Antwerp, 3-4 Oct. Vesselin Mitrov, SAP

Transcription

1 Lean & Kanban 2011 Benelux Antwerp, 3-4 Oct Vesselin Mitrov, SAP

2 Theory The Cynefin framework

3 Theory The Cynefin framework (cont.)

4 Theory Statistical Control If the process is in control, 99.73%points will plot within the control limits Common and special causes

5 Theory Kanban An approach to change management It is a tool; neither development methodology, nor project management Kanban encourages incremental evolution of existing processes Lead Time = WIP / Throughput Kanban principles for approaching changes 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Initially, respect current processes, roles, responsibilities & job titles 5 core practices for successful Kanban adoption 1. Visualize 2. Limit Work-In-Progress 3. Manage Flow 4. Make process policies explicit 5. Improve collaboratively

6 Keynote #1 Is it time to rethink Deming? Don Reinertsen, Reinertsen and Associates In software development you have to respond to any causebecause they accumulate When you respond to a cause, the goal is to return the state to the center line Experimentation is more appropriate than sampling The system dominates (Red Bead experiment)

7 Keynote #2 Practice without sound theory will not scale Dave Snowden, Cognitive Edge Cannot use manufacturing models in something which is people-based If you don t understand the principles you cannot scale There is a near absence of learning from natural sciencein organizational management

8 Keynote #3 Lean-Kanban is about people Alan Shalloway, Net Objectives, CEO People and processes are complementary, cannot pick just one of them Cannot do work without trust between people Fundamental belief in Lean: 99.9% of people when put in a good situation they will do good! People are afraid of changes Common understanding helps create collaborative action Essentially use Pull and Limit WIPto have workers work on the right level Lean Science makes Lean Management possible Management goes to Coaching and Leadership

9 Keynote #4 It s the system stupid! John Seddon, Vanguard, CEO Doing Better Things! Mgmt assumptions: All demand is work to be done Specialization => Efficiency Standardization => Efficiency Manage people Activity = Cost SLAs & standard times are meant of control They know what their problems are Doing Things Better! Management thinking is a primary cause of sub-optimizations The more creating separate groups, the more damage your capacity! Coordination Cost vs Capacity Damage Vanguard Way: Studying the organization as a system reveals counterintuitive truths E.g. 95% of variation in workers performance is governed by the system

10 Kanban Effective on time delivery in flow environments Yuval Yeret, Agile Coach How to commit and deliver on time? Does flow mean no commitment? Fixed date delivery Classes of service not all work is equal Try to limit the amount of fixeddate work in your system Non-fixed date work is slack that buffers variability Non-fixed date projects can be safety buffers for fixed-date ones How to energize a Kanban system? Work expands so as to fill the time available for its completion Large queues make hard to create urgency D. Reinertsen Keep cadence, demos Clear business goal Kanban board is static/stateless add flags, indicators Making issues visible provokes accountability Setup explicit process policies for struggling tasks Keep basic definition of how you work Time boxes only if needed Too much energy in Scrumban

11 Kanban Learning from charts Takeaways: Charts + Situational knowledge = Learning Charts are useful in times of stress Keep it simple Not all facts trigger change Human action IS required

12 Kanban Science in Kanban Karl Scotland, Rally Software People Our brain spend 50% of time in visual processing Each new project decreases productivity with 20% due to task-switching

13 Kanban Science in Kanban(cont.) Process Lead Time = Queue Size / Processing Rate Economics Life Cycle Profits Cost of Delay

14 Kanban When is Kanban not appropriate? David Anderson, David J. Anderson & Associates 4 Economically balance capability against demand 1 Muri(overburden) and mura (variability in flow) 2 5 Kanbanis designed to work in simple, complicated and complex domains 3

15 Resources Lean & Kanban2011 Benelux Recordings: Pics: Materials from the sessions: Science of Kanban Community: Others: Cynefin Framework

16 Q / A