief from overburdening”. Overburdening is know as “muri” in Lean or Toyota Production System. Relief from overburdening refers to individuals and not the whole system which can still be overburdened, slow and unpredictable.
- Notice the row for each person. This is more about managing people than managing work. The main focus of proto-Kanban is reduction of multitasking and individual relief from overburdening but the system can still be overburdened, slow and unpredictable.
- Team Kanban boards tend to be locally focused and aimed at helping team members visualize and focus on their own work. There may be no real notion of a customer request and no concept of a service delivery workflow The main focus of proto-Kanban is reduction of multitasking, also known as, “relief from overburdening”. Overburdening is know as “muri” in Lean or Toyota Production System. Relief from overburdening refers to individuals and not the whole system which can still be overburdened, slow and unpredictable.
- Team Kanban boards tend to be locally focused and aimed at helping team members visualize and focus on their own work. There may be no real notion of a customer request and no concept of a service delivery workflow The main focus of proto-Kanban is reduction of multitasking, also known as, “relief from overburdening”. Overburdening is know as “muri” in Lean or Toyota Production System. Relief from overburdening refers to individuals and not the whole system which can still be overburdened, slow and unpredictable.
- An example of a per-person WIP limit using avatar magnets. The queues with no limit mean that the cycle time can’t be measured across the workflow.
- Decoupled cadences is a typical response to a challenged Scrum (or Agile timeboxed iteration) process. The concept of the timebox is removed and instead a WIP limit is set to be at least large enough for the time period of a single replenishment cycle. The replenishment cycle may initially be the same as the Scrum cadence. A separate delivery cadence is set. Again it may default to the same cadence as the Scrum it is replacing. Lead times are not restricted to a single cycle of the system, instead replenishment is controlled to the WIP limit. This form of setting a constant work-in-progress limit for the whole system exists in industrial engineering and is known as CONWIP system (for constant WIP). Technically this is a full pull system. However, when applying this to Agile teams using a method like Scrum, the constant WIP is applied over only two states – committed and in-progress, so we might view this as rather a shallow or degenerate form of a CONWIP implementation. Decoupled cadences is often seen together with Per Person WIP limit
- As an understanding of a service delivery workflow emerges, it can make sense to aggregate several team kanban boards into a single board. However, the queues in-between each team remain unlimited. The entire workflow isn’t a pull system but individual teams can focus on specific items of work and benefit from relief from over-burdening.
- Aggregated Team Kanban is also know as “infinite done queues” for the obvious reason that the queues between each team activity are unbounded
- An aggregated team kanban workflow provides relief from overburdening and is likely to benefit quality but the system can still be overburdened, slow and unpredictable. Customer service may not improve much and customers may still be dissatisfied with their expectations unmet.
- There is nothing wrong with a proto-Kanban implementation! In fact, there are many benefits. The choice to build a proto-kanban system is based on the readiness of the participants.
- Slides in the section are for discussion of review material, as needed. === Physical spaces on the board are one way to express available slots (kanban: capacity) for new work.
- Slides in the section are for discussion of review material, as needed. The white circle magnets are slots (kanban) that represent capacity for WIP, rather than putting numbers at the top of each column or displaying physical slots for capacity. Colored magnets could indicate state in addition to indicating a slot.
- Slides in the section are for discussion of review material, as needed. Physical white circle magnets can represent capacity for WIP, rather than putting numbers at the top of each column or displaying physical slots for capacity. There are various ways to communicate information on a kanban board: colors, shapes, locations, etc
- Slides in the section are for discussion of review material, as needed. Physical tokens can also be used to communicate other information. There are various ways to communicate information on a kanban board: colors, shapes, locations, etc
- Slides in the section are for discussion of review material, as needed. ---- Numbers written at the top of the columns can also express available slots (capacity) for new work.
- The assumption on this design is a single work item type. There are no rows and no WIP limits or capacity allocations for such rows. Therefore we have a single service to deliver a single type of work, however 4 classes of service are offered.
- Unlike the previous example, this board visualizes 3 work item types and hence 3 services are being offered. (example, “We fix production defects” service) The colors are likely to represent classes of service. Each row has a WIP limit indicating a capacity allocation across different service types. This will have been implemented to shape demand and hedge risk across the different work item types.
- Discovery Kanban is also known as upstream kanban. The discovery and delivery kanban boards are visualized together on a single board for simplicity of teaching. It is more typical for these to be separate boards often in separate offices.
- Some organizations are developing specific roles and titles related to discovery and delivery activities.