Way too often is Kanban portrayed as an agile, flow based development process close to the classical waterfall competing with Scrum. Kanban is supposed to unite all the advantages that waterfall processes offer (like clearly defined responsibilities, working in specialization, and all of that really efficiently!) with the agility of Scrum. You’re successful, however, without planning, estimation, nobody hast o leave their comfort zone. Awesome, isn’t it!? But that isn’t really Kanban. It’s just FAKE – False, accumulated Kanban expectations. Kanban is, contrary to a lot of expectations, a evolutionary change management method. A central aspect of this method is the establishment of a work-in-progress limited pull system. Through this system, demand is approached to the real system capacity. Limiting the work-in-progress and the other five core practises create a pressure for change. The four principles support changing the system evolutionary and collaboratively. The basics of Kanban – principles and practises – will be presented and discussed during this talk. It is directly especially at an audience with no or little knowledge of Kanban as a change management method. Kanban can be implemented deeply or, the majority of implementations I see, in a shallow way. Therefore, members of the audience who are already using visualization as a first practice should be able to take away fresh impulses.

1. Kanban
Donnerstag, 7. November 13

2. Florian
Eisenberg
Consultant for
agile product development
Accredited Kanban Trainer
Kanban Coaching Professional
Donnerstag, 7. November 13

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5. We‘re not doing Scrum
any more...
We have a Kanban
process now!
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6. Waterfall project
management is too
slow for us.
We have a Kanban
process now!
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7. Kanban
Evolutionary, incremental
Change-Management
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8. Change-Management
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18. Revolution
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19. Evolution
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20. Kanban
Evolutionary, incremental
Change-Management
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21. Waste
Muda
Muri
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Mura

22. Waste
Waste
Muda
Muri
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Mura

23. Waste
Waste
Muda
Muri
Overburdening
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Mura

24. Waste
Waste
Muda
Muri
Overburdening
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Mura
Variability in flow

25. Start with what
you do now.
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26. Backlog
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Next
Analyse
Develop
Done

27. 3
Backlog
Next
Analyse
4
Develop
I‘ve got nothing
to do!
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Done

28. 3
Backlog
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Next
Analyse
4
Develop
Done

29. 5
Backlog
3
Geplant
Analysieren
4
Entwickeln
???
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Fertig

30. 5
Backlog
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3
Geplant
Analysieren
4
Entwickeln
Fertig

31. 5
Backlog
3
Geplant
Analysieren
Herr Schmidt
ist nicht
erreichbar
4
Entwickeln
IUT nicht
deploybar
Wartet auf
Betrieb wg.
Rückfrage DB
IUT nicht fertig
Herr Schmidt
ist nicht
erreichbar
Tests rot.
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Fertig

32. Collect Blockers
Customer
interaction
Tests rot.
Herr Schmidt ist
nicht erreichbar
Herr Schmidt ist
nicht erreichbar
IUT nicht fertig
IUT nicht deploybar
Investments in Wartet auf Betrieb
wg. Rückfrage DB
technology
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Technical
capabilities

33. Quality
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34. Multitasking
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35. Lower the water level
http://www.flickr.com/photos/dcysurfer/4887143149
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36. Limiting
Work-in-Progress
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37. http://www.flickr.com/photos/bertknot/8124135825/
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38. Backlog
Geplant
Analysieren
Entwickeln
Fertig
Overburdening & Variability in flow
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39. 3
Backlog
Overburdening
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Geplant
Analysieren
4
Entwickeln
Fertig
Variability addressed

40. Demand
Capabilities
M. Czekszentmihayli
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41. Demand
Boredom
Boredom
Capabilities
M. Czekszentmihayli
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42. Demand
Anxiety
Boredom
Boredom
Capabilities
M. Czekszentmihayli
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43. Demand
Anxiety
Flow
Boredom
Boredom
Capabilities
M. Czekszentmihayli
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44. Capability
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Demand

45. Capability
Demand
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46. Capability
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47. Improve capability
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48. Demand
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49. Failure Demand
Value Demand
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50. Capability erhöhen
1. Form demand
2. Eliminate failure
demand
Kanban-System
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51. Kanban-System
Work-in-progress limited Pull-System
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55. Great Utilisation!
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56. Great Utilisation!
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57. Start everything
simultaneously
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Great Utilisation!

58. Creative Commons, Author: epSos.de
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59. Start everything
simultaneously
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Great Utilisation!

60. Start everything
simultaneously
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Great Utilisation!

61. Start everything
simultaneously
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Great Utilisation!

62. Start everything
simultaneously
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Great Utilisation!
Early feedback

63. Start everything
simultaneously
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Great Utilisation!
Early feedback

64. Start everything
simultaneously
Late commitment
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Great Utilisation!
Early feedback

65. Speed
http://www.flickr.com/photos/amalakar/8111811112
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66. Little‘s law:
Lead time
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=
Work-in-progress
Throughput

67. Little‘s law:
Lead time
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=
Work-in-progress
Throughput

68. 5
3
Next
Analyse
4
Develop
Done
Less variability in flow
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69. 5
3
Next
Analyse
4
Develop
Done
Less variability in flow
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70. 5
3
Next
Analyse
4
Develop
Done
Less variability in flow
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71. Cost of Delay, Risk,
Dependencies
5
3
Next
Analyse
4
Develop
Done
Less variability in flow
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72. Cost of Delay, Risk,
Dependencies
5
3
Next
Analyse
4
Develop
Done
Changed
Less variability in flow
overburdening to
collaboration
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73. Cost of Delay, Risk,
Dependencies
3
Next
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5
Analyse
4
Develop
Done

74. I can decide at a very late
point in time and get it faster.
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75. AA
1*
3
Backlog
Geplant
Analysieren
4
Entwickeln
Boss!
1!!!
A++
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2
Testen
...

76. AA
1*
3
Backlog
Geplant
Analysieren
4
2
Entwickeln
Testen
...
Let‘s change
something!
Boss!
1!!!
A++
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77. Queue
Replenishment
AA
5
Backlog
Boss!
1!!!
1*
A++
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Geplant
3
Analysieren
4
Entwickeln
2
Testen
...

78. The problem is
not the problem.
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79. 6 practices
Manage the flow
Limit work-in-progress
Visualize
Develop
feedback cycles
Make process policies explicit
Improve collaboratively,
evolve experimentally
(using models & scientific method)
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80. Grundlage: 4 Prinzipien
I. Beginne dort, wo du dich gerade
befindest.
II. Schaffe ein gemeinsames Verständnis,
dass inkrementelle und evolutionäre
Veränderung angestrebt wird.
III. Respektiere anfänglich aktuelle Rollen,
Verantwortlichkeiten und Job-Titel.
IV. Sorge für Leadership auf allen Ebenen.
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81. Kanban
•
•
•
•
•
•
•
Change-Management
Develop solutions for muri und mura
Kanban system / WIP-limited pull system
Discussion and collaborative improvement
Improve towards service orientation
Organizational change capability
evolutionary and incremental
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82. Teaser
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83. Relevance to customer
4
- Portfolio of your
enterprise
2
- Queue Replenishment
- Scrum
Overburdening
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3
- Kanban on parts of the
value stream
1
- Personal Kanban
- Team Kanban
Variability in flow

84. Questions?
Florian Eisenberg
+49 172 429 76 28
@fjeisenberg
florian.eisenberg@it-agile.de
www.it-agile.de
Donnerstag, 7. November 13