This post discusses how to use classes of service to profile various risk profiles of work being introduced to a software delivery system, and attach specific policies to classes of service to optimize flow. Allocation by class of service type, service specific targets, and examples of typical classes of service are provided
Using The Class of Service Concept to Optimize Flow
I’ve been revisiting my earlier KFC Development work in light of my more recent focus on five primary practices. This blog post an brief overview of what’s changed, and what my mental model looks like now. Read it here.
In my forthcoming book, I’ve documented the 5 core properties that I see as consistent on teams using the Kanban approach to process evolution and change management. These properties are…
1. Visualize Workflow
2. Limit work-in-progress
3. Measure & Manage Flow
4. Make Process Policies Explicit
5. Use Models to Recognize Improvement Opportunities
These properties represent facets of an organizational process that have been present on all Kanban implementations that I’ve been involved with. They are written in a rough order of focus or implementation. So all 5 properties may not be present initially but over time they should appear providing the leadership/management is dedicated to successful evolutionary approach to change using Kanban.
Visualize Workflow is subtle. It is beyond visualization of work – the concept I pushed hard with my Agile Management book. Visualizing workflow is about revealing the mechanism, the interactions, the handoffs, the queues, buffers, waiting and delays that are involved in the production of a piece of valuable software.
Limit work-in-progress implies the introduction of a pull system from a family of possible solutions: CONWIP, DBR, CapWIP, Kanban.
Measure & Manage Flow highlights a focus on keeping work moving and using the need for flow as the driver for improvement. A focus on flow rather than on waste removal is in my opinion a higher mastery of Lean and much less likely to lead to “Lean and Mean” anti-patterns and dysfunction.
Make process policies explicit is another level of visualization. It’s about holding up a mirror to the working reality and encouraging the whole team and its leadership to reflect on its effectiveness. Thinking of a process as a set of policies rather than a workflow is a very powerful technique.
Use models to recognize improvement opportunities shows that Kanban is quantitative and takes a scientific approach to improvements. The three models I focus on in the book and in most of my teaching are: The Theory of Constraints; an Understanding of Variation and the System of Profound Knowledge; and the Lean models of Waste and Flow, though I teach waste as economic costs rather than the manufacturing-centric approach that is typical.
In my next blog I’ll discuss the properties that didn’t make the cut and why not!
Cumulative Flow diagram is a very good starting point for stop-the-line or retrospective meeting. Here is a real example from TargetProcess development.
Following on from his description of the Kanban implementation at Lonely Planet, Bruce Taylor has now made a related presentation available – Little Bits of Cardboard.
Simple yet effective technique to discover wait and waste in your development flow. All you need to do is to visualize a complete flow of a single user story.
I’ve posted some thoughts on describing processes in terms of safeguards and ski-slopes, and how that can help teams decide an appropriate process.
One of the joys of working as a coach for EMC Consulting are the regular opportunities to have deep conversations on various topics with my colleagues when we are in the office together. For example, earlier this week myself and Simon Bennett began to discuss way of talking to our clients about process such that we can guide them towards the most appropriate choice. However much we may have our preferred approaches, they may not always be the best solution in any context. In the course of the conversation we compared various styles including waterfall, scrum and kanban, and looked at them on various scales, including risk, reward and control. None of these seemed satisfying as a language to use, until Simon suggested safety.
Read more here.
A new book has been published: “Kanban and Scrum – making the most of both”
The purpose of this book is to clear up the fog, so you can figure out how Kanban and Scrum might be useful in your environment.
The book includes:
You can read it online for free (InfoQ registration required though) or buy the printed version.
Translators: If you are interested in translating this book to your language, please get in touch with my editor Diana Plesa (diana AT c4media.com).
Merry X-mas!
Kanban looks so simple. In theory. Map your flow, set limits, draw some lines and stick stories on the wall. There you go. Is that it? Obviously, no. One of the hardest things is to change your behavior, shift from “push mindset” to “pull mindset”.
Here’s a high level introduction to Kanban: http://www.crisp.se/kanban
Kanban board