STATIK: Systems Thinking Approach to Introducing Kanban
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Transcript of STATIK: Systems Thinking Approach to Introducing Kanban
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
STATIK
Systems Thinking Approach to Introducing Kanban
Brad Swanson, agile42 [email protected]
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
What is the most difficult aspect of
introducing Kanban to a team or
organization?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The elements of STATIK
1. Understand 'fitness for purpose’ 1.including sources of dissatisfaction
2. Demand & capability analysis 3. Model the workflow 4. Discover classes of service 5. Design the kanban system 6. Rollout plan
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
1. Fitness for purpose
•WHY does your team/service exist?
•WHO do you serve? •What VALUES will you uphold? •HOW do your stakeholders measure the value you provide?
•Are you OPTIMIZED for this purpose? Or something else…
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Discover the sources of dissatisfaction
External perspective
Internal perspective
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Discover the sources of dissatisfaction
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Problem 1
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Problem 2
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How do your stakeholders measure value / satisfaction?
•Activity: identify 5 ways that your stakeholders or customers would measure the value you deliver, and their level of satisfaction
•Extra credit: be very specific and quantifiable
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Measuring ‘Fitness for purpose’
• Quality
• Timeliness / speed
• Predictability
• Innovation
• New Revenue
• Cost savings / efficiency
• “Seconds per support call” (a call center)
• “Pennies saved per claim processed” (Insurance/medical claim processing)
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Innovation Games to articulate purpose
•Remember the Future •Cover Page •Product Box
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The elements of STATIK
1. Understand 'fitness for purpose’ 1.including sources of dissatisfaction
2.Demand & capability analysis 3. Model the workflow 4. Discover classes of service 5. Design the kanban system 6. Rollout plan
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
2(a) Demand Analysis
• WHERE does work come from? From WHOM?
• WHAT are the different types of work items?
• What is is the arrival rate? Periodic, seasonal, or event-driven variations?
0"
10"
20"
30"
40"
50"
60"
70"
80"
Jan" Feb" Mar" Apr" May" Jun" Jul" Aug" Sep" Oct" Nov" Dec"
Arrivals(
Arrivals"
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Variations (斑: mura)
keep the Flow
Even
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2(b) Capacity Analysis
• What is our throughput?
0"
10"
20"
30"
40"
50"
60"
70"
80"
Jan" Feb" Mar" Apr" May" Jun" Jul" Aug" Sep" Oct" Nov" Dec"
Arrivals"
CompleEons"
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2(b) Capacity Analysis
•What is our lead time distribution?
Lead Time (days)
0"2"4"6"8"10"12"14"16"18"20"
2" 4" 6" 8" 10" 12" 14" 16" 18" 20" 22" 24" 26" 28" 30" 32" 34" 36" 38" 40"
Lead%&me%frequency%
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2(b) Capacity Analysis
•What is our flow efficiency? •Flow efficiency = (active work time) / (lead time) •5-10% is a common starting point. 40% is very good
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The elements of STATIK
1. Understand 'fitness for purpose’ 1.including sources of dissatisfaction
2. Demand & capability analysis
3.Model the workflow 4. Discover classes of service 5. Design the kanban system 6. Rollout plan
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
7 Stages: 1. Parking lot 2. Qualification* 3. Analysis 4. Proposal 5. Short List 6. Contracting 7. Closed
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Don’t institutionalize handoffs
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Workflow modeling tips
•Identify queues and wait states •Where do items wait on internal or external people or
resources? •Validate the workflow with actual work items in progress
•Do they all fit cleanly in the categories/stages identified? •Try it with an item that was unusual or problematic in
some way.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The elements of STATIK
1. Understand 'fitness for purpose’ 1.including sources of dissatisfaction
2. Demand & capability analysis 3. Model the workflow
4.Discover classes of service 5. Design the kanban system 6. Rollout plan
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
4. Discover Classes of Service
• How do you decide which items are more urgent than others?
• Do you have explicit Service Level Agreements in place already? Other explicit policies that determine priorities or sequencing?
• Do the ‘sources of dissatisfaction’ imply different classes of service?
• Do items with different business risk profiles need different policies?
• Do you need a class of service to overcome emotional objections to the kanban system?
• “My XYZ requests MUST get timely attention.”
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Common classes of service
•Expedite
•Fixed date
•Standard
•Intangible
time
must do now
dela
y co
st
time
fixed datede
lay
cost
time
linear
dela
y co
st
time
intangible
dela
y co
st
Cost of Delay
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“Intangible” class of service
• Cost of Delay horizon is long or unknown • Important but not urgent
• Fire prevention - to avoid fire fighting
• Technical debt reduction
• Outcome is uncertain • Experiment; innovation
• Prototype or spike
• Investing or exercising an option to reduce risk may be beneficial
time
intangible
dela
y co
st
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
Common classes of service
•Expedite
•Fixed date
•Standard
•Intangible
time
must do now
dela
y co
st
time
fixed datede
lay
cost
time
linear
dela
y co
st
time
intangible
dela
y co
st
Activity: balance your “portfolio” of work items.
What % of capacity for each
class?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The elements of STATIK
1. Understand 'fitness for purpose’ 1.including sources of dissatisfaction
2. Demand & capability analysis 3. Model the workflow 4. Discover classes of service
5.Design the kanban system 6. Rollout plan
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
5. Design the kanban system
Wait state
commit point
class of serviceclass of service
legend
WIP limit
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Design the cards
item type Due date.
May be multiple
dates per item! Tasks. May be
concurrent.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The elements of STATIK
1. Understand 'fitness for purpose’ 1.including sources of dissatisfaction
2. Demand & capability analysis 3. Model the workflow 4. Discover classes of service 5. Design the kanban system
6.Rollout plan
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2015
The Satir change curve
time
perfo
rman
ce
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Where to start with kanban?
•Visible project, but not mission critical •So much pain that any change is welcome •Enthusiastic sponsor
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The Ladder for motivating change
As described by David J. Anderson
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1. Avoid sources of resistance
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• Empathize
• Know their identity & values
• Become a member of their tribe
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2. Engage people emotionally
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3. Pack leader introduces the change
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4. Personal Identity Change
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5. Trump resistance with a stronger emotion
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Pride Loyalty
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6. Burning Platform
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•Burning platform
•Trump resistance w/ stronger emotion
•Personal identity change
•Pack leader introduces change
•Engage people emotionally
•Avoid resistance: flow around the rockActivity
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Thank you!
Brad Swanson, agile42 [email protected]
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