Kanban - Light-weight alternative

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Pawel Brodzinski

When we hear about project management methodology we usually think of structured, standardized set of rules, that tells us how should we organize the project team and its work. This is true in both, formal methodologies and those related to Agile. As a result, the implementation of new methodology often means a big change for the team or the company. It is one the reasons why those implementations fail in many cases. Why is Kanban different? It doesn't try to immediately change the way the project team works. It doesn't impose certain team organization, specific techniques or artifacts. It is flexible and easily changes to fit different situations. And in the same time, despite its simplicity, it helps to define and correct the problems that jeopardize the project. This presentation shows how Kanban functions in practice and points out in what areas can it be use: from organizing your own tasks to managing products portfolio.

Negócios Tecnologia

Kanban
Light-weight alternative

Pawel Brodzinski
blog.brodzinski.com
vsoft.pl
@pawelbrodzinski

About me

VSoft

Software Project
Management
http://blog.brodzinski.com

Project Management
Stack Exchange
http://pm.stackexchange.com/

Once upon a time, in a galaxy far, far away,
on some fine event…

Agile is all about shrinking
the feedback loops.
Corey Haines

Feedback loops
Formal Agile
methods methods

Kanban is an approach to change
management. It isn’t a software
development or project management
lifecycle or process.
David Anderson

Few rules, 1 tool, simple mechanics

Kanban
Visualize workflow
Limit WIP (Work In Progress)
Measure Flow
Make policies explicit
Improve

KANBAN
BOARD

Limits

MMF, User Story, Work Item…

CYCLE TIME

LEAD TIME

IMPLEMENTATION

Kanban implementation is fast
and simple…

…except it changes nothing…

…at least at the very beginning

Kanban is an approach to change
management. It isn’t a software
development or project management
lifecycle or process.
David Anderson

POSSIBLE
APPLICATIONS

Manufacturing

Maintenance projects

Software development

Project portfolio management

Personal Kanban

Kanban is an approach to change
management. It isn’t a software
development or project management
lifecycle or process.
David Anderson

Many of results of Kanban are
counterintuitive. What appears to be
very mechanical approach – limit
WIP and pull work – actually has
profound effects on people and how
they interact with one another.
David Anderson

Questions?
Pawel Brodzinski
blog.brodzinski.com
vsoft.pl
@pawelbrodzinski

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For years I was telling you how awesome self-organization and autonomy are in the context of organizational design. Well, I lied. Let me share a story about a company that has been a poster child of self-organization and autonomy, bringing them to the extreme and building its organizational culture around them. Everything was as rosy as you might have expected if you'd read books about progressive organizations. That is until it wasn't. The engagement fell flat on its face. The atmosphere nosedived. Attrition crept in. Self-organization, vast autonomy, and radically decentralized control became as much a solution to address the old problems, addressing vastly outdated management principles, as a source of a ton of new friction. We'll look at what went wrong and why. We'll make a sobering realization that making our organizations “fit for the future,” as some management thought-leaders propose, is much harder than it looks on paper. It is a failure story. And a personal one, as I'm going to talk about the company, I've spent almost a decade with – Lunar Logic.

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Recently we get more and more aware of how privilege in society works and how it affects opportunities available to different groups. What we miss out is that a similar power dynamic is in play in the modern workplace. Decision-making power and position in the hierarchy are privileges and they influence how organizations act. Not only does it make companies unprepared for the challenges of the evolving world but also reluctant to change in order to get ready for these challenges. To change the status quo we need to rethink the management models we use in the modern workplace. Interestingly, we know the solution, except we were using it to cure a different disease. Self-organization has been widely adopted in order to improve the performance of our teams. So far, though, we failed to exploit its potential to create the workplace that is more humane, fairer, and most importantly better fit for the future.

Power as Privilege

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When we talk about effective teams discussions almost always boils down to processes, methods and practices. As a matter of fact, it was the part of our story at Lunar Logic. However, on our evolution toward becoming a company with no managers we uncovered a whole another context to that dispute. Emotional safety is something you’d rather expect to discuss at a psychologist’s couch and not in a professional setup. In modern workplace it is a common expectation that we suppress our emotions. At the same we learned time emotional safety is the superpower that improves problem solving skills, boosts learning, enables feedback, and triggers personal development. However, extremely often it is a blind spot that prevents organizations to get to the next level. Having said that, you can’t just roll out emotional safety just as you introduce a new method or a new tool. Let me discuss what can be done to introduce emotional safety at work and how it transformed us as an organization and as individuals. Ultimately, let me share how it catalyzed effectiveness in individual, organizational and, most importantly, commercial context.

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Emotional Safety: The Effectiveness Superpower

Pawel Brodzinski

When we think about self-organization the obvious context is a team. Everyone in the Agile world have heard about self-organized teams. We expect a boost of engagement and productivity when people aren’t told how to organize themselves. Interestingly enough, despite all the benefits we see at a team level, almost no organizations try to scale the concept of self-organization up. The reason is the hierarchical power distribution structure that is at the core of almost all organizations. We commonly call it management. Introducing self-organization throughout the organization would require to redesign how it is managed. Is it even possible? Let me walk you through that story. At Lunar Logic in less than 4 years we evolved from a traditional organizational model with strong management to fully self-organized company. Our CEO has equal access to information and equal decision-making power as an intern who we hired last month. We have no managers and are in need of none. We are not crazy, mind you. The company didn’t collapse. Conversely, the retention has improved, motivation went through the roof, and financially the company has never been more stable as it is now. While I won’t lie that it’s been easy, the outcomes speak for themselves.

A Workplace with No Managers

A Workplace with No Managers

A Workplace with No Managers

Pawel Brodzinski

Let me say something obvious. Estimating is hard. So how come that we at Lunar Logic barely remember times when it was an issue? The standard approach to estimation is based on expert guesses. This means that subconsciously we make ourselves vulnerable to cognitive biases which render our estimates too optimistic and unreliable. That neither is fun for development teams nor provides much value to clients. We can employ a different strategy. Instead of relying on vulnerable human memory we use the actual historical data and run statistical simulations to produce a forecast. Not only is the outcome significantly better than what expert guess provides but also it requires less work from development teams. We will share a story how our approach to estimation at Lunar Logic evolved from a common scenario to what we call statistical forecasting. We’ll share the theory behind, show how we do it and present some real data to back up the story. After all, once we understand why estimation is hard we can easily improve how we do it.

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How the idea of collective intelligence affects the way we hire and build teams. It seems that traditional traits we pay attention to doesn't improve capabilities to solve problems, which is at the core of knowledge work. What can we do to improve chances of success of our teams? It seems that social perceptiveness and evenness of communication are way more important than technical skills. There are a few follow up conclusions too...

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We often connect leadership with management. It is a common misconception. On one level – self-organizing teams – we find it rather easy to accept that these are in fact independent concepts. We want the whole team to show leadership and take responsibility for their commitments within the constraints defined by a project, a hierarchy and a method. The same pattern, however, can go way further than that. What would happen if we adopted the same paradigm when designing the whole organization, not just a team? The No Management theme is used to label different approaches that refuse to use traditional management paradigms. While the stories differ one of the common parts is emergence of leadership across organizations on all levels. At the same time I don’t consider No Management a destination. It’s more of a journey and as such it can be used to drive leadership in all sorts of organizations. I will share the story of Lunar Logic, where we evolved from a traditional organization to pretty radical approach where almost everyone is a leader and there’s no formal hierarchy. Some of the ideas are easily applicable on a team level, some require more positional power. All of them are inspiring. It’s not just a story though. I will cover elements of systems thinking, organizational culture, anthropology and psychology that are building blocks that enable such stories to happen in a repeatable manner. Do you want to be a part of one? Join me at this session.

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All the work in our organizations revolves around teams. Teams are a basic unit of structure and thus are ubiquitous. What does differentiate amazing teams from mediocre ones? W. Edwards Deming famously said that "a bad system will defeat a good person every time." By that token the way our teams are organized and the constraints within which they exist are crucial factors behind quality of teams. Let's challenge some of the commonly accepted patterns. High degree of autonomy doesn't turn into anarchy but rather help to keep intrinsic motivation high. Participatory leadership means that every team member is a leader yet it doesn't mean competition. Decisions making process has nothing to do with power structures. Culture is paramount and it goes ahead of technical skills. Collaboration is ultimately the factor the whole team optimizes their work for. These are beautiful teams. Not only are they beautiful but also highly effective, rapidly learning and sustainable.

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I often hear complaints that we don’t have enough great leaders in our organizations. If, as Jerry Weinberg points, leadership is a process of creating an environment where people become empowered let’s focus on how we create and evolve environments we work at. One issue is the system. W. Edwards Deming famously said that a bad system will defeat a good person every time. Then we should discuss how we build our teams and how it contributes to our goals. Finally, we have organizational culture that is blood of every company and influence all behaviors. All these bits are inseparably interconnected thus if we want to create an environment where leadership thrives we need to take all of them into account. Let’s take a look at how these ideas may be applied in practice. In Lunar Logic eventually but inevitably everyone becomes a leader. We simply pay attention to how the organization is designed in a broader context. That’s the story I will share. After all, there's no shortage of leaders, only a shortage of companies that let leadership emerge.

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What pictures do we have in our minds when we think about effective software development? Code quality, continuous integration, pair programming or what have you. While I’m a big fan of all of them I would challenge the concept that this is the only, or the most important, area which developers should focus on. Building software is a collective effort of people working in different roles and this should always be a starting point to a discussion about effectiveness. The missing piece may be software craftsmanship but it may also be handful of dull chores that few would fancy doing. How can we tell? What should we use as guidance? And, at the end of the day, how to build software effectively?

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Pawel Brodzinski

Very frequently, when we discuss a change initiative failure, we point as one of key reasons of the failure lack of support from top management. Much effort on team level is wasted because the organization on high level is set up to preserve status quo. For a change agent looking to set an organization on a path on continuous, evolutionary change addressing the issue of stale mindset of the leaders of the company is frequently the key obstacle to overcome. Usually, a different set of tools is required to achieve that, especially for internal change agents who have hierarchy working against them. I will show how we can use Portfolio Kanban as a low-friction method, which might be used by change agents, to steer mindset change among top managers. Similarly to team-level Kanban a few simple rules help to change how we look at project or product portfolio and how the work flows on high level. Thinking about Kanban on portfolio level introduces the whole new set of challenges that can’t be solved with standard approach, so it is also a story about Kanban versatility and adaptability. After all, if end results include better understanding of how the work is done, improved effectiveness and healthier work environment for teams it is worth giving a try, isn’t it?

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Pawel Brodzinski

When we think about improving effectiveness we often focus on team level. The sources of ineffectiveness, however, are often rooted on a different level - in project portfolio. Too many concurrent projects, little knowledge about available capabilities and lack of discussion on cost and value often result in a situation where main decision factor is a gut feeling. Common approaches to solve the problem are heavy-weight and strongly formalized. On the other hand Portfolio Kanban is a low-friction method that allows tackling the issue steering change at PMO level. As with every Kanban implementation there is little, if any, changes at the very beginning and changes are steered in evolutionary manner. The picture isn’t rosy though. As long as you can say that there are standard approaches to introducing Kanban on a team level, there are no for portfolio level. As long as the method itself is easy to operate, its implementation is going to be anything but obvious and simple.

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1. Kanban Light-weight alternative Pawel Brodzinski blog.brodzinski.com vsoft.pl @pawelbrodzinski

2. About me VSoft Software Project Management http://blog.brodzinski.com Project Management Stack Exchange http://pm.stackexchange.com/

3. Once upon a time, in a galaxy far, far away, on some fine event…

4. Agile is all about shrinking the feedback loops. Corey Haines

5. Feedback loops Formal Agile methods methods

6.

7. Kanban is an approach to change management. It isn’t a software development or project management lifecycle or process. David Anderson

8. Few rules, 1 tool, simple mechanics

9. Kanban Visualize workflow Limit WIP (Work In Progress) Measure Flow Make policies explicit Improve

10. KANBAN BOARD

11.

12.

13.

15. MMF, User Story, Work Item…

16. CYCLE TIME LEAD TIME

17. IMPLEMENTATION

18. Kanban implementation is fast and simple…

19. …except it changes nothing…

20. …at least at the very beginning

21. Kanban is an approach to change management. It isn’t a software development or project management lifecycle or process. David Anderson

22.

23. POSSIBLE APPLICATIONS

24. Manufacturing

25. Maintenance projects

26. Software development

27. Project portfolio management

28. Personal Kanban

29.

30. Kanban is an approach to change management. It isn’t a software development or project management lifecycle or process. David Anderson

31. Many of results of Kanban are counterintuitive. What appears to be very mechanical approach – limit WIP and pull work – actually has profound effects on people and how they interact with one another. David Anderson

32. Questions? Pawel Brodzinski blog.brodzinski.com vsoft.pl @pawelbrodzinski