David anderson kanban when is it not appropriate
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Kanban is an approach for managing work based on limiting work-in-progress to balance demand with available capacity. It is appropriate when a process suffers from overburdening or uneven flow due to factors like variability in skills, information delays, or capacity constraints. Kanban uses visualizing workflows, limiting WIP, managing flow, explicit process policies, and continuous improvement to evolve processes incrementally. While initially focused on software development, Kanban can be applied across domains as an overlay to control variability and eliminate overburdening in simple, complicated, and complex work.
![Leading to emergent designs with classes
of service and capacity allocation
5 4 3 4 2 2 = 20 total
Allocation Input Analysis Dev Development Build Release ...
Total = 20 Queue In Prog Done Ready In Prog Done Ready Test Ready
Change Req
[12]
Sev 1 Defect (Expedite)
[2]
Sev 2 – 5 Defect
[6]](https://image.slidesharecdn.com/davidanderson-kanbanwhenisitnotappropriate-111113054016-phpapp01/85/David-anderson-kanban-when-is-it-not-appropriate-60-320.jpg)
David anderson kanban when is it not appropriate
- 1. David J. Anderson Lean Kanban Benelux October 2011 When is it not appropriate? Kanban
- 2. Understanding Options for Improvement
- 3. Goals for using Kanban Economically balance capability against demand
- 5. Risk Management is an Enabling Capability…
- 7. Most process geeks & IT managers are operating over here
- 8. Kanban is encouraging collaborative conversations with other stakeholders to open up options for improvement over here
- 9. Foundations of the Kanban Method
- 10. Variability in Flow My motivation for adopting kanban systems was to prevent muri, control mura and encourage an evolutionary approach to change Overburdening
- 11. Appropriateness Question #1 Does your process suffer from overburdening or variability in flow?
- 12. What causes unevenness? 1. Non-instant availability of specialist skills or collaborators 2. Information fails to arrive before it is needed 3. Hidden/Implicit classes of service that cause work to be interrupted to process other work 4. Variety in work (complexity & size) 5. Changing priorities related to variety in risks associated with work (e.g. cost of delay) 6. Capacity constrained specialist skilled workers or other resources (e.g. test environments)
- 13. Are any of these present in your work environment?
- 14. Kanban may be appropriate for you!
- 15. Kanban is unnecessary where demand never exceeds capability and flow is smooth and never interrupted! If conditions of overburdening or unevenness in flow exist or are likely to then use of a kanban system may be an appropriate choice
- 16. In developing the Kanban Method, a change management approach that uses kanban systems to provoke change, we are enabling the emergence of Lean software development in organizations
- 17. The Kanban approach to change is based on 3 principles 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Initially, respect current processes, roles, responsibilities & job titles
- 18. Then… adopt the 5 core practices that are observed to be present in successful Kanban implementations
- 19. 5 Core Practices for Successful Kanban Adoption Shallow 1. Visualize 2. Limit Work-in-Progress Depth 3. Manage Flow 4. Make Process Policies Explicit 5. Improve Collaboratively (using models & scientific method) Deep
- 20. Doing Kanban is not a question of right or wrong … Shallow It’s a question of shallow or deep! Depth Shallow implementations tend to produce fewer, less dramatic results Deep
- 21. When… all 5 core practices are adopted they form the seed conditions for Kanban complex adaptive as a system that enables a Lean(er) way of working to emerge
- 22. Kanban & the Cynefin Framework
- 26. Observation shows mura & muri are present respond with a kanban system
- 27. Process is defined No feedback loop required Implemented in a single transition
- 28. Core practices of Kanban reveal problems respond with a kaizen event
- 29. Scale may require multiple dependent kanban systems Use of risk profiling and classes of service
- 30. Process improves incrementally Feedback loop required Use of existing models Highly predictable improvement outcomes
- 31. Use policies to create a container within the kanban system design to control complex emergent behavior
- 32. Change kanban system design (policies) to catalyze (or probe) for desired emergent outcomes
- 33. Use visualization & metrics to reflect on outcomes, new models emerge, complexity is reduced
- 34. Complex adaptive systems - independent agents following simple rules Feedback loops Simple rules change
- 35. Kanban - Simple rules made visual & explicit Feedback Kaizen events – adapt the rules
- 36. Systems (such as software development systems) exist in all 3 domains simultaneously
- 37. Kanban is designed to work in all 3 domains simultaneously
- 38. Kanban is unlikely to be useful in the Chaotic domain or in presence of disorder
- 39. Kanban & Corporate Culture
- 44. Is your new CTO a revolutionary?
- 45. Not every senior leader is a revolutionary
- 46. But many feel the need to shake things up and leave their mark Carly Fiorina
- 47. Your boss may lack the patience to wait for an incremental approach to improvement to take effect
- 48. Kanban & the Spectrum of Work
- 49. Kanban’s Roots
- 50. Kanban’s Roots Some say Kanban’s decoupled cadences (no time-boxed iterations) and single-piece flow should make it a natural fit for this space!
- 51. Kanban’s Roots As decoupled cadences and single-piece flow have little benefit in this space, it stands to reason Kanban is not useful here!
- 52. Kanban’s Roots To think this way is to look As decoupled cadences Some say Kanban’s and single-piece flow at decoupled cadences (no simplistically Kanban as a process implementation for have little benefit in this time-boxed iterations) space, it stands to reason single-piece transactional and single-piece flow Kanban work.useful is not To treat shoulda point a natural it as make it solution to a specific for this space! here! fit problem (within the Simple domain)
- 53. Kanban’s Roots It misses the point that As decoupled cadences Some say Kanban’s kanban systems do not and single-piece flow decoupled cadences (no have little benefit in this as processiterations) stand alone time-boxed solutions. A kanban system space, it stands to reason and single-piece flow Kanban issomething that is overlaid natural is not useful should make it a here! an existing process space! on fit for this
- 54. The metric most useful changes at different ends of this spectrum
- 55. Ideally move more work this way Make batch size smaller
- 59. A nice mix of work from which we’ve been able to learn a lot about kanban system design
- 60. Leading to emergent designs with classes of service and capacity allocation 5 4 3 4 2 2 = 20 total Allocation Input Analysis Dev Development Build Release ... Total = 20 Queue In Prog Done Ready In Prog Done Ready Test Ready Change Req [12] Sev 1 Defect (Expedite) [2] Sev 2 – 5 Defect [6]
- 63. Simple & complicated domain application of kanban systems. Some doubts as to the value of WIP limits & pull systems
- 64. Application of Kanban Method across Simple, Complicated and Complex domains
- 65. Lots of enthusiasm! Mechanics of decoupled Natural territory cadences & for Kanban single-piece flow are seductive But maybe not ideal territory for Kanban
- 66. Conclusion
- 67. Kanban For broad application as a process overlay to control “mura” and eliminate “muri” in the simple/complicated domain For broad application as a process overlay and catalyst of process improvement in the simple, complicated & complex domains Most useful where demand can be treated as a pool of options and can be shaped using risk management, marketing strategy and strategic planning
- 68. Kanban Domain need for single-piece flow or decoupling of planning, lead time, and delivery; Or, application to short-order transactional work with small batch size and high frequency delivery are Red Herrings! Kanban works for Major Projects!
- 69. Kanban is for evolutionaries Kanban maybe just what I need! I don’t have time for this! Kick ass, take names & get it done! Carly Fiorina
- 70. Thank you! dja@djandersonassociates.com http://www.kanbaninaction.com/
- 71. About… David Anderson is a thought leader in managing effective software teams. He leads a consulting firm dedicated to improving economic performance of knowledge worker businesses – improving agility, reducing cycle times, improving productivity and efficiency in technology development. He has 25+ years experience in the software industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods. He developed MSF for CMMI Process Improvement for Microsoft. He is a co-author of the SEI Technical Note, CMMI and Agile: Why not embrace both! David is the author of 2 books, Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results, and Kanban – Successful Evolutionary Change for your Technology Business. David is a founder of the Lean Software & Systems Consortium, a not for profit dedicated to promoting greater professionalism and better economic outcomes in our industry. Email… dja@djandersonassociates.com