Download - Discovery Kanban @ LKSE15
Knowledge work
3
Exploiting existing
knowledge
Exploring new
knowledge
Finding out which problems to solve and creating solutions for problems
that have not been solved before
Using past experience and knowledge to create solutions for known problems and situations
Solving hard problems, including the problem of finding out what problems to solve (or opportunities to capture)
Delivery Discovery
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Software development is knowledge work
Ref.: Allistair Cockburn
4
Users &Sponsors
Testers BusinessAnalysts
Programmers
UI Designers
Detailed decisionsabout function
and data
Decisions about program
structure
Detaileddecisions about
externalappearance
Decisions about function
and style
Decisions about systemcorrectness
The knowledge discovery process
§ Features
§ Change requests
§ Fixes to production defects
§ …
Delivery
5
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Discovery
Agile Business Requirements training - © Patrick Steyaert, 2015
Viability
Desirability
Feasibility
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§ In the ideal world, work flows with little friction
§ In the “messy” real world there are all kinds of
friction: silos, specialists, communication, resistance to change, …
§ Kanban is a way of dealing with the present (friction in your current reality) and connecting with the future (flow in the ideal)
Kanban helps to deal with the real world
7
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Continuous change and innovation 8
Future
Present
Dealing with the present & connecting with the future
Digital Customer value
Networked Pull
Analog Shareholder value Hierarchical Push
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Kanban principles and practices 10
Ideas Reday for Dev
Development Testing Ready for UAT Done
ongoing done 5 ∞
Abandoned
5
3
A user story
A bug
A user story
A user story
A user
story A user story
A user story
A user story
A user story
A bug A user story
A user story
A user story
A user story
• Visualize
• Limit WIP
• Manage Flow
• Make Process Policies Explicit
• Implement Feedback Loops
• Improve Collaboratively, Evolve Experimentally (using models/scientific method)
• Start with what you do now
• Agree to pursue incremental, evolutionary change
• Initially, respect current roles, responsibilities & job titles
Core practices Foundational principles
Ideas Ready for Dev
Development Testing Ready for UAT Done
ongoing done 5 ∞
Abandoned
5
3
A user story
A user story
A user story
A user story
A user story
A user story
A user
story A user story
A user story
A user story
A user story
A user story
A user story
A user story A user
story A user story
A user
story
Delivery kanban - focus on “work”? 11
A user story
WORK items
Limit WORK in progress
12
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Knowledge work (at scale)
information
decisions options
More than work alone!
How does this affect flow?
Delivery
Discovery
Exa
mple
Dis
cove
ry K
anban
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Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Idea (>15)
Concept (>10)
Specification (>6)
Fragmented ideas
Upstream (option) Kanban - discovery precedes delivery -
Coherent specifications
Options, selection and commitment 14
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Options Selection Commitment
Convergent process
Mor
e th
an j
ust
visu
aliz
atio
n
15
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Idea (>15)
Concept (>10)
Specification (>6)
Minimum limits to ensure sufficient
options to downstream process
Upstream (option) Kanban - discovery precedes delivery -
FLOW
Managerial approach
Given goal
Ava
ilab
le m
eans
M1
M2
M3
M4
M5
Selecting between given means to achieve a pre-determined goal
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
16
WHAT HOW WHY
17
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
“Why”, “What” and “How”
can be known upfront
Discovery precedes delivery
Post-Hypothesis (known known)
Not all knowledge work is alike 18
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Post-Hypothesis Known known
“Why”, “What”, “How” can be known
upfront
Discovery precedes delivery
Hypothesis Known unknown
“Why” is defined “how” is discovered
Discovery and delivery alternate
Pre-hypothesis Unknown unknown
“What” is known; “why” and “how” are
discovered
Delivery precedes discovery
Hidden assumptions Unknown known
Observation as a basis
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
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“why” is defined
“how” is discovered
Discovery and delivery alternate
Hypothesis (known unknown)
Idealistic approach
Vision Now Next target
“How” is discovered
“Why” is defined
In the idealistic approach, the leaders of a project set out an ideal future state that they wish to achieve, identify the gap between
the ideal and perception of the present, and seek to close it. Dave Snowden
20
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Applying the scientific method
Design and run experiment
(DO)
Create hypothesis
(PLAN)
Study results (CHECK)
Evolve model (ADJUST)
Agile Business Requirements training - © Patrick Steyaert, 2015
21
Exam
ple D
iscovery Kanb
an
22
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Backlog Plan Do Adjust 3 2 3
Experiment Kanban (1) - Discovery and delivery alternate -
Check 2
FLOW
Hypotheses
Limit experiments in progress
Explicit feedback loop (internal or
external)
Validated learning 23
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Ideas
Build
Product
Measure
Data
Learn
Hypothesis 24
We believe that <Building this feature> <for these people>
Will achieve <this outcome> We will know we are successful when we see
<this signal or measurable result>
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Exam
ple D
iscovery Kanb
an
25
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Backlog Build Measure Learn 4 3 2 3
Hypothesis to be validated
Experiment Kanban (2) - Discovery and delivery alternate -
Options that can be exercised
Limit the number of un-validated assumptions
Creating options 26
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Exercised Option
Hypothesis Option creation exercising
Down payment House price will go up House
MVP (option to pivot or persevere)
User need Full product development
Divergent process
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
27
“what” is known
“why” and “how” are discovered
Delivery precedes discovery
Pre-Hypothesis (unknown unknown)
Entrepreneurial approach 28
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Given means
Imagine possible new ends given available means
E1
E2
E3
E4
Imagined ends
M1 M2
M3
M4
M5
WHAT HOW WHY
§ Focus on what you can do and do it, without worrying much about what you ought to do
§ Begin with who you are, what you know, whom you know
§ Immediately start taking action and interaction with other people
§ Goals and network concurrently converge § People you interact with self-select into the
process
§ Each commitment results in new means and goals
§ As resources accumulate in the growing network, constraints begin to accrete that reduce possible changes in future goals and restrict who may further join the network
Effectuation
29
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Exam
ple D
iscovery Kanb
an
30
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Backlog Plan Do Adjust 4 3 2 3
Actions
Action Kanban - Delivery precedes discovery -
Check 2
Limit the number of actions in
progress
Not really a feedback loop, just verification
It looks like PDCA, but it is not really PDCA!
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
31
Observations as a basis for discovery
Hidden assumptions (unknown known)
Path dependence The set of decisions one faces for any given circumstance is limited by the decisions one has made in the past, even though past circumstances may no longer be relevant.
32
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Options
Emerging path
Lock in
Vari
ety
of o
pti
ons
(man
ager
ial flex
ibili
ty)
Critical juncture
Definition from Praeger, Dave. Our Love Of Sewers: A Lesson in Path Dependence
Pre-hypothesis Hypothesis Post-hypothesis
Weak signals – ugly babies & invisible gorillas 33
Every movie the company makes starts out "ugly”; Ill-defined ideas need protection the most, lest they die too young. - Pixar president Ed Catmull
Our minds don't work the way we think they do. We think we see ourselves and
the world as they really are, but we're actually missing a whole lot.
- Christopher Chabris and Daniel Simons
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Exam
ple D
iscovery Kanb
an
35
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Backlog Observe Orient Act 4 3 2 3
Orientation Kanban - Observation as a basis for discovery -
Decide 2
Strategic decision cycle: Observe-Orient-Decide-Act
FLOW
Limit the number of decisions in
progress
Observations (decisions to be
made)
All together now – the discovery cycle 36
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
Upstream (option) kanban
Experiment kanban
Experiment
Vision
Known unknown
Constraints
Trigger
Unknown unknown
Orientation kanban
Action kanban
Model
Options
Known known
Commitment
Weak signal
Unknown known
Orientation
All together now – Program Management Kanban
Visualize “actions” and “experiments”
Visualize “decisions to
be made”
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
37
>4 5 4
>4 5 4
Visualize “commitments”
Visualize “options”
All together now – Product Management Kanban
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
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Visualizing knowledge work 39
Balancing Discovery and Delivery - © Patrick Steyaert, 2015
*oobeya = project room
Options Commitments
Observations Actions
Experiments
Not all Kanban is alike
Delivery Kanban Discovery Kanban Visualize work
Limit work in progress
Manage flow of work
Organize feedback loops
Evolve experimentally
Visualize decisions and options
Limit unvalidated assumptions and decisions in progress
Manage flow of decisions and options
Explicit feedback loops, customer feedback loops
Mixed change
Not all Kanban is alike
Delivery kanban Discovery kanban
Improving fitness for purpose of service delivery
Improving the fitness for purpose of organizations in a continuously changing landscape
Demand is established and there is more demand than capability
Not just delivery against established demand but also dealing with uncertain demand