Introducing the Kanban method through a 3-layered value system - a familiar core that stimulates and drives change, a middle layer that is about direction and alignment, and a protective outer layer of discipline and working agreements.

This humane, values-centric model aligns Kanban with the concept of the Learning Organisation and suggests ways to seek resonances with other methods. It has some practical benefits too: it can help us engage more effectively with the organisation as it currently is; it encourages us to self-reflect on our effectiveness as agents of change; it provides a convenient framework for the capture of stories.

 
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Outline/structure of the Session

  • What is Kanban?
  • Drive - transparency, balance and collaboration
  • Direction - customer focus, flow and leadership
  • Discipline - understanding, agreement and respect
  • What (really) is Kanban?

Learning Outcome

Please note: I could do this as a longer (60 or 90-minute session). Longer sessions will have more time for analysis of current contexts and reflection on potential actions.

Outcomes:

  • A high level understanding of the Kanban method - not just in terms of its practices but in terms of its purpose as a driver of organisational learning
  • Comparison of more or less humane approaches to delivery and change
  • Reflection

Target Audience

All

schedule Submitted 3 years ago

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  • Ellen Grove
    By Ellen Grove  ~  3 years ago
    reply Reply

    Thanks for posting your slides! 

  • Ellen Grove
    By Ellen Grove  ~  3 years ago
    reply Reply

    This sounds like an interesting presentation on Kanban.  Can you tell me a bit about how your case study specifically relates to the theme of Scaling Agile Adoption?  Or might it be better suited to a different theme?

    • Mike Burrows
      By Mike Burrows  ~  3 years ago
      reply Reply

      Hi Ellen,

       

      Good q - I didn't make that explicit enough. (By the way, "case study" was a mistake, fixed now).

      Several aspects make it relevant to the scale challenge:

      1) It is expressed in a scale-independent way (though that's not to say that things can't look different at different scales).

      2) It has outward-looking aspects (the values of transparency, customer focus and flow most especially) that bring a natural tendency for its scope to grow. Good implementations will aim to cover end-to-end flows. There are organisational aspects too, particularly leadership and collaboration.

      3) Following on from #2, Kanban doesn't itself add a whole load of structure; rather it seeks to reduce coordination overheads in in existing structures whilst supporting self organisation. This strikes an interesting contrast with other approaches to scaling.

      4) The newest part: re-positioning the Kanban method's foundational principles as leadership disciplines, grouping the values understanding, agreement and respect. This is designed not just to protect the initiative but to extend influence back into the organisation.

      5) The adoption part: swapping the (for my taste) way-too-binary question "is it agile?" for "how deep?", seeing how deeper practice supports deeper thinking and vice versa. With 9 dimensions to choose from and the potential for gradual and even experimental adoption of practices, depth can be prioritised according to need and allowed to develop over time.

      Hope that helps. Those points will be covered in my talk and I will make regular reference to scale and scaling.

      Mike

      • Ellen Grove
        By Ellen Grove  ~  3 years ago
        reply Reply

        Thanks for the clarifications - helps me to understand how this talk might be a good fit for this theme!  I think the points you raise in #3 and #4 would be particularly interesting to hear more about in your talk.


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