Kanban method: The Practices aren't the Point
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The document discusses the principles of Lean operations strategy, emphasizing the importance of achieving flow efficiency and resource efficiency. It details methods to identify bottlenecks, make process policies explicit, and continuously improve workflows, along with the use of Kanban practices to visualize and manage work. Additionally, it highlights how to test hypotheses for improving metrics related to flow and quality in work processes.
![@nycleancoffee #LeanNYC
3 . D E C L A R E H Y P O T H E S I S F O R W H Y M E T R I C I S
P O O R
Template:
We believe that doing [ action or countermeasure ]
For [ these people / this process ]
Will achieve [ this measurable outcome ].
If it fails we will [ do this ].
And if it succeeds we will [ do that ].](https://image.slidesharecdn.com/kanbanmethod-thepracticesarentthepoint-170712180327/85/Kanban-method-The-Practices-aren-t-the-Point-23-320.jpg)
Kanban method: The Practices aren't the Point
- 1. @nycleancoffee #LeanNYC T H E P R A C T I C E S A R E N ’ T T H E P O I N T
- 2. @nycleancoffee #LeanNYC This American Life: h0ps://www.thisamericanlife.org/radio-archives/episode/561/nummi-2015
- 4. @nycleancoffee #LeanNYC T E A M WA S R E S O U R C E E F F I C I E N T Resource Efficiency = Resource Busy / (Resource Busy + Resource Waiting) * 100% • 76 Hours Busy • 4 Hours Waiting (Sprint Planning) Resource Efficiency = 76 / (76 + 4) * 100% = 95%
- 5. @nycleancoffee #LeanNYC W O R K WA S N O T F L O W E F F I C I E N T Sprint 1 Sprint 2 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 WaiCng to be Worked On WaiCng for Release BugFound WorkingonBug Released
- 6. @nycleancoffee #LeanNYC W O R K WA S N O T F L O W E F F I C I E N T Sprint 1 Sprint 2 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Flow Efficiency = Item Being Worked / (Item Being Worked + Item WaiCng) * 100% • 4 Hours Being Worked • 84 Hours WaiCng to be Worked • 48 Hours WaiCng for Release Flow Efficiency = 4 / (4 + 84 + 48) * 100% = 3%
- 7. @nycleancoffee #LeanNYC ResourceEfficiency 0% 50% 100% Flow Efficiency 0% 50% 100% Resource-Efficient Not Flow-Efficient
- 8. @nycleancoffee #LeanNYC ResourceEfficiency 0% 50% 100% Flow Efficiency 0% 50% 100% Resource-Efficient Not Flow-Efficient Flow-Efficient Not Resource-Efficient
- 9. @nycleancoffee #LeanNYC ResourceEfficiency 0% 50% 100% Flow Efficiency 0% 50% 100% Resource Efficient Not Flow Efficient Resource-Efficient and Flow-Efficient Resource-Efficient Not Flow-Efficient Flow-Efficient Not Resource-Efficient
- 10. @nycleancoffee #LeanNYC W H AT I S L E A N ? • An Operations Strategy: • Achieve perfect Flow Efficiency and Resource Efficiency • Flow Efficiency First enables eliminating extra work & waste • Thus improving Resource Efficiency, at a system level
- 11. @nycleancoffee #leanNYC K A N B A N M E T H O D P R A C T I C E S 1. Visualize Work 2. Make Process Policies Explicit 3. Limit Work-in-Process 4. Manage Flow 5. Implement Feedback Loops 6. Improve collaboratively, evolve experimentally These are a Means to Lean Not an End Goal in Themselves They Help You Answer Questions: 1. Why aren’t you Flow Efficient? 2. What Can You Do About it?
- 12. @nycleancoffee #LeanNYC W H Y A R E N ’ T Y O U F L O W E F F I C I E N T ? 1. Work is sitting in Invisible Queues behind Bottlenecks 2. Your people are following Implicit Policies Differently 3. You don’t look for Feedback (enough)
- 13. @nycleancoffee #LeanNYC W H AT “ I N V I S I B L E Q U E U E S ” D O Y O U H AV E ? Some Examples: •Sprint Backlog •Waiting to Develop •Waiting to Test •Waiting to Deliver
- 14. @nycleancoffee #LeanNYC A FEDCB I M P L I C I T P O L I C I E S : W H I C H S TA L L , B R O S ? 1.2. 3. 4.5. 6.1. Handoffs between Types of Work 2. Standards within Types of Work
- 15. @nycleancoffee #LeanNYC Y O U D O N ’ T L O O K F O R F E E D B A C K E N O U G H Some Examples: •Customer Screaming •Accountants Complain about Margin •Developers Quit
- 16. @nycleancoffee #LeanNYC W H Y A R E N ’ T Y O U F L O W E F F I C I E N T ? 1. Work is sitting in Invisible Queues behind Bottlenecks 2. Your people are following Implicit Policies Differently 3. You don’t look for Feedback (enough)
- 17. @nycleancoffee #LeanNYC W H AT C A N Y O U D O A B O U T I T ? 1. Find your Bottlenecks and Respect Them 2. Make Process Policies Explicit 3. Continuously Improve Things that Impact Flow & Quality
- 18. @nycleancoffee #LeanNYC F I N D Y O U R B O T T L E N E C K S & R E S P E C T T H E M Develop In Prod Analysis Testing Ready for DemoOngoing Done Priorities DoneOngoing (3) Ongoing Done
- 19. @nycleancoffee #LeanNYC F I N D Y O U R B O T T L E N E C K S & R E S P E C T T H E M Develop In Prod Analysis Testing Ready for DemoOngoing Done Priorities DoneOngoing (10) Ongoing Done (3)
- 20. @nycleancoffee #LeanNYC A FEDCB M A K E P R O C E S S P O L I C I E S E X P L I C I T 1.2. 3. 4.5. 6. 1. Handoffs: write “contracts” between work types 2. Publish Standards & Have Experts teach them
- 21. @nycleancoffee #LeanNYC C O N T I N U O U S LY I M P R O V E T H I N G S T H AT I M PA C T F L O W & Q U A L I T Y 1. Check Metrics 2. Identify Metric to Improve 3. Define Hypothesis 4. Test Hypothesis
- 22. @nycleancoffee #LeanNYC 1 - 2 . C H E C K M E T R I C S & I D E N T I F Y I M P R O V E M E N T O P P O R T U N I T Y Quality Value Change Success Rate Delivery Frequency (Customer) Quality Debt Backlog Size Gross Margin (Company) Mean Time to Recover Team Morale (Staff)
- 23. @nycleancoffee #LeanNYC 3 . D E C L A R E H Y P O T H E S I S F O R W H Y M E T R I C I S P O O R Template: We believe that doing [ action or countermeasure ] For [ these people / this process ] Will achieve [ this measurable outcome ]. If it fails we will [ do this ]. And if it succeeds we will [ do that ].
- 24. @nycleancoffee #LeanNYC 3 . D E C L A R E H Y P O T H E S I S F O R W H Y M E T R I C I S P O O R Example: We believe that confirming Acceptance Criteria with the Product Owner on Day One of the next Sprint For the Content Platform Team Will improve our Change Success Rate from 40% to 60%. If it fails we will find out why the PO was wrong about Acceptance Criteria. And if it succeeds we will start implementing TDD.
- 25. @nycleancoffee #leanNYC 4 . T E S T T H E H Y P O T H E S I S •Keep Experiments Short •Stay Focused: Prove/Disprove h0ps://xkcd.com/54/
- 26. @nycleancoffee #LeanNYC T R A C K I N G H Y P O T H E S E S O V E R T I M E Goal: __________________________ Hypothesis Expected Result Actual Result Next Step
- 27. @nycleancoffee #LeanNYC T R A C K I N G H Y P O T H E S E S O V E R T I M E Goal: >80% Change Success Rate Hypothesis Expected Result Actual Result Next Step We believe that confirming Acceptance Criteria with the Product Owner on Day One of the next Sprint for the Content Platform Dev/QA Team will improve our CSR from 40% to 60%. If it fails we will find out why Product Owners were wrong about Acceptance Criteria. And if it succeeds we will start implementing Tests-First Development. 60% Change Success Rate 65% Change Success Rate TDD We believe that writing Tests before developing for the CP Dev Team will improve our CSR from 65% to 80%. If it fails we’ll stop doing it. If it succeeds we’ll sustain the practice. 80% Change Success Rate 80% Change Success Rate but Delivery Frequency degraded by 2 days. Reduce Next Sprint Size We believe that reducing Sprint Size by 2 items will maintain our CSR and allow us to hit our deadline. If it fails, we’ll stop Tests- First. If it succeeds we’ll sustain the practice. 80% Change Success Rate and Improved Delivery Frequency by 2 days. 80% Change Success Rate and Improved Delivery Frequency by 2 days. Set a new Improvement Goal
- 28. @nycleancoffee #LeanNYC T O R E C A P Lean is an Operations Strategy to achieve perfect Flow Efficiency & Resource Efficiency by focusing on Flow First.
- 29. @nycleancoffee #LeanNYC T O R E C A P Lean is not a Business Strategy. You have to know what your company’s trying to do, so that you can optimize towards that.
- 30. @nycleancoffee #LeanNYC T O R E C A P Kanban gives you tools to answer: 1. Why aren’t you more Flow Efficient? 2. What can you do about it?