Upload
david-anderson
View
645
Download
0
Tags:
Embed Size (px)
Citation preview
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Improving agility one service at a
time
Anticipating demand across an ecosystem of shared services
Enterprise Services Planning
Scaling the benefits of Kanban
Presenter
David J. Anderson
Swift Kanban
Webinar
18 February 2015
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Lean Kanban North America 2015 conference
• “Back to our roots”
• Implementing Kanban
• Looking to the future…
• Enterprise Services Planning
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban Coaching Professional Masterclass
5-day course with David J Anderson
March 2-6, 2015 www.djaa.com/kcpm-031
Hilton Alexandria Mark Center
Learn how to lead successful Kanban initiatives.
Improve service delivery and achieve better customer satisfaction
• Coaching for evolutionary change
• Assuring fitness for purpose
• Using the Kanban Method
• Designing a service-oriented organization
Learn useful improvement models and all of our consulting tools
For
inte
rna
l co
ach
es,
ma
na
ger
s, a
nd
co
nsu
lta
nts
[email protected] @leankanbanu Copyright Lean Kanban Inc.
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Microsoft XIT Sustaining Engineering
Deferred commitment pull system coupled to probabilistic understanding of lead time
• Improved productivity over 200%
• Greatly improved predictability
• Shortened lead times by ~90%
Use of Kanban systems is minimally intrusive for engineers. Process methodologies didn’t change
• PSP/TSP remained in use throughout
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Conclusion
Kanban is good for service delivery
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban Method Emerges
Kanban systems aren’t enough when there is too much variability in the workflow and too much heterogeneity of work types and trouble matching worker skills & experience
• Now known as a system liquidity problem
• Visual boards are introduced
• Kanban limits create stress & provoke process improvements
• Multiple classes of service emerge
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban Method Matures
A combination of elements of Kanban such as system replenishment, classes of service, understanding cost of delay, transparency and metrics start to change entire company culture
Operations review drives BU wide improvements and starts to influence other BUs within the firm
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Conclusion
The Kanban Method is a management system for
cultural change & improving organizational maturity
[email protected] @leankanbanu Copyright Lean Kanban Inc.
First Kanban Software
Digital Whiteboard application developed by Darren Davis at Corbis runs on top Microsoft Team Foundation Server
Workers run Digital Whiteboard on their desktop but continue to use physical boards in parallel
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Conclusion
We need software to get good metrics easily and amplify the management value of Kanban
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban on Big Projects
$11 million budget project with up to 55 people, 16 month schedule, approximately 2400 user story scope
2-tiered kanban boards emerge to visualize parent-child dependencies in requirementsIntroduces hybrid of dedicated
teams and floating project personnel using avatars
• Specialists such as architects, UX
• Generalists who can help any team
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Conclusion
Kanban is useful on large projects to improve
predictability.
More guidance on prioritizing backlogs is required at large
scale.
[email protected] @leankanbanu Copyright Lean Kanban Inc.
STATIK
Recognizing the need to teach people how to get started with Kanban, training classes adopt the use of the STATIK exercises
STATIK = the Systems Thinking Approach To Implementing Kanban
• the method is presented at conference in 2012
• the acronym will not be introduced until 2013
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban has 3 approaches to scaling
Scaling out a service delivery workflow Expand kanban systems both upstream and downstream
Scaling out across a network Scale out using the service-orientation concept to build a
network of independently operating but interdependent services (with a kanban system for each service)
Control WIP on unbounded queues between services
Scaling by scale-free understanding – apply the principles & general practices at each level Personal / small team
Tasks completed in hours
Service delivery / workflow Work items e.g. user stories completed in days
Portfolio Projects, MVPs, MMFs completed in months
[email protected] @leankanbanu Copyright Lean Kanban Inc.
The Kanban Lens
Learn to view what you do now as a set of services (that can be improved):
What to look for…
• Creative work is service-oriented
• Service delivery involves workflow
• Workflow involves a series of knowledge discovery activities
What to do…
• Map the knowledge discovery workflow
• Pay attention to how & why work arrives
• Track work flowing through the service
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Treat each service separatelyDem
and
ObservedCapability
Dem
and
Dem
and
ObservedCapability
ObservedCapability
Analyze demand & capability for each service independently
Design a Kanban system for each service using the STATIK method. Scale out in a service-oriented fashion, one service at a time
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Anticipating Demand, Allocating CapacityDem
and
ObservedCapability
Dem
and
Dem
and
ObservedCapability
ObservedCapability
Looking downstream, you want the system to help you anticipate and
manage dependenciesLooking upstream, you want the system to help you anticipate and
manage demand
Combine the two, and across the organization you smooth flow end-to-end and help keep demand in balance withoverall system capability
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Scale-free understanding
Eliminating unbounded queues• Proto-kanban to full
workflow kanban• Coupling interdependent
network of kanbansystems
Andy Carmichael’s Smallest Possible Definition of Kanban
See Flow,Start Here,
With visible work & policies, validate improvements
Core practices renamed “general practices” with specific practices at different scales
• Personal/team Kanban• Service Delivery /
Workflow Kanban• Portfolio Kanban
[email protected] @leankanbanu Copyright Lean Kanban Inc.
• 2 Days of Learning Sessions
• Choose Your ½ Day Workshops
• Risk Profiling – David J Anderson
• Cost of Delay – Don Reinertsen
• Project Management with Kanban
• Cynefin 101 for Portfolio Kanban
• Simple Probabilistic Forecasting
…and more!
• Becoming Data-Driven
• Objective Retrospectives
• Forecasting
• Enterprise Kanban & Lean Startup
• Scrumban
• Kanban Coaching
• Blockers for Improvement
• RBS Project Sizing
• Kanban Academic Research …
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban Coaching Professional Masterclass
5-day course with David J Anderson
March 2-6, 2015 www.djaa.com/kcpm-031
Hilton Alexandria Mark Center
Learn how to lead successful Kanban initiatives.
Improve service delivery and achieve better customer satisfaction
• Coaching for evolutionary change
• Assuring fitness for purpose
• Using the Kanban Method
• Designing a service-oriented organization
Learn useful improvement models and all of our consulting tools
For
inte
rna
l co
ach
es,
ma
na
ger
s, a
nd
co
nsu
lta
nts
[email protected] @leankanbanu Copyright Lean Kanban Inc.
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Enterprise Services Planning
Enterprise Services Planning is a new modular 5-day training program from Lean Kanban which will be available from 2nd quarter 2015
Kanban is now table stakes. Large scale benefits are enabled by implementing Enterprise Services Planning
Here are two small sections of the training material highlighting some planning & risk management concepts for scheduling & sequencing work at project or portfolio level …
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Lean Kanban Training RoadmapThe
KanbanMethod(2 days)
Intro toKanban(1 day)
Ready Trained
GettingStarted
with Kanban(2 days)
Enterprise Services Planning(5 days)
Ready Trained Ready Trained Ready Training Trained
Train the Trainer (5 days)Ready Trained Qualified
Coaching Masterclass (5 days)Ready Trained Qualified
KMP
KMP
KMP
KMP
KMP
KMP
Kanban Proficiency
[email protected] @leankanbanu Copyright Lean Kanban Inc.
[email protected] @leankanbanu Copyright Lean Kanban Inc.
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Moving the conversation away from process improvement and towards management and decision frameworks
conf.leankanban.com edu.leankanban.com
leankanban.com
“Power in Simplicity”
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Essence of the Lean Kanban brand
Pragmatic, actionable evidence-based guidance!
Something you can take away and implement next Monday
[email protected] @leankanbanu Copyright Lean Kanban Inc.
ESP Training Modules
Module 1 Portfolio Management (Day 1 & 2) Strategy, fitness for purpose, KPIs, Cost of Delay, Scheduling,
Sequencing, Portfolio risk, risk hedging, risk profiling, aligning strategy & capability, strategy review
Module 2 Options, Commitment & Delivery (Day 3) Understanding kanban systems, real options, upstream Kanban,
commitment & replenishment, lead time, chance vs assignable cause variation
Module 3 Project & Demand Management (Day 4) Demand analysis, demand shaping, capacity planning, project
forecasting, risk review, labor pool liquidity, workflow liquidity
Module 4 Portfolios, Programs & Dependencies (Day 5) Scaling Kanban, dependencies, visualizing dependencies, portfolio
Kanban, stand ups, service delivery reviews, ops reviews
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Beta test special offer
Offer an ESP training module and get up to 50% off list price through end of April 2014We are looking for a few select clients to test the new class materialIdeal test clients are medium-sized, privately held firms or business units of larger publicly companies where the VP is the sponsorESP class material is mostly tried and tested but not in its current configuration. Beta testing is primarily to check timing and understand whether the sequencing facilitates the desired learning outcomesTo order an ESP training beta test, contact Wes Harris, Commercial Director of David J. Anderson & Associates, [email protected]
[email protected] @leankanbanu Copyright Lean Kanban Inc.
When should we start something?
impact
When we need it
85th
percentile
Ideal StartHere
Commitment point
timeJan10
Nov11
If we start too early, we forgo the option and opportunity to do
something else that may provide value.
If we start too late we risk incurring the cost of delay
If we pull the work into our kanbansystem on Nov 11 we have a 6 out
of 7 chance of on-time delivery
[email protected] @leankanbanu Copyright Lean Kanban Inc.
We can study sensitivity to different start dates
impact
When we need it
50th percentile
Later StartHere
Commitment point
timeJan10
Nov25
If we start as late as November 25 we only have a 50% chance of on-
time delivery
However, the cost of delay incurred if we deliver within 60 days is
relatively small. We have an 85% chance of achieving delivery with
acceptable cost of delay
85th percentile
[email protected] @leankanbanu Copyright Lean Kanban Inc.
What is the latest we could start?
impact
When we need it
0th percentile
Very latestart
Commitment point
timeJan10
Dec19
If we start as late as December 19 we have 0% chance of on-time
delivery
We have about a 10% chance of a total loss delivering the promotion
beyond the expiry date of the opportunity
85th percentile
total loss
[email protected] @leankanbanu Copyright Lean Kanban Inc.
To be certain of delivery without incurring any cost of delay is expensive
impac
t
When we need it
98th
percentile
Early Start
Commitment point
timeJan10
Aug11
If we are conservative and do not wish to carry any risk of late
delivery or any risk of incurring an opportunity cost of delay, then we must start as early as August 13th.
We must commit to our Spring Break 2015 promotion during
Summer 2014!!!
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Window of opportunity
impac
t
When we need it
Earliest Start
timeJan10
Aug11
Latest viablestart
Dec19
Optimal Start
Nov11
On August 11st the item becomes available for selection at Kanban
system replenishment.
The ideal time to start is November 11th.
After December 19th our option to deliver this item expires and we would discard it from our pool.
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Lead time is perhaps the most important metric we gain from
kanban systemsLead time coupled with cost of delay sensitivity analysis is a key enabler of deferred commitment and consensus on when to make
commitments
Lesson
[email protected] @leankanbanu Copyright Lean Kanban Inc.
We need tools!
Existing Kanban software products largely seek to replicate the function of a physical board
They don’t actually help with real management problems
Enterprise Services Planning is easy to understand but laborious to implement• No one built a Gantt chart manually!
A new breed of tools will emerge in 2015 offering ESP support
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Tools will facilitate decision making
ESP software tools will facilitate
the decision making to run the
enterprise
Assist with commitment &
replenishment
Assist with risk assessment &
hedging
Assist with capacity planning
Facilitate SDRs & Ops Reviews
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Enterprise Services Planning“The Future of Kanban”
“Fit for Purpose” service delivery• Fitness criteria metrics & classes of service
tuned to market segments / source of customer demand
Anticipate Demand• Comprehend WIP limits, staffing levels and
required liquidity levels
Shape Demand• Allocate capacity to hedge risk
• Bifurcate demand with risk policies
Scheduling, Sequencing & Selection• Intelligent recommendation engine utilizing
risk profiles & risk management policies
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban experience reports
• Ultimate
• Software
• BazaarVoice
• web recommendationsapp and mobile development
Including…
[email protected] @leankanbanu Copyright Lean Kanban Inc.
Kanban Coaching Professional Masterclass
5-day course with David J Anderson
March 2-6, 2015 www.djaa.com/kcpm-031
Hilton Alexandria Mark Center
Learn how to lead successful Kanban initiatives.
Improve service delivery and achieve better customer satisfaction
• Coaching for evolutionary change
• Assuring fitness for purpose
• Using the Kanban Method
• Designing a service-oriented organization
Learn useful improvement models and all of our consulting tools
For
inte
rna
l co
ach
es,
ma
na
ger
s, a
nd
co
nsu
lta
nts
[email protected] @leankanbanu Copyright Lean Kanban Inc.
About
David Anderson is an innovator in management of 21st Century businesses that employ creative people who “think for a living” . He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing new management thinking & methods…
He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software organizations delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola.
David defined Enterprise Services Planning and originated Kanban Method an adaptive approach to improved service delivery. 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 business operating globally, dedicated to providing quality training & events to bring Kanban and Enterprise Services Planning to businesses who employ those who must “think for a living.”
[email protected] @leankanbanu Copyright Lean Kanban Inc.