Kanban - David J. Anderson & Associates

  1. Organizations making some attempt to improve their technology development or IT operations processes are capable of gathering at least basic data on work, customer demand, and capability to supply. One of the simplest and most basic pieces of information is "how long does it take to deliver a piece of work?" and compare that to "How long did we actually spend working on it?" Typical organizations take 10 to 20 times longer to deliver something than they actually spent working on it. Customers right place a high value on time-to-delivery. And yet when it comes to improving process and customer service, most organizations focus on how the work is done and the skills of the workers doing it. This means they are focusing on improving 5-10% of the delivery time and ignoring 90%+, the delays in the flow of work and the root causes of those delays. It seems we are blind to these organizational dysfunctions.

    In this key note address, David J. Anderson will look at what causes these delays, why we blind to them, and what we can do about addressing these problems. It's not about the people, it's about the system their operating within. The great 21st Century Management Challenge is to turn the attention of managers to the system they are responsible for operating. David will identify some high leverage ways to switch management focus to the real problem and in doing so make our organizations collectively smart!

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  3. While the design of kanban systems and visualizations is becoming well understood in the community and the concept that the Kanban Method is a way of catalyzing evolutionary change to existing process, there is still little understanding of how get started with a Kanban initiative. This talk will present the systematic approach employed by David J. Anderson to enable organizations to bootstrap a Kanban initiative. David will explain the approach to understanding the current circumstances, soliciting sources of dissatisfaction from all stakeholders via interviews and anecdotal evidence. He will then show how to develop an understanding of demand and capability breaking demand down by work type and required class of service. Workflow can then be studied for each work type by identifying a sequence of dominant activities for knowledge discovery. All of this input is used to develop a kanban system design. The new system is then socialized with stakeholders and its design points negotiated. Finally a rollout plan is produced and a kick-off meeting is held.

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  5. Early adopters of Kanban in the IT services realm are designing systems which consider high levels of interrupt driven work and big differences in task size. This work doesn't typically drive revenue and thus creates unique challenges. Add to that, the conundrum of handling dependencies, distributed teams, and shared resources, a kanban design for IT Ops may look very different than a Kanban design for development. This talk covers real world examples from IT teams working to optimize the whole of their organization.

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Kanban - David J. Anderson & Associates

David J. Anderson & Associates Plus

These videos feature David J. Anderson and Associates active in the Kanban community worldwide. For more on David J. Anderson and Associates, see djaa.com.

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