STATIK (Systems Thinking Approach to Introduce Kanban) Workshop Meetup

STATIK
SYSTEMS THINKING
APPROACH TO
INTRODUCE KANBAN
Un enfoque exploratorio y
colaborativo para implementar
Kanban
Agile-Barcelona

THE FACILITATOR
JAVIER CASTILLO
AGILE COACH
Accenture Digital

PURPOSE
Copyright © 2019 Accenture. All rights reserved.

AGREEMENTS
1. PARTICIPATEACTIVELY
2. CHALLENGEASSUMPTIONS
3. SHAREPERSPECTIVES
4. MUTEELECTRONICSCopyright © 2019 Accenture. All rights reserved.

INTRODUCTION
• WHAT IS KANBAN?
• WHAT IS STATIK?

WHATIS
KANBAN?

WHATIS
KANBAN?
• From Japanese, Kanban is literally translated as billboard or
signboard
• Kanban is a workflow management method designed to help you
visualize your work, maximize efficiency and be agile
• Initially it arise as a scheduling system for lean manufacturing,
originating from the Toyota Production System (TPS)
• David J. Anderson father of Kanban Method

WHATIS
KANBAN?
CORE PRINCIPLES
1. Start With What You Do Now
2. Agree to Pursue Incremental, Evolutionary Change
3. Respect the Current Process, Roles & Responsibilities
4. Encourage Acts of Leadership at All Levels

WHATIS
KANBAN?
KANBAN PRACTICES
1. Visualize Work
2. Limit Work in Progress Process (WIP)
3. Focus on Flow
4. Continuous improvement

WHATIS
STATIK?

WHATIS
STATIK?
SYSTEMSTHINKING
APPROACHTO
INTRODUCEKANBAN
STATIK is an iterative approach that
can help you understand the
processes already in place within a
team.

AS AN ITERATIVE APPROACH, STATIK SUGGESTS
YOU GO THROUGH THE FOLLOWING STEPS:
1. Understand what makes the business fit for
purpose
2. Understand sources of dissatisfaction
3. Analyze source and nature of demand
4. Analyze current delivery capability
5. Model the service delivery workflow
6. Identify and define classes of service
7. Design the Kanban system
8. Socialize design & negotiate implementation.
STATIK STEPS

UNDERSTANDING
FIT FOR PURPOSE
• WHAT IS YOUR
TEAM PURPOSE?

WHATISYOUR
PURPOSE?

DEFINING
THE TEAM
PURPOSE
STATEMENT
ACTIVITY
Time: 20-30 minutes

1. Describe what your team does? In five or six
words or sentences, write down what your team
does, what it delivers or what it produces.
2. Who are you doing it for? Clarify who your most
important stakeholder is by establishing who has
most to gain or lose by your success.
3. Why are we doing what we do? Ask yourself,
‘What is the final impact for the end user of our
product or service?’ In this way, you're creating a
clear thread that shows how what you do is
important, and how it impacts the final customer.
DEFINING THE TEAM
PURPOSE
STATEMENT
ACTIVITY
WHAT?
WHO?
WHY?

ACTIVITY
Make sure the
language in your Team
Purpose Statement
isn’t marketing speak.
It should be practical,
simple and explicit so
that anyone can pick it
up and understand
what your team does.

ELEVATOR
PITCH
ACTIVITY
Time: 10-15 minutes

Create an elevator pitch by groups, then converge by
consent/consensus
ELEVATOR PITCH
ACTIVITY
AS <who we are>
WE PROVIDE <what we do>
FOR <client>
IN ORDER TO <reason the client comes to us>

UNDERSTANDING
THE SOURCE OF
DISSATISFACTION
• STAKEHOLDERS
• SOURCES OF
DISSATISFACTION

IDENTIFYING
STAKEHOLDERS
ACTIVITY
Time: 30-40 minutes

Identify who your stakeholders are.
IDENTIFYING
STAKEHOLDERS ACTIVITY

Next, work out their power,
influence and interest, so that
you know who you should focus
on.
STAKEHOLDERS
MAPPING ACTIVITY

SOURCES OF
DISSATISFACTION
ACTIVITY
Time: 30-40 minutes

First, allow each one to fulfill and expose their
dissatisfactions with the current system.
Then, grouping and prioritizing the dissatisfaction in a
group
SOURCES OF
DISSATISFACTION ACTIVITY
It’s often useful to split
sources of dissatisfaction
into two categories:

ANALYZE SOURCE
AND NATURE OF
DEMAND AND
DELIVERY
CAPABILITY
• WORK ITEM TYPES
• DEMAND AND
DELIVERY CAPABILY

IDENTIFYING
WORK ITEM
TYPES
ACTIVITY
Time: 30-40 minutes

First, remember all the services that the team provide to
other parties
IDENTIFYING WORK
ITEM TYPES ACTIVITY
Work Item Types –
essentially a service a team
provides that is requested
by another party.

Then, group similar items into no more than seven groups
Give each group a (short) name that summarizes the service
provided
Optionally, each team member write their name on post-its and attach them to the groups with which
they’re involved.
IDENTIFYING WORK
ITEM TYPES ACTIVITY
This activity can be useful
in understanding the level
of specialization inside a
team

ANALYSING
DEMAND
AND
DELIVERY
CAPABILITY
ACTIVITY
Time: 30-40 minutes

Time to look at each work item type and identify its patterns of arrival and
delivery, as well as other useful information.
ANALYSING DEMAND AND
DELIVERY CAPABILITY
ACTIVITY

MODELLING THE
SERVICE
DELIVERY
WORKFLOW
• MODELING
WORKFLOW
• CLASSES OF SERVICE

DRAW YOUR
WORKFLOWS
ACTIVITY
Time: 40-50 minutes

Model and draw the workflows for each type of demand
which has been identified.
DRAW YOUR
WORKFLOWS ACTIVITY

Classes of service are policies about how an item should be dealt with by the
group, given its characteristics
The main classes of service used by kanban are generally as follows:
• Expedite
• Fixed date
• Standard
• Intangible
CLASSES OF
SERVICE

DELAY COST
PROFILES
Cost of Delay (Urgency)

IDENTIFYING
CLASSES OF
SERVICE
ACTIVITY
Time: 15-20 minutes

Bring examples of expedite, fixed date, standard and intangible
demands in their context, and for each example, say which
characteristic classifies the demand in its class of service.
IDENTIFYING
CLASSES OF SERVICE ACTIVITY

DESIGNING THE
KANBAN SYSTEM
• KANBAN BOARD
• KANBAN CARD
• KANBAN SYSTEM

KANBANBOARD
WORK AND WORKFLOW
VISUALIZATION TOOL THAT ENABLES
YOU TO OPTIMIZE THE FLOW
Physical Kanban boards, typically use
sticky notes on a whiteboard to
communicate status, progress, and
issues.
Online Kanban boards draw upon the
whiteboard metaphor in a software setting.

KANBANCARD
THE CORE FUNCTIONALITY OF A KANBAN CARD IS TO
VISUALLY CONVEY A WORK ITEM’S PROGRESS AS IT FLOWS
THROUGH A SYSTEM OR PROCESS
The face of a Kanban Card presents details that are relevant to
the team, such as:
• A unique identifier or title
• A brief description of the work
• A rough estimate of the size of the work
• Who's been assigned to it

KANBAN
SYSTEM
Here is an overview of the five steps you’ll want to take in order
to implement a lasting and effective Kanban system
➢ Map Your Current Workflow
➢ Visualize Your Work
➢ Focus on Flow
➢ Limit your WIP
➢ Measure and Improve

MODELING
YOUR
KANBAN
SYSTEM
ACTIVITY
Time: 60-90 minutes

The moment we’ve all been waiting for! It’s
time to put together the system learning and
vision acquired over the previous sessions and
model the Kanban system.
• The main steps of the workflow tend to fall
into columns here.
• Activities in progress tend to already be
categorized in types of demand.
• Services classes tend to become rows on
your board.
• The metrics collected can form the basis for
defining WIP limits.
MODELING YOUR
KANBAN SYSTEM ACTIVITY

At this point, it’s useful to have a checklist of the elements
likely to be included, for example:
MODELING YOUR
❑ Board design
❑ Workflow states
❑ Types of work
❑ Swimlanes
❑ Classes of service
❑ WIP limits
❑ Explicit policies
❑ Ticket design
❑ Commitment and
delivery points
❑ Legends
❑ Metrics

EXAMPLES
MODELING YOUR

REFERENCES
START COACHING NEW TEAMS WITH STATIK
https://elabor8.com.au/start-coaching-new-
teams-with-statik/
WHAT IS STATIK? TIPS ON HOW TO APPLY THE
KANBAN METHOD!
https://knowledge21.com/blog/statik-applying-
kanban-method/
KANBAN ROADMAP
https://resources.leankit.com/guides/kanban-
roadmap
ESSENTIAL KANBAN: CONDENSED GUIDE
https://leankanban.com/guide/
31 PRACTICAL KANBAN BOARD EXAMPLES
https://kanbanize.com/kanban-
resources/kanban-software/kanban-board-
examples/

THANKS!
Héctor Javier Castillo Suazo
Agile Coach
Accenture Spain - Barcelona
h.castillo.suazo@accenture.com
hjaviercs
@hjavixcs
Agile-Barcelona
https://holaluz.workable.com
Current Openings - Holaluz

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