Myths & benefits of kanban Evidence Based Management TOC

1. Aug 05, 2017

3. around 9
Pursuing
certified

7. SM - 50%
AC - 19%
PO - 6%
Dev - 6%
SM (2-3) - 19%

11. ‘We use Kanban board just as a
Visual Board to Track our work’
Myth 1:

12. “Kanban is too complex to adopt”
Myth 2:

13. “Start with Scrum, Move to Kanban”
Myth 3:

14. “Kanban is Scrum, without
Iterations”
Myth 4:

15. ‘We cannot estimate our work in
Kanban’
Myth 5:

16. ‘We cannot have Review and
Retrospective in Kanban’
Myth 6:

17. ‘Kanban is only for Support
Engagements, no Dev project can be
implemented’
Myth 7:

18. ‘Either use Kanban or Scrum’
Myth 8:

19. ‘We cannot perform Predictability’
Myth 9:

20. ‘Let’s have only Basic Board’
Myth 10:

21. ‘We don’t have ceremonies in
Kanban’
Myth 11:

25. We must
focus on this
as
Evolutionary
Approach

26. Let’s talk on

27. ❏ Developed by ‘Taichi Ohno’, an industrial
engineer at Japan in 1940s
❏ Designed after ‘shelf-shocking’ techniques
used by supermarkets
❏ Demand controlled system where
‘Replenishment’ happened based on
market/business condition
❏ Based on a pull based system
❏ Use of visual sign was essential to system

28. ❏ Kanban written in “Kanji”
(chinese character)
- that means “sign” or
“large visual board”
❏ Kanban written in Japanese
alphabet ‘Hirangana’ that
means, “Signal Cards”

32. @
Foundation Practices
k

34. Core

38. Systems Thinking Approach to Introduce Kanban

39. Systems Thinking Approach to Introduce Kanban
❏ Understand what makes the service “fit for purpose”
❏ Understand sources of Dissatisfaction regarding current delivery
❏ Analyze sources of and nature of demand
❏ Analyze current Delivery Capability
❏ Model the Service Delivery Workflow
❏ Identify and Define Classes of Services
❏ Design the Kanban System
❏ Socialize Design and Negotiate Implementation

40. ❏ Understand what makes the service “fit for purpose”
❏ Understand sources of Dissatisfaction regarding current delivery
❏ Analyze sources of and nature of demand
❏ Analyze current Delivery Capability
❏ Model the Service Delivery Workflow
❏ Identify and Define Classes of Services
❏ Design the Kanban System
❏ Socialize Design and Negotiate Implementation
Evolve and
Iterate
Systems Thinking Approach to Introduce Kanban

41. ❏ Understand what makes the service “fit for purpose”
❏ Understand sources of Dissatisfaction regarding current delivery
❏ Analyze sources Of and nature of demand
❏ Analyze current Delivery Capability
❏ Model the Service Delivery Workflow
❏ Identify and Define Classes of Services
❏ Design the Kanban System
❏ Socialize Design and Negotiate Implementation
Systems Thinking Approach to Introduce Kanban

42. (Reverse)
Understand Sources of Dissatisfaction regarding current delivery
Analyze sources of and nature of demand
Analyze current Delivery Capability
Model the Service Delivery Workflow
Identify and Define Classes of Services
Design the Kanban System
Systems Thinking Approach to Introduce Kanban

43. Systems Thinking Approach to Introduce Kanban
(Reverse)
Understand Sources of Dissatisfaction regarding current delivery
Analyze sources of and nature of demand
Analyze current Delivery Capability (Demand & Capability analysis)
Model the Service Delivery Workflow
Identify and Define Classes of Services
Design the Kanban System
Evolve and
Iterate

50. Refer to STATIK - Identify and
Define Classes of Services

51. Refer to STATIK - Identify and
Define Classes of Services
Evolve and
Iterate

54. Recommended and emerging
roles:
SDM - Service Delivery
Manager
SRM - Service Request
Manager
Team Kanban

56. *Source - google search

57. *Source - google search
Kanban
Cadence

58. *Source - google search
Kanban
Cadence

60. ❏ Visibility
❏ Eliminates Overburdening
❏ Reduces multitasking
❏ Shorter lead times
❏ Better Quality
❏ Deferred Commitment
❏ Control or eliminates
interruptions

62. ❏ Does workflow match to team
actual process?
❏ Do you have explicit policies in
place?
❏ Have you implemented WIP
❏ Have you adopted a culture of CI
for all corners
❏ Is there a need for structured
kanban and Continue education

65. Dissatisfaction
No Delivery in 3
iteration out of 2
months regular
invoices
HIghlighted to our
Management with
Trust Deficit
Blind following
and Jira to Track
purpose and was
unstructured
and Frustration

69. ❏ Remove Delays
❏ Manage Bottlenecks
❏ Improve Economic Cost

70. 1. धीरज
2. ग भीरता
3. ढ़ता
persistent determination

72. Value 1

74. - How we will understand and identify blocked
lane?
- We won’t be able to perform Predictability
- We won’t able to get metrics out of the
board?

75. - How we will understand and identify blocked
lane?
- We won’t be able to perform Predictability
- We won’t able to get metrics out of the
board?
We cannot have
everything in
Doing /
In-Progress
No
Predictability

77. *Source - google search
DISCOVERY KANBAN DELIVERY KANBAN

78. To-Do
Dev IP Peer
Review
RFQA Testing Re-
Open
QA
Passed
Actual flow:
Done
Confluence

81. Actionable

83. Output
Hindi - पैदावार | उ पादन | उपज
Meaning - 1. production of a certain amount
2. what is produced in a given time period
signal that comes out of an electronic system
Outcome
Hindi - नतीजा | प रणाम
Meaning - 1. something that results
2. phenomenon that follows and is caused by
some previous phenomenon

84. Output
Hindi - पैदावार | उ पादन | उपज
Meaning - 1. production of a certain amount
2. what is produced in a given time period
signal that comes out of an electronic system
Outcome
Hindi - नतीजा | प रणाम
Meaning - 1. something that results
2. phenomenon that follows and is caused by
some previous phenomenon

85. Ideal Flow

86. Expected Flow

87. Data from Live Engagement

89. Let’s have a look on
Progress metric

90. Days >>>>>>>>
#ofstoriescompleted
Taken concepts:
CP1 - Visualize
and
CP3 - Manage Flow

91. Days >>>>>>>>
#ofstoriescompleted
10 20

92. Days >>>>>>>>
#ofstoriescompleted
10 20
Iteration / Release #1
Iteration / Release #2

93. Days >>>>>>>>
#ofstoriescompleted
10 20
Iteration / Release #1
Iteration/Release#2

94. Days >>>>>>>>
#ofstoriescompleted
10 20
Iteration / Release #1
Iteration/Release#2
This metric is not a
Velocity

95. Request
created
Work delivered
Work In Progress

96. Request
created
Work delivered
Work In Progress

97. This starts when
we accept
order/US (Dev
Ready)
Kanban System Lead Time and Cycle Time

98. Cycle Time:

99. Cycle Time:
If a team has 32 cards in process and avg. completion rate is 1.25 cards per day
So:
Cycle time = 32 / 1.25 which is = 25.6 days

101. Problem Statement A: At home, I have 12 bottles of whisky at my bar. I consume and
purchase an average of 6 whisky bottles per year. What is the average time each whisky
bottle stays in my bar?
Problem Statement B: At home, I have 12 bottles of whisky at my bar. In average, I finish
(and purchase) one whisky bottle every two months. What is the average time each whisky
bottle stays in my bar?

102. Problem Statement A: At home, I have 12
bottles of whisky at my bar. I consume and
purchase an average of 6 whisky bottles per
year. What is the average time each whisky
bottle stays in my bar?
Problem Statement B: At home, I have 12
bottles of whisky at my bar. In average, I
finish (and purchase) one whisky bottle
every two months. What is the average time
each whisky bottle stays in my bar?
Questions:
1. What is the WIP
2. What is the Throughput?
3. What is the avg. Cycle Time?
4. What is the average lead time?

103. Problem Statement A: At home, I have 12
bottles of whisky at my bar. I consume and
purchase an average of 6 whisky bottles per
year. What is the average time each whisky
bottle stays in my bar?
Problem Statement B: At home, I have 12
bottles of whisky at my bar. In average, I
finish (and purchase) one whisky bottle
every two months. What is the average time
each whisky bottle stays in my bar?
Questions:
1. What is the WIP
2. What is the Throughput?
3. What is the avg. Cycle Time?
4. What is the average lead time?
Answers:
Inventory or WIP = 12 (Prob A & B)
Throughput is 6 bottles per 12 months (P-A)
Average Cycle Time is 2 months (P-B)

104. Way 1:
WIP = Throughput X Avg. Lead Time
12 bottles = 6 bottles / 12 months * Avg. LT
(12*12)/6 = 24 months is Avg. Lead Time
Way 2:
Avg. Lead Time = WIP X Avg. Cycle Time
Avg, lead time = 12 bottles *2 months/bottle
Avg. Lead Time = 24 months

111. Iteration / Release Highlights metrics

112. *source: scaled agile

113. Self-Assessment
Radar Metrics

114. *source: scaled agile

115. *source: scaled agile

116. At present Exploring - Epic Burnup chart with actual SP

118. A system thinking approach

119. Concluding thoughts: