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LeanKanban United Kingdom 2013 Video up

Hello everyone,

Just wanted to point out that the Lean Kanban  United Kingdom videos are all up! Check out my talk on Myths and Misconceptions about the Kanban Method in addition to all the other great talks from this conference.

http://www.youtube.com/watch?v=-9vLfEz4aqY&list=PLVsUnwOzPqiRZ2cnrzfKFnDEDTqL3pr5-&index=28

You can find a lot more information on the LeanKanban Conference series here.

http://conf.leankanban.com/

I hope you all have Happy Holidays and a Prosperous 2014!!

Cheers,
Dave

The Kanban Method Is A Vehicle – It Is Not A Destination

Wow! I just got back from #Agile2013 in Nashville and I have to say it was a great experience and my brain is overflowing with ideas! Which is always good for blogging. Open-mouthed smile

One of the things that occurred to me while I was there was the seeming surge in the competitiveness amongst methodology practitioners. There were numerous tweets and blogs, sessions and conversations all discussing the pros and cons of one method versus another.  Here are just a few things that I’ve seen… (FYI, I pick on everyone equally. Let’s call it an evolutionary fitness test.)

http://kenschwaber.wordpress.com/2013/08/06/unsafe-at-any-speed/

 

http://www.nofluffjuststuff.com/blog/alan_shalloway/2013/08/announcing_the_3rd_generation_of_lean_agile

http://www.netobjectives.com/blogs/why-net-objectives-supports-scaled-agile-framework-safe

 

http://www.djaa.com/kanban-alternative-path-agility

http://www.djaa.com/kanban-anti-safe-almost-decade-already

 

So we have a lot of posturing and positioning, and I actually don’t mind that. With noise comes interest, with interest and curiosity comes exploration and learning, and we can all grow. I hope though that by reading this blog and the other blogs and by exploring the topic, you gain a greater understanding of the items under discussion. It was with this intent that I had a really good conversation (or two) with Al Shalloway and Nayan Hajratwala about SAFe and the current thinking about The Kanban Method and Kanban/kanban in general.

So we were hearing the noise, exploring the enemy, probing for weaknesses and then trying to sway the enemy to our side. ;P

Today I had a realization about the experience. I learned about SAFe. I learned more about Scrum. I expanded my own understanding of The Kanban Method and kanban in general and I discovered more refinements to my thoughts when having this conversation! The Kanban Method, as David has been saying and said in the post above, is not the enemy of SAFe or Scrum or any other practices-based methodology that is a manifestation of the Agile Manifesto. It isn’t even comparable. It isn’t an Agile-practices based methodology at all, which is why David (and many of us at LKU) have been saying that The Kanban Method isn’t an Agile methodology! It is the vehicle that GETS you to Agile, wherever that may be for you! It is the vehicle that you use to encourage a collection of weird-acting individuals (people in an organization) to do something, such as adopt a bunch of agile-influenced tactics that might be described within any of the other practices-based methodologies!

Let me draw a picture!

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We all start on these process adoption/organization transformation/improvement initiatives from a current state. Very often we can’t even describe the current state, but that is where we are. And very often, we can’t accurately describe the desired end-state, but let’s suggest for a moment that we can. So we know where we are (maybe) and we know where we want to go (maybe) but how to get there?!?! Some folks would have you believe you can jump there by telling the organization to put something in place.

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I don’t mean to pick on Scrum. I like Scrum when it is the right fit. But it is frequently adopted blindly and prescriptively because it provides a lot of guidance on specific practices. But what if Scrum doesn’t fit? (Are there any DevOps people reading?) What if Scrum doesn’t help with the capability that you’re interested in? Or what if you’re problem is a scaling it out problem, which Scrum has troubles with. Good news! SAFe is right around the corner!! And virtual kanban systems! And Random Acts are there too!!

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These are all methodologies with some great tactics to use for organization improvement right?! If you just tell everyone to do Scrum, SAFe, virtual kanban, or random stuff (heros, cowboys and smart people), we’ll achieve the improvements we’ve been struggling to get for the last 50 years in our industry!! But I heard this awesome comment from Linda Rising at #Agile2013 during her talk. I forgot to attribute it to her in my tweet though!

This is part of the problem with prescriptive approaches to process adoption. And unfortunately, Scrum and SAFe as described are easily prescribed. I’d even venture to state that the authors and evangelists of these methods want them prescribed. “If you do this, everything will be ok.” Of course they will not admit that they want you to blindly adopt all of the tactics, but in my opinion, the way those methodologies are described and evangelized, that is how it works out in the end.

And never mind that we still don’t really know if the methodology that we’ve selected will get us to the desired improvement given the context in which we are applying the methodology! Do the people in your organization want Scrum? SAFe? virtual kanban systems? Will they be able to pick up all the necessary practices? Apply them properly? Will the organization have the maturity to get through the hard parts? What if you’ve picked the wrong method? And what if the actual end-state option that you need isn’t the one you thought you needed at the start?

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Has this happened to you? Have you seen this happen?

I want to reiterate at this point, I don’t think that the practices and tactics described in Scrum are bad. I don’t think SAFe tactics are inherently bad. I don’t think that “Kanban is so easy” crowd (proto-kanban or basic virtual kanban systems) are bad. It’s just going to be harder, longer, and more costly to get to an end-improvement than it should have been. You’re increasing the chance of your improvement initiative being interpreted as a failure, or being aborted early. Or leaving improvements undiscovered!

Another thing that I think is really interesting is that most of the practices-based methodologies describe themselves as an end-state. Like there is no more to learn and no more reason to grow in your context. What if the discovered end-state is a healthy, functioning Scrum implementation. Is that the end? Is there no where else to improve? What guidance does Scrum give you if you find an improvement that is counter to a described Scrum tactic? Or SAFe for that matter? Should we have end-states?

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I think we are far better served trying to create an organizational capability to identify improvement opportunities and  use any/all available tactics that we think will move us towards the desired improvement, once we know what the specific problem is. I think we are better served by creating an organizational capability to understand the attributes of the work that we do (volume, frequency, size, complexity) and understand the capability of the organization to execute that work. And I think that we are better served by facilitating the creation of a kaizen culture within the organization that will continuously seek out opportunities to improve because then the people own the problem and the improvement!

I want a vehicle to get me to my currently planned destination!! I want to be able to make informed decisions and change the destination! I want all my peers to dynamically guide their team to the next improvement that is discovered in the context of doing the work! And I don’t want to limit my destinations! I want to know that I’m making progress!

So we know you’re organization is ‘here’! Sounds silly when you say it that way but even if you can’t describe it, you are where you are. And there is some value in describing where you are because it will make progress measurable and discrete instead of abstract or qualitative. And we know that we need to be… faster let’s say. It should be more elaborate than that but bear with me for a moment. Now we have to convince everyone involved to paddle in the same direction!

What can I use to do that? Will Unit testing help? Will team structures help? continuous delivery? project roll-up techniques? Will any of these specific practices help me create an environment that causes groups of people to understand the problem, understand the capability, formulate a plan to improve and then determine if the execution worked? I do not think so. Are they all good things? YES! Unequivocally! Are they good things for everyone? All the time? No.

The Kanban Method will foster these capabilities for you because that is what it is designed to do. It is not designed to make you code faster or with higher quality. It will help you understand the cost of poor quality and then allow you to experiment with quality improving tactics like Unit testing/TDD/ATDD/BDD/xDD. Will it help you deploy your application faster or sell more units of your product? No, you have to use tools or LeanStartup for those kinds of things! Will it help you create a kaizen culture within an organization? Yes, because that is what it is designed to do. Will The Kanban Method encourage you to adopt concrete practices from any other methodology? Yes. Can you use a SAFe tactic if it seems logical in your context? Yes! Scrum tactic? Yes! virtual kanban system? Absolutely!

Final Thoughts

I keep coming back to something that my friend Frank Vega has said numerous times.

“The greatest learning happens at the boundary of disagreement.”

It was because of the disagreement that Alan Shalloway and I have about how we should guide people that I had these conversations. It was because of the respect and curiosity that we both have that we continue to meet at this boundary.

It think it is important though to be clear and compare like things.

The Kanban Method is not an Agile Manifesto-inspired practices-based methodology like Scrum or SAFe. It is an approach that is intending to create a capability within organizations to do incremental, evolutionary improvement. It is a transition method that understands people and the various factors that cause people to disengage. It is a transition method that provides high-level guidance for the creation or adoption of specific practices in a situation where a  problem has been identified. It is a transition methodology that sees no end to the improvement cycle and as such, does not provide guidance on concrete tactics or the order in which you adopt concrete practices.

And because of the opportunistic nature of the culture created by a Kanban Method implementation, all the specific practices that are described by Scrum, SAFe, XP or RUP for that matter, are viable improvement options to specific problems that you may encounter on your journey of continuous improvement.

So get in your vehicle, start improving and go until you hit the horizon!

Them’s Fighting Word!

I should start this post with some qualifications. I’m an consultant for a company called Imaginet. We’re a full service IT consultancy. Imaginet is a LeanKanban University (LKU) Founding Member organization. I am Imaginet’s Accredited Kanban Training Program Advisory Board representative and I also sit on the LKU Management Board. I’m an Accredited Kanban Trainer (AKT) and a Kanban Coaching Professional (KCP) with LKU. That said, I’m going to try and be as unbiased in my responses as possible, but please bear with me if I rant a bit. 😀

This week seems to have been a particularly interesting week in the volume of rhetoric and misinformation that is being spread about The Kanban Method. I’m not even sure where to start, but I’m compelled to say SOMETHING!

What is Kanban

I saw a tweet from Alan Shalloway (@alshalloway) talking about a great blog post from Joseph Hurtado (@josephhurtado) discussing What is Kanban? In this article, Joseph describes the current state of confusion in the industry around the word kanban and tries to start a movement to provide some clarity.

I’m the first to agree that there is a lot of confusion around the word kanban. In all of my webinars and presentations, I take a moment to provide some clarity on this issue. I think it’s very important that we all do this.

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Link to webinar

Joseph goes on to add some definitions, which is great.

This is where I start to take exception to his blog post because he then goes on to start actually misinforming his readers. He states:

The problem is that David Anderson, LKU and some other Kanban Consultants have decided that there can be only one valid Kanban method for business or even IT, theirs. In their view if you do not follow exactly The Kanban Method, dare to call Kanban Agile or add any Lean or Agile practices to it you are wrong.

This is so blatantly wrong that I hope it is unbelievable to his readers, but I feel compelled to respond because Imaginet and I belong in the group “LKU and some other Kanban Consultants”.

Our understanding of The Kanban Method (as per wikipedia) is:

The Kanban method as formulated by David J. Anderson[1] [2] is an approach to incremental, evolutionary process and systems change for organizations.

I’ve heard David (@djaa_dja) speak many times defending this definition of The Kanban Method because as far as I know, he is the originator of the name and the definition attributed to it. That seems reasonable to me. And in those conversations and in David’s classes, I have often heard him embrace specific improvement tactics from other industry-specific methodologies like Scrum or XP. Many of the LKU Kanban practitioners that I have personally spoken with embrace many of these same improvement tactics. David even goes ones step farther than many “Agile” evangelists and embraces improvement tactics from traditional project management methodologies like PMI when they make sense in a context.

What I think Joseph (and others) are doing is trying to define the meaning of the word kanban in a manner that suits them and at the same time belittle David, LKU and it’s members, for trying to protect the definition of “The Kanban Method” which we also sometimes just shorten to Kanban. Joseph and Alan also seems disturbed that we often shorten The Kanban Method to simply Kanban.

There was a time when I thought somewhat like Joseph but in a Scrum context. I often thought that people, who said “You are not doing Scrum” when a team was doing some of the tactics that the Scrum Guide but not all of them, where wrong and mean. Of course we were doing Scrum, just not all of it. I then had a conversation with Ken Schwaber and he put it very simply and it made sense and my thinking change. Ken used the game of Chess as an analogy and said to me  (paraphrased) “If you use the rules of chess, you can say you are playing chess. But if you change the rules, are you still playing chess? No. The same goes with Scrum. If you follow the rules provided in the Scrum Guide, you are doing Scrum. If you deviate from the rules, you aren’t doing Scrum.” It seems to me that this is the same issue that Joseph is having an issue with, except we’re going one step further and using an abstract word (in this case) like kanban.

Joseph then goes on to create a new ‘thing’ which is great. Open Kanban. Sounds good until he describes it. And it starts to re-describe things that The Kanban Method has described. It describes some things that LKU Kanban practitioners have described. Which is honestly really flattering. As the saying goes, imitation is the sincerest form of flattery. The problem though is that now there is a competition. The Kanban Method vs. Open Kanban. And we’re back to rhetoric and bickering because honestly, we are all here to make money and grow our businesses.

To wrap up this portion, here are a bunch of thoughts that I hope counter some of the misinformation in Joseph’s article.

  • The Kanban Method has a definition. I don’t think we should really argue about that.
  • The Kanban Method has a singular purpose. Catalyze (encourage?) incremental and evolutionary process changes for organizations.
    • David freely gives credit to all of the people who have influenced his journey and his continuing growth in this space.
    • David strives to stimulate continuous improvement of The Kanban Method, especially by reaching out to the community of practitioners.
  • Whatever your process is or the process that emerges to help your organization create value, that is NOT The Kanban Method, but simply what The Kanban Method helped you create.
    • You’re process will likely evolve towards being flavoured by Agile or Lean thinking. They are both #reallygoodthings
  • The Kanban Method is not Scrum. It does not compete with Scrum.
  • The virtual kanban system that may be used to help your organization evolve WILL compete with Scrum. The Kanban Method does suggest the use of virtual kanban systems to better manage work. This doesn’t have to be viewed as a bad thing unless you are a Scrum evangelist who isn’t interested in new ideas. Scrum and Kanban both have noble goals.
    • Scrum has a virtual kanban system at the heart of its work management system. It just uses larger batches than most kanban practitioners like and couples cadences unnecessarily.
  • The virtual kanban system that may be used to help improve your organization will probably use some sort of kanban (visual signals, signboards)
  • The Kanban Method does not advocate the exclusion of any kind of improvement tactic for the process or the organization. It just doesn’t necessarily provide specific guidance, which is fine. You are MORE than welcome to pull in unit testing, team formation, automated builds, continuous integration, iterations, tooling improvments, etc. if the specific tactic is anticipated to improve the system.
  • The Kanban Method, as a methodology, won’t give you advice on a specific improvement tactic. It does not understand the context and it would be deemed “tampering” (and perhaps arrogant) to suggest improvements without information.
  • The Kanban Method does provide guidance on several high-level improvements tactics that will help you create an environment for your organization to improve.
    • These high-level tactics usually lack specific implementation details. Let’s call them meta-tactics that will allow for the creation of context-specific tactics.
  • Don’t let myths and misconceptions cloud your assessment and the opportunity to learn about The Kanban Method, or any of these other methodologies. Please go out, learn and make your own decisions.

I’d love to talk to you about this. I’ll be at Agile 2013 in Nashville next week. If you’re going to be there and you’d like to discuss any of this, I’d love to catch up with you. Please message/mention me at @agileramblings on twitter and we’ll figure out a way to get together over a pint or two.

The Kanban Method – Change Catalyst with No Changes Planned

I was recently delivering some Kanban training at Yahoo! to a great group of people who were all struggling with many of the same problems we all deal with. Overburdening, long lead times for features and quality challenges, all of which exacerbate each other! Almost all of these people described having been on previous process improvement initiatives. Actually, in some cases, they described being in a non-stop process change initiative. And almost all of them were fatigued by all of the process change initiatives and were very weary of this new “Kanban Method” thing that they were doing.

This seems to be a very common problem that I experience. None of the prescriptive methodologies are solving the underlying problems, organizations are jumping from one prescriptive approach to another and employees are getting tired of it.

The fact that the Kanban Method really isn’t like this is one of the things that has drawn me to it. Let’s revisit the first of the 4 Kanban Method values.

Start with what you do now

Straight from WikipediaThe Kanban method does not prescribe a specific set of roles or process steps. There is no such thing as the Kanban software development process or the Kanban project management method. The Kanban method starts with the roles and processes you have and stimulates continuous, incremental and evolutionary changes to your system.

This is a central tenant of any LKU Kanban professionals approach to teaching or coaching an organization with The Kanban Method. How can you suggest changes if you don’t know what the problems are? How can you expect a change to succeed without understanding the capabilities of the people within the organization?

When the people are Yahoo! were presented with this first value, they were able to almost immediately relax. We started to hear things like

You mean we don’t have do do anything different?

We can use some of these concepts and ideas within our current process.

Both of which are absolutely true and it is important that people understand this when it comes to starting a Kanban Method implementation.

We then present people with the remainder of the values, which are:

Agree to pursue incremental, evolutionary change
The organization (or team) must agree that continuous, incremental and evolutionary change is the way to make system improvements and make them stick. Sweeping changes may seem more effective but more often than not fail due to resistance and fear in the organization. The Kanban Method encourages continuous small incremental and evolutionary changes to your current system.
Respect the current process, roles, responsibilities & titles
It is likely that the organization currently has some elements that work acceptably and are worth preserving. We must also seek to drive out fear in order to facilitate future change. By agreeing to respect current roles, responsibilities and job titles we eliminate initial fears. This should enable us to gain broader support for our Kanban Method initiative. Perhaps presenting the Kanban Method against an alternative more sweeping approach that would lead to changes in titles, roles, responsibilities and perhaps the wholesale removal of certain positions will help individuals to realize the benefits.
Leadership at all levels
Acts of leadership at all levels in the organization from individual contributors to senior management should be encouraged.

All of which suggest that we do nothing but create an environment that will be supportive of the people who will be finding opportunities to change their processes. That’s it! You’ve now started a Kanban Method implementation, which has often been described as an intent more than a prescriptive, concrete set of things that you have to do.

At Yahoo!, after we had presented everyone with a new approach to thinking about how to approach their problems, we did start to give them some high-level tactics which they could apply when they were ready.

Over the course of the next couple days, we then showed them examples of how they could get more information about how they worked (Core Practices in the Kanban Method). And at no time did we tell them that they had to do any of them, but we described the benefits and limitations of these tactics and by the end of the 2 days of training, most everyone had discovered something valuable and told us they’d be trying to use some of these things in their teams right away. We didn’t know which of the tactics that these people would be trying, but we were encouraged that they felt empowered to start trying to use them at their own pace.

Final Thoughts

In a landscape of teams and organizations getting tired of process change initiatives, it was very rewarding and encouraging to find a group that when presented with The Kanban Method, were excited at the new way of thinking and that they weren’t going to be forced to do something. They were very excited that they would discover what their problems really were and then they would plan out their own changes to the process.

ALM Adoption Success Story – Success Factor 3 – Co-location

I don’t think I can fully communicate the value of co-location.

Any time I have been asked to help a company in recent years, the engagements have started out with an assessment. I don’t believe that I can provide sound advice unless I understand what the problems are and what the organization’s capabilities are.

One problem that EVERYONE has had so far is the absence of an effective place for their teams to work. Software development is a highly creative endeavor that requires (usually) a significant amount of collaboration between teammates and it constantly surprises me how organizations build terrible places for teams to try and achieve this!

When we started out with the client whom all of these Success Factor posts are about, the development team was spread out across ½ of a floor in an office tower and there were 2 members in a different city. Check out my hand-scribbled floor map with the initial, planned layout of the team members.

clip_image002

This is actually not bad compared to many companies I have observed, but this is far from optimal. The deficiencies that aren’t obvious from this floor map include:

  1. No team-specific collaboration space. Had to book meeting rooms and hope one was available.
  2. The Devs and PM have no whiteboard space. They are in cubicles.
  3. The BA, TW (Technical Writer) and CSM (ScrumMaster) were packed into a large office with minimal whiteboard space.
  4. PO (Product Owner) and HW (Hardware guy) were alone in their offices.
  5. There was no place to have daily stand-up meetings or to have our card wall up where everyone could see it.
  6. The sponsor was on the opposite side of the building.

For a team that is intending to collaborate frequently and intensely, this is a very poor setup. Our sponsor was spending in excess of $100k/month on the team in that room and he wanted to make sure we had every advantage to maximize that cost. So before we even kicked off the project, we made a rather bold request to have a board room near the sponsor converted into a team room. And our request was granted!! The facilities people were a little scared that we’d damage the boardroom table that was in there, so they had that taken out quickly, but the resulting floor plan looked like this:

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Now we were excited! We had a room that could hold everyone. There was room for everyone but the PM and HW guy, due to the nature of their roles, didn’t need to participate as intensely as the rest of us, so they maintained their offices. And since our PO was also maintaining some business workload, she maintained her office as well. But all three team members attended all the meetings that we had in the team room and would often drop in to see how things were going. Let’s take a look at the team room.

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I have to say, this is the best team room I’ve ever had the pleasure of working in. We had wall-to-wall whiteboards on the West and South walls, and the North and East walls where covered with large PostIt notes. The SE corner of the room had a projector screen and the projector sat on the SE corner of the team table. The computer on the East wall ran Skype and TeamPulse, the Agile Project Management Tool that we used  on a daily basis (from Telerik). The room had a Skype account that was always logged in and you could call up that account and it would always auto-answer with video and put the caller on the projector. There were two microphones in the middle of the big table that would allow everyone to talk from where they were sitting with whomever called in.

I can’t say enough about the sheer wall space in this room. It was fantastic. On the wall-to-wall whiteboards, we had everything from architectural diagrams, to class diagrams, server layouts to retrospective results. We had everything on those whiteboards and they would be able to stay up for as long as needed for the team. We would write our retrospective notes up there, and leave them for the entire next sprint. Then the that sprint’s retrospective notes we be put up, and compared, and discussed. Then the former sprint’s notes would be erased. We had a constant rolling reminder of how important continuous improvement was to us.

WP_002284

 

The PostIt notes were used to keep less volatile things like our value statements right up in front of  us. Also, team policies like our Definitions of Done, or our Prioritization logic where up there for everyone to see. There was never any doubt about how we wanted to work when you were in the team room.

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We were creating a mobile system that included on-board tablets in trucks and we had our QA station right there behind our QA professional team mate, our PO and our BA! They could check specs, and then turn around and try it out right there in the QA environment. And if there was ever a problem, the developers could (and usually would) hear about it right away. That was one great aspect of our room that allowed our quality process become pervasive of everything that we did in that room.

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I can tell you about a time that our QA lead was working on a test script in Microsoft Test Manager. Then he turned and tried the test step on the tablet and discovered a bug for a feature that was in the iteration. He called the developer over, who saw the defect right away. The QA lead logged the bug and the developer, whom had luckily just finished up a task, was able to pick up the bug and fix it right away. Our QA process was such that we could fix a bug, submit the code, all the automated quality checking mechanisms would run and then we could push the passed build up to the QA tablet where the bug had been fixed. In this particular case, the whole process took less than 1 hr. Discovered, Logged, Fixed, Built, Deployed, Re-tested, Passed. It is very rare for me to see a team perform this well.

But I totally believe that a big contributor is the team room that we’ve built for this team. Every team member feels the others pain when something doesn’t go right. This causes us to behave differently. Less selfishly and with a much more holistic approach to building the software solution.

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And that was a known feature. The benefits of having the Product Owner, Business Analyst and Sponsor all within 20 feet of the developers is unbelievable. When anyone has a question about a feature or an idea that we’re trying to make real, the entire stack of business-focused people are right there, immediately available to answer the question. The only time that this team ever builds the wrong thing is when we are building something for someone who isn’t in the room. And you can bet that we escalate that immediately to our sponsor. Because he is 15 feet away. Open-mouthed smile

And he just drops in all the time!! If he has a problem, he tells us. If he is curious how we are doing, it pokes his head in. He will see us working on a problem with our process and lend a hand if he can.  And you can bet that this closeness has made the team much more aware of his concerns and challenges. It never feels like Big Brother is watching because there is so much transparency on the team that it is always about trust and helping to get the job done.

I could probably go on and on about all the benefits of this team room but I’ll wrap it up for the moment and leave the rest to your imagination so that you can think about what the benefits of this team room would do for your team.

Intro to Kanban at the Calgary .NET User Group’s Lunch Series

I recently had the privilege to speak that the Calgary .NET User Group’s new lunchtime series.  This series is an opportunity for people to come and hear about exciting new topics with a minimal time commitment. And in this case, CNUG President Dave Paquette felt is was about time that we have a talk about Kanban.

Here is a link to the video of my 50+ minute presentation. It’s the first time they’ve video taped one of these, so please don’t be to critical of the quality. 😀

You can find the slides on Slideshare here.

The one thing I’d like to pull out specifically from this presentation was the exercise we went through (11:24 in the video) in understanding what it was we were actually talking about. In my slide deck, I indicated there are three common definitions of kanban out there and that we really needed to understand which one we were talking about in any conversation around the topic. And in an informal little survey of what participants though kanban was, we got the all three definitions from different people in the audience. The three commonly confused definitions are:

  1. kanban – signboard, visual signal, card
  2. kanban system – pull-based work(flow) management system, normally at the heart of a kanban method implementation
  3. Kanban method – An approach to incremental, evolutionary process change for organizations

Very often when I am discussing the Kanban Method with people who are new to any of these ideas, they are often getting them confused and it is really important that we clarify which we are talking about.

Do you know what Kanban you’re talking about? 😀

Kanban Maturity and A Technique for Visualizing It

I received a great question from one of my webinar attendees and this question has also received a bunch of attention from the Kanban community since this visualization first surfaced in the summer of 2012 ago at the Kanban Leadership Retreat in Austria.

How do we measure our maturity using the Kanban method?

kanban_maturity_kiveat_chart

I have used the technique that came out of Mayrhofen at #KLRAT as the basis for how I work with teams to monitor Kanban maturity. There isn’t a “standard” set of questions that the Kanban community uses in the creation of the kiveat chart.  In general, it is being suggested that each team/coach comes up with a context-specific way of measuring and ranking maturity within the 6 practice groups that applies to “that team”. That visualization can then be used to monitor the anticipated growth for that team over the course of time. One thing that the Kanban community is cautious about though is “comparisons” between kiveat charts and assessments. Since each assessment is relatively subjective, comparisons should be avoided as it would be hard to compare and may potentially be misleading to the team.

That said, here is how I use the chart.

kanban_maturity_sample_questions

I have a set of questions I ask per category. On a scale of 1 to 5, 1 being “We do not do that”, 3 being “We do that”, 5 being “We could teach someone to do that”, I look for activities that would allow me to select one of those values for one of my questions. As an example:

Question: Identifying types of work

Observation: Does the team identify different types of work? Do they have User Stories, Bugs, Improvement Tasks, etc. described within their process? If they do not, they would be a 1. If they do, they would be a 3. I’d then look for evidence that they are capable of teaching work item type defining to another team, or that they could do so if required. If they could, they would be a 5.

I go through all of my questions for an axis of the chart and give them these rankings. I then take the average value of all of the answers and that is my data point on the kiveat chart. My visualization category currently has 10 questions in it, so if I get 35 total points/10 questions, I get a 3.5 visualization score on the kiveat chart.

My Limit WIP category currently has 5 questions, so 15 points/5 questions would give me a 3 Limit WIP ranking on the chart.

Following this pattern, I eventually end up with 6 axis on the kiveat chart, all ranked from 1 to 5 and this “coverage” can be used to describe the team’s Kanban maturity from my perspective.

David Anderson, in some of the slides I’ve seen him use and in talking to him, describes a progression of novice to experienced tactics within each category and each of his axis has different scales to represent the increasing maturity on that scale. He does arrive at the same kind of coverage visual and describes that coverage as an indicator of maturity from his perspective. My kiveat chart and David’s would not be comparable though and this is completely OK and encouraged. As I mentioned above, the current thoughts within the Kanban community are to discourage direct comparisons between these kiveat charts.

What kinds of questions would you use to measure you’re companies Kanban maturity?

What Should My WIP Limit Be? Super Easy Method to Find Out!

If you’ve built a kanban system, or you’ve tried to put a WIP (work in progress) limit on a phase in your workflow, you’ve probably asked or been asked this question. And very often, then answer is “I don’t know. How about we try n.” where n is a guess. Usually an educated guess like:

  • 2 x the number of developers
  • 1.5 x the number of people on the team
  • Number of people involved + 1

And these are all ok places to start if you have no data, but with a little data, we can stop guessing and set our WIP limits with some empirical information and at the same time start building a system that will satisfy one of the assumptions required for us to use Little’s Law properly. There are two things that we need to have in order to use this super easy method:

  1. Data about average time in state for work items
  2. CFD (cumulative flow diagram)

Ok, I guess we don’t need the CFD if we have the data, but it sure is nice to visualize this information. 😉 We do need to have some data about the way that work passes through our system and we need the data that would be required to create a CFD. For the purposes of this post, lets assume that we are capture the time in state for each work item. Entire time in the system is often called lead time. Time in between any two phases in the system can be cycle time but we’re interested in cycle times for a single state at a time as our objective is to determine the WIP limits for each column in our kanban system.

Slide2

Let’s use a simple approach to measuring average time in state in days. On our simple kanban system above, we have a Ready State, Development state and a Done state. Each day, we count the # of items that have cross a state boundary and put those numbers on our CFD chart. After several weeks, we have enough data to start calculating a couple new metrics from our CFD.

Slide4

With even just a couple weeks of data that visualizes how work moves through our system, we can now start measuring Average Arrival Rate (AAR) and Average Departure Rate (ADR) between any two states in our system. AAR and ADR are simply represented as the slope of a line. If we calculate the rise (x-axis) over the run (y-axis) values, we get the slope. 

It is the relationship between the two values that is interesting to us and will allow us to more empirically set the WIP Limit values in the system. Based on our understanding of Little’s Law, we are striving for a average rate of divergence between the two of near 0.

A negative divergence suggests the WIP limit is to low and that we are under utilized.

Slide7

A positive divergence rate suggests the WIP is too high and we are overburdened.

Slide6

 

Since ADR (the rate at which we finish work) represents our current capability, the value of ADR should be considered a great candidate for the WIP limit for this state. With the the right WIP limit in place, AAR should match ADR and we will find an average divergence rate of 0. As your team’s capability changes, our divergence will go either positive or negative and will provide an indication of when our WIP limits should change and what they should change to.

Slide8

 

And there you have it! When the rate of divergence between AAR and ADR is  near zero, we know that our WIP limit is right and that we’re satisfying one of the assumptions required to make Little’s Law work for us!

Kanban Has Changed The Way I Think (or Creating Business Value out of Creative Queue Uses)

Queues are all around us. Policies are everywhere.

Can we use the two together in a simple fashion to create business value?

Note* – Once you get really interested in Kanban, these are the kinds of observations and questions
that just randomly pop into your head, so beware. 😀

I was sitting on a plane and luckily had a window seat and I was watching the baggage handlers loading the luggage onto the plane. They were counting the bags and starting to load them onto the plane and I looked away for a bit. After a few minutes, I looked back and notice they were almost done and that is when I noticed the priority baggage tag on the last bags being loaded.  This is where kanban took over my brain.

Could a simple policy that was implemented by baggage handlers and a Last In – First Out (LIFO) queuing technique manage the priority baggage solution? It seemed to me that this would be a simple tactic to provide a value-add service to customers that they might pay for.

I’m sure it would be a little bit more involved than that (bag check tagging bags, people loading the conveyer belts that take luggage the last mile would need to use a FIFO approach) but basically with a simple policy change (it would have to be an explicit policy) and an understanding of how queues work, the airlines have created business value out of thin air!

Are there any simple policies or queues that you could use to create business value for your organization?

Thought-leaders – “Centers of Gravity” for Knowledge and Learning

I’m a consultant. I’ve been very fortunate to fall into this line of work and I really love what I do.

One of the hard parts of being a consultant though is “staying ahead of the curve”. A consultant is only as good as the skills he possesses and our industry is constantly (and successfully) striving to make our current knowledge and skillset obsolete.

So I do the things that most consultants do. I practice what I know and try new things. I read books. I surf the web. I have my favorite blogs. I use twitter lists to follow people who are aligned with particular interests of mine. And this has been a good tactic for keeping up.

At some point though, I started going to conferences and this is when my growth as a practitioner in my profession started to go to the next level.

I remember the first time I saw a industry luminary, Don Box. At the time, he was really ramping up SOAP, XML, Messaging, all that goodness of the early 2000s. The content of his talk was all available on the web or in books but that wasn’t what I really got from his presentation. In hindsight I’ve realized the true value I took from that experience was his passion for the topics and his stories! I came back from that conference pumped about those technologies and finding exciting new ways to use them! And boy is XML, SOAP and messaging exciting!! <smirk>

Fast forward a bit and now I’m a consultant who is trying to be better at helping individuals, teams and organizations be better and I’m doing this at an amazing time in our industry. Agile is going full steam ahead. Lean and Kanban are entering the process space and starting to make significant inroads. There is a lot to learn and discover, validate or refute. And this is where the thought-leaders come in.

This might sounds obvious, but thought-leaders are really interested in the things they are leading in! They are deeply interested in why “it” works or how they can apply “it” to a new problem. They want to break or validate their thoughts or have them refuted because they are passionate about making “it” better. It’s been my observation that they aren’t normally as interested in applying their specific knowledge to someone else’s problem like most of the rest of us.

It is this unique environment that thought-leaders create around themselves that presents an amazing learning opportunity to the rest of us.

Let me use an example that is fresh in my mind. I’m really interested in The Kanban Method. I think it has the potential to change the way that we all work. But there is a lot to learn and I also want to make sure I’m challenging the method and myself continuously. Enter David Anderson, Kanban thought-leader.

Now David is a really smart guy and he is passionate about his art. He’s a “center of gravity” in the Kanban universe right now. And the really cool thing about that is the attraction of all things Kanban, good and bad, to that center of gravity. If you put yourself in proximity to that center of gravity, virtually or physically, you will be exposed to so many ideas, good and bad, about Kanban. You’re also going to be exposed to the passion to evangelize and grow that David brings to the community.

When I became interested in Kanban I:

  • Attended a leadership course with David
  • Attended LSSC12 in Boston and Kanban Leadership Retreat in San Diego
  • Started following a lot of people in the Kanban community on twitter, finding them because many of them followed David
  • Started following blogs of people in the Kanban community, many found from being in the mix with that community
  • Got involved in leading-edge questions and challenges with the method, many of which are being discussed by David

I had the same experience with Scrum. My perspective on Scrum was completely opened up by spending a couple days in a course with Ken Schwaber. His perspective on Scrum was so different than anyone else’s, he is very passionate about Scrum and it was such a great learning experience.  I also started following @Scrumdotorg on twitter and recognized the value in finding an anchor within that community!

I had the same experience technically with CQRS, an application architectural design pattern. When I became interested in that, I started following thought-leaders in that space.

All of the “technologies” that we use have these centers of gravity that attract all of the good and bad. And there is so much learning to be gained from being in these environments!

So it’s my challenge to you today to go and find a center of gravity in a technology you are really interested in. Find a thought-leader on twitter or find their blog. Find a conference that they will be speaking at and attend. Ask them a question, or ask the community around them a question! Get involved with the communities that are swirling around these thought-leaders and take full advantage of the learning opportunities that will present themselves!