Limiting WIP Seriously

Transcription

1 Limiting WIP Seriously Structure Economics Jim Benson () Psychology 2015 Lean Kanban Central Europe Munich, Germany Modus Cooperandi, Inc.

2 Who is Jim? insert image Food Travel Psychology Urban Planning I Hate Thoughtless Process Understanding is emergent. We don t start out knowing the solution.

3 If you do not know how to ask the right question, you discover nothing. - W. Edwards Deming

4 When you are overloaded, you will never know the right question. - Jim Benson

5 TWO RULES OF KANBAN Visualize Work Limit Work in Process insert image Understanding is emergent. We don t start out knowing the solution.

6 COME ON, LIMIT THAT WIP And people are all like Understanding is emergent. We don t start out knowing the solution.

7 Who is Enemy?

8 LIMITING WIP.. THE CASCADE OF PAIN (SLIDE ONE) NORMAL WIP AMBIENT WIP HIDDEN WIP Work actually in progress Usually overloaded Work on other projects Usually overloaded Work on things not tracked RFPs Reporting Customer Support Communications

9 LIMITING WIP.. THE CASCADE OF PAIN (SLIDE TWO) INDUCED WIP Why aren t you working on Meetings about WIP!! GUERILLA WIP Work you don t dare tell anyone about! EXISTENTIAL WIP Work you really wish you were doing.

10 LIMITING WIP.. THE MARKET DYNAMICS OF PAIN (SLIDE ONE) NORMAL WIP AMBIENT WIP HIDDEN WIP Work actually in progress Usually overloaded Work on other projects Usually overloaded Work on things not tracked WHITE MARKET Work openly traded WHITE MARKET Work openly exchanged GREY MARKET Work unofficially recognized Status Quo Bias

11 LIMITING WIP.. THE MARKET DYNAMICS OF PAIN (SLIDE TWO) INDUCED WIP Why aren t you working on Meetings about WIP!! GUERILLA WIP Work you don t dare tell anyone about! EXISTENTIAL WIP Work you really wish you were doing. REGULATORY Work officially / bureaucratically hindered Reactive Devaluation BLACK MARKET Work exchanges unrecognized Potentially Dangerous SUBOPTIMZED MARKET Loss Aversion Belief bias Availability Cascade

12 We are here to make another world. - W. Edwards Deming

13 We are here to make another world. - W. Edwards Deming

14 HOW TO CURE: NORMAL WIP Personal work Planned work Work item types Limit team work to capacity of individuals Understand the constraints Understanding is emergent. We don t start out knowing the solution.

15 HOW TO CURE: AMBIENT WIP Team work Limiting projects in process Portfolio visualization Removing the project paradigm Understanding is emergent. We don t start out knowing the solution.

16 HOW TO CURE: HIDDEN WIP Normal business operations Usually unplanned work Understand interruptions Understand undocumented / unplanned actions Understanding is emergent. We don t start out knowing the solution.

17 HOW TO CURE: INDUCED WIP Reactive planning for overload Visualize the pain Visualize the cost of delay Make the arguments external Highlight the system Understanding is emergent. We don t start out knowing the solution.

18 HOW TO CURE: GUERILLA WIP Work we do to make ourselves feel good Overcoming the system Must abate with caution Most companies respond to systemic decay with this Understanding is emergent. We don t start out knowing the solution.

19 HOW TO CURE: EXISTENTIAL WIP The work the system would do if healthfully constrained Build a system that respects people Build products not projects Focus on professionalism Provide potential for many ideas Build a company that doesn t suck Understanding is emergent. We don t start out knowing the solution.

20 BIG BATCH FOR BIG FAIL Projects overload Projects perpetuate Projects are political weapons Projects bloat Projects assume limited or no learning Understanding is emergent. We don t start out knowing the solution.

21 LEARNING DOESN T END AT RELEASE Real Learning Happens AFTER Build What might that look like? Understanding is emergent. We don t start out knowing the solution.

22 EXPLORE OPTIONS & LEARN insert image Problems are real Solutions are varied Complexity drives business Disruption requires unknowns We learn as we execute Single Loop Double Loop Triple Loop

23 IF WE DON T LIMIT WIP, WE GET THIS: Distraction Unclear Direction Unrealistic Goals

24 WORK IS A SOCIAL NETWORK

25 BUILD BOLD HAVE THE GUTS TO COLLABORATE Invention comes from oblique sources Ideas deserve investigation Expertise is never attained New experts are made every day Collaboration is opportunity Understanding is emergent. We don t start out knowing the solution.

26 Pay Attention WE NEED TO UNDERSTAND Our Systems Their Systems What s Possible

27 EXPLORE OPTIONS & LEARN insert image Problems are real Solutions are varied Complexity drives business Disruption requires unknowns We learn as we execute Single Loop Double Loop Triple Loop

28 SOLVE REAL PROBLEMS Value is solving problems. Quality is solving problems without causing new ones. Assume you only know possibilities, not the answers. insert image Pay attention.

29 Limit WIP Jim Benson It s Harder Sillier Than You Thought 2015 Lean Kanban Central Europe Munich, Germany Modus Cooperandi, Inc.