Kanban Framework - Revision history

Mmusij: /* Metrics */

2019-01-22T23:33:40Z

Metrics

← Older revision		Revision as of 23:33, 22 January 2019
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	Common metrics used in Kanban include:		Common metrics used in Kanban include:
	* [[Cumulative Flow Diagram]] which indicates the queue sizes over time providing historical information about how the work traverses through the Value Stream.		* [[Cumulative Flow Diagram]] which indicates the queue sizes over time providing historical information about how the work traverses through the Value Stream.
	* [[~~Lead~~ Time]] which indicates the actual time taken for work items to traverse the Value Stream and can be useful when compared to the agreed SLA times		* Lead Time, sometimes referred to as [[Cycle Time]] which indicates the actual time taken for work items to traverse the Value Stream and can be useful when compared to the agreed SLA times
	* Throughput which indicates the number of work items completed at regular sampling intervals, weekly for example, and can be used to indicate long term trends or in a [[Control Chart]] to indicate flow performance		* Throughput which indicates the number of work items completed at regular sampling intervals, weekly for example, and can be used to indicate long term trends or in a [[Control Chart]] to indicate flow performance

Mmusij: /* References */

2019-01-14T06:43:08Z

References

← Older revision		Revision as of 06:43, 14 January 2019
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	==References==		==References==
	# [https://www.amazon.com.au/Kanban-David-J-Anderson-ebook/dp/B0057H2M70 Kanban: Successful Evolutionary Change For Your Technology Business], Anderson D. J., 2010		# [https://www.amazon.com.au/Kanban-David-J-Anderson-ebook/dp/B0057H2M70 Kanban: Successful Evolutionary Change For Your Technology Business], Anderson D. J., 2010
			# [https://www.agilealliance.org/glossary/kanban/ https://www.agilealliance.org/glossary/kanban/], accessed 14 Jan 2019

Mmusij: /* Mapping The Value Stream */

2019-01-14T06:41:23Z

Mapping The Value Stream

← Older revision		Revision as of 06:41, 14 January 2019
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	[[File:Kanban_Framework.jpg\|500px\|Kanban Framework]]		[[File:Kanban_Framework.jpg\|500px\|Kanban Framework]]

			==Change Management Principles==
			# '''Start With What You Do Now''' - A Kanban implementation is sensitive to avoid changing too much too quickly, but to optimise what is currently being done
			# '''Agree to Pursue Improvement Through Evolutionary Change''' - Small and continuous optimisations of the process are encouraged
			# '''Encourage Acts of Leadership at Every Level''' - Real change is expected to be supported by leadership at all levels

			In addition, Kanban focusses on managing the work and encourages teams to self organise around it taking into consideration their expertise and opinion.

	==Mapping The Value Stream==		==Mapping The Value Stream==

Mmusij: /* Operational Review */

2019-01-13T23:41:46Z

Operational Review

← Older revision		Revision as of 23:41, 13 January 2019
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	There may be additional forums to help teams coordinate their efforts if needed, although a natural and ad-hoc approach is favoured.		There may be additional forums to help teams coordinate their efforts if needed, although a natural and ad-hoc approach is favoured.

	==~~Operational~~ Review==		==Operations Review==
	The ~~operational review~~ is a feedback and adaptation meeting across the enterprise or organisation to review each department's performance and decide on process improvements often supported with metrics and with a view to developing a [[Kaizen]] or continuous improvement culture in the organisation.		The Operations Review is a feedback and adaptation meeting across the enterprise or organisation to review each department's performance and decide on process improvements often supported with metrics and with a view to developing a [[Kaizen]] or continuous improvement culture in the organisation.

	A monthly cadence is suggested as being appropriate for several departments to get together and provide feedback.		A monthly cadence is suggested as being appropriate for several departments to get together and provide feedback.

Mmusij: /* Continuous Improvement */

2019-01-11T05:32:29Z

Continuous Improvement

← Older revision		Revision as of 05:32, 11 January 2019
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	The management team are usually expected to implement the process improvements as a means to act on the feedback in order to support the teams, often with senior management support.		The management team are usually expected to implement the process improvements as a means to act on the feedback in order to support the teams, often with senior management support.

	~~==Continuous Improvement==~~
	* Theory of Constraints
	* Elimination of Waste

	==See Also==		==See Also==

Mmusij: /* Operational Review */

2019-01-11T05:31:28Z

Operational Review

← Older revision		Revision as of 05:31, 11 January 2019
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	==Operational Review==		==Operational Review==
			The operational review is a feedback and adaptation meeting across the enterprise or organisation to review each department's performance and decide on process improvements often supported with metrics and with a view to developing a [[Kaizen]] or continuous improvement culture in the organisation.

			A monthly cadence is suggested as being appropriate for several departments to get together and provide feedback.

			The management team are usually expected to implement the process improvements as a means to act on the feedback in order to support the teams, often with senior management support.

	==Continuous Improvement==		==Continuous Improvement==

Mmusij: /* Scaling */

2019-01-11T05:21:40Z

Scaling

← Older revision		Revision as of 05:21, 11 January 2019
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	==Scaling==		==Scaling==
			Scaling is predominantly about how multiple Kanban teams can work together in cohesive harmony towards a common goal. A practical implementation of this is to allow each Kanban team to be independent and autonomous so that they are able to define their own destiny and run at their own pace and with their own Card Walls. The challenge is then how to enable them to also coordinate their efforts towards a common goal and manage any cross dependencies.

			To help with improving the visibility across the portfolio, a combined Card Wall at a higher level of abstraction representing the teams' Value Streams can be created.

	===Abstraction===		===Abstraction===
	Aggregating several Kanbans together in a portfolio view for example, involves abstracting or ''Laddering Up'' the work items to a higher level. Using a tiered Card Wall can help to provide traceability between the higher level objectives and the lower level work items. Here the Card Wall representing the Value Stream has another level of abstraction around it with coarse grained work items representing objectives, initiatives or intentions aligned to the corresponding lower level work items. As all of the related work items are completed, then the higher level work objectives are also completed.		Aggregating several Kanbans together in a portfolio view for example, involves abstracting or ''Laddering Up'' the work items to a higher level. Using a tiered Card Wall can help to provide traceability between the higher level objectives and the lower level work items. Here the Card Wall representing the Value Stream has another level of abstraction around it with coarse grained work items representing objectives, initiatives or intentions aligned to the corresponding lower level work items. As all of the related child work items are completed, then the higher level parent work objectives are also completed.

	To help with visibility, swim lanes are often used to segregate related work items and higher level objectives.		To help with visibility, swim lanes are often used to segregate related work items and higher level objectives.

			===Dependencies===
			Cross team dependencies can often be managed as they happen especially if the teams are located close to each other. Here teams that have discovered a dependency simply walk over to the team that they are dependent upon and resolve how they are going to resolve the issues as they happen, often updating their respective Card Walls to reflect the current state of the work.

			===Coordination===
			There may be additional forums to help teams coordinate their efforts if needed, although a natural and ad-hoc approach is favoured.

	==Operational Review==		==Operational Review==

Mmusij: /* Scaling */

2019-01-11T05:01:15Z

Scaling

← Older revision		Revision as of 05:01, 11 January 2019
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	==Scaling==		==Scaling==

			===Abstraction===
			Aggregating several Kanbans together in a portfolio view for example, involves abstracting or ''Laddering Up'' the work items to a higher level. Using a tiered Card Wall can help to provide traceability between the higher level objectives and the lower level work items. Here the Card Wall representing the Value Stream has another level of abstraction around it with coarse grained work items representing objectives, initiatives or intentions aligned to the corresponding lower level work items. As all of the related work items are completed, then the higher level work objectives are also completed.

			To help with visibility, swim lanes are often used to segregate related work items and higher level objectives.

	==Operational Review==		==Operational Review==

Mmusij: /* Practices */

2019-01-11T03:56:41Z

Practices

← Older revision		Revision as of 03:56, 11 January 2019
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	* Theory of Constraints		* Theory of Constraints
	* Elimination of Waste		* Elimination of Waste

	~~==Practices==~~
	* [[Showcase]]
	* [[Kaizen & Continuous Improvement]]

	==See Also==		==See Also==

Mmusij: /* Metrics */

2019-01-11T03:54:44Z

Metrics

← Older revision		Revision as of 03:54, 11 January 2019
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	==Metrics==		==Metrics==
			Common metrics used in Kanban include:
			* [[Cumulative Flow Diagram]] which indicates the queue sizes over time providing historical information about how the work traverses through the Value Stream.
			* [[Lead Time]] which indicates the actual time taken for work items to traverse the Value Stream and can be useful when compared to the agreed SLA times
			* Throughput which indicates the number of work items completed at regular sampling intervals, weekly for example, and can be used to indicate long term trends or in a [[Control Chart]] to indicate flow performance

	==Scaling==		==Scaling==