Kanban: No Answers, Just Questions

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Information about Kanban: No Answers, Just Questions
Business & Mgmt

Published on February 4, 2014

Author: ralfhh

Source: slideshare.net

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In a world where the there is no perfect visualisation, WiP limit, policy or measures? A good choice depends on the context. There aren't only one answer, but in my experience good questions could help to guide to your answer.

@ralfhh Kanban: No Answers, just questions Ralf Kruse agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013.

Agenda • The great thing about questions and what makes a question great? • Their is no perfect Kanban system, only systems striving for perfection • Practices: Their intention, my questions and hopefully yours agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The great thing about questions ... and what makes a question great? • Questions help to make people think and reflect  • the inquirer don’t need to understand the full context • ... and still can create fresh perspectives Is ... ? • What makes a question great? • It hasn’t one answer and is open ended • create greater possibility for expanded learning and fresh perspective • Good questions are likely to trigger discovery, clarification and action agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

agile42 | We advise, train and coach companies building software Tuesday, August 2, 2011 agile42 | We advise, train and coach companies building software www.agile42.com | www.agile42.com | All rights reserved. Copyright © 2007 - 2009. All rights reserved. Copyright © 2007 - 2009.

Their is no perfect Kanban system, ... only systems striving for perfection Kanban ... more than a Board Ag ree to now evol purs u do uti hat yo on ue in th w wi ary cr s, s Start ch eme oce les pr tit an nt ge ntal, rre es & u ec ls liti ll leve t th nsibi ec po p at a p rshi Res s, res Leade s k loop role edbac t fe w ge flo Mana e is Visual iP Limit W Ma ies e e polic k Implem xplicit en tively, abora lly l ve col a Impro experiment evolve agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Tuesday, August 2, 2011 agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Kanban practices • Visualise • Limit WIP • Manage flow • Make policies explicit • Implement feedback loops • Improve collaboratively, evolve experimentally agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Visualise • The workflow of knowledge work is inherently invisible. • Visualising the flow of work is core to understanding how work proceeds incl. bottlenecks & queues Questions • What where your problems, variances etc. in the last month? Do such things reflect in your board? • How much work are u doing next to your board? Is this critical to understand your flow? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Tuesday, August 2, 2011 agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Kanban practices • Visualise • Limit WIP • Manage flow • Make policies explicit • Implement feedback loops • Improve collaboratively, evolve experimentally agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Limit Work in Progress (WiP) • Limits help to avoid taking more work than you can handle • Limits help to recognise problems earlier (stop-the-line) Questions • Do you have Limited your work in a way that you avoid queues and bottlenecks? • Does you reach your Limits from time to time, to give you signs of dysfunctions? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Limit Work in Progress (WiP) • Limits help to avoid taking more work than you can handle • Limits help to recognise problems earlier (stop-the-line) Questions • Do you have Limited your work in a way that you avoid queues and bottlenecks? • Does you reach your Limits from time to time, to give you signs of dysfunctions? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Kanban practices • Visualise • Limit WIP • Manage flow • Make policies explicit • Implement feedback loops • Improve collaboratively, evolve experimentally agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Manage flow • better flow = faster value delivery • you want to improve it, so you need to measure it • changes can be evaluated to have positive or negative effects on the system Questions • How do you know if your work flows better or worse through your Kanban system? • How do you use the measurements as an input/feedback for improving the flow? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Kanban practices • Visualise • Limit WIP • Manage flow • Make policies explicit • Implement feedback loops • Improve collaboratively, evolve experimentally agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Make policies explicit • All involved people know on how to let the work flow • Until the mechanism of a process is made explicit it is often hard or impossible to hold a discussion about improving it. Questions • Are policies clearly understood and visualized close to the board? What means Done? Priority / Next to pull? WiP Limits? • Are you following the agreed changes? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Kanban practices • Visualise • Limit WIP • Manage flow • Make policies explicit • Implement feedback loops • Improve collaboratively, evolve experimentally agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Implement feedback loops • to periodically take stock of where you were, where you are, and where you want to go next • create needs for improvement and triggers adaptations • a feedback loop tells us that change is taking us in the right direction Questions • How do you get overall feedback, that you are on the right track? • Do your Daily Stand-Ups help to get the complementory information to know the next best thing you can Do? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Kanban practices • Visualise • Limit WIP • Manage flow • Make policies explicit • Implement feedback loops • Improve collaboratively, evolve experimentally agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Improve collaboratively, evolve experimentally • Most systems can’t be improved by one perspective, it’s often only possible to create sustainable improvements collaboratively • experiments help to discover improvements based on experience • scientific method can make discussions on improvements more objective Questions • Do you and your colleges have the same direction and are you working continuously on it? • How do you find new improvement opportunities? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Conclusion ... agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

@ralfhh Kanban: No Answers, just questions Ralf Kruse agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013.

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