Here is a brief summary of Kanban from the Inside by Mike Burrows – one of the best books on Kanban –> brief-summary-of-kanban-from-the-inside
Here is a brief summary of Kanban from the Inside by Mike Burrows – one of the best books on Kanban –> brief-summary-of-kanban-from-the-inside
These are a list of books compiled from various sources. Here are a few links to a list of books suggested by Dominic Krimmer for Product Owners, Scrum Masters, Agile Coaches, Leadership and Developers.
|1||Leading Teams: Setting the Stage for Great Performances||J. Richard Hackman|
|2||Leading Self-Directed Work Teams: A Guide to Developing New Team Leadership Skills||Kimball Fisher|
|3||The Wisdom of Teams: Creating the High-Performan ce Organization||Douglas Smith, Jon Katzenbach|
|4||The Five Dysfunctions of a Team: A Leadership Fable||Patrick M. Lencioni|
|5||Fast Cycle Time: How to Align Purpose, Strategy, and Structure for Speed||Christopher Meyer|
|6||Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality||Steven C. Wheelwright, Kim B. Clark|
|7||Peopleware: Productive Projects and Teams||Tom DeMarco, Tim Lister|
|8||Software for Your Head||Jim McCarthy, Michele McCarthy|
|9||A Sense of Urgency||John Kotter|
|10||Continuous Delivery: Reliable Software Releases Through Build, Test, and Deployment Automation||Jez Humble, David Farley|
|11||Humble Inquiry: The Gentle Art of Asking Instead of Telling||Edgar H Schein|
|12||Co-Active Coaching: Changing Business, Transforming Lives||Henry Kimsey-House, Karen Kimsey-House, Laura Whitworth|
|13||The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers and Coaches||Roger Schwarz|
|14||Kanban Change Leadership||Klaus Leopold, Siegfried Kaltenecker|
|15||The Coaching Habit: Say Less, Ask More & Change the Way Your Lead Forever||Michael Bungay Stanier|
|16||Scrumban: Essays on Kanban Systems for Lean Software Development||Corey Ladas|
|17||The Goal: A Process of Ongoing Improvement||Eliyahu M. Goldratt and Jeff Cox|
|18||Perfect Software: And Other Illusions About Testing||Gerald M. Weinberg|
|19||The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully||Gerald Weinberg|
|20||An Introduction to General Systems Thinking||Gerald M. Weinberg|
|21||Kanban from the Inside: Understand the Kanban Method, connect it to what you already know, introduce it with impact||Mike Burrows|
|22||Practices for Scaling Lean and Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum||by Craig Larman, Bas Vodde|
|23||The Fifth Discipline: The art and practice of the learning organization: Second edition||Peter M Senge|
|24||Specification by Example: How Successful Teams Deliver the Right Software||Gojko Adzic|
|25||The Art of Learning: An Inner Journey to Optimal Performance||Josh Waitzkin|
|26||Extreme Programming Explained: Embrace Change||Kent Beck, with Cynthia Andres|
|27||Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management||Jeffrey Pfeffer, Robert I. Sutton|
|28||Taiichi Ohnos Workplace Management: Special 100th Birthday Edition||Taiichi Ohno|
|29||The Lean Startup: How Constant Innovation Creates Radically Successful Businesses||Eric Ries|
|30||Running Lean||Ash Maurya|
|31||Scaling Lean and Agile Development: Thinking and Organizational Tools for Large-Scale Scrum: Successful Large, Multisite and Offshore Products with Large-scale Scrum by Vodde||Craig Larman, Bas|
|32||Games People Play: The Psychology of Human Relationships||Eric Berne|
|33||Nonviolent Communication: a Language of Life||Marshall B. Rosenberg|
|34||The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win||Gene Kim, Kevin Behr, George Spafford|
|35||Mastery (Plume)||George Leonard|
|36||The Tao of Coaching: Boost Your Effectiveness at Work by Inspiring and Developing Those Around You||Max Landsberg|
|37||Beyond the Goal: Theory of Constraints||Eliyahu M. Goldratt|
|38||Abolishing Performance Appraisals: Why They Backfire and What to Do Instead||Tom Coens, Mary Jenkins, Peter Block|
|39||Smart and Gets Things Done: Joel Spolsky’s Concise Guide to Finding the Best Technical Talent||Joel Spolsky|
|40||The Coach’s Casebook: Mastering The Twelve Traits That Trap Us||Geoff Watts, Kim Morgan|
|41||The Alliance: Managing Talent in the Networked Age||Reid Hoffman, Ben Casnocha, Chris Yeh|
|42||The One Minute Manager Meets the Monkey||Kenneth Blanchard, William, Jr. Oncken, Hal Burrows|
|43||Originals: How Non-conformists Change the World||Adam Grant|
|44||Drive: The Surprising Truth About What Motivates Us||Daniel Pink|
|45||Training in Compassion: Zen Teachings on the Practice of Lojong||Norman Fischer|
|46||Servant Leadership : A Journey into the Nature of Legitimate Power and Greatness||Robert K. Greenleaf|
|47||Agile Coaching||Rachel Davies, Liz Sedley|
|48||Scrum Mastery: From Good To Great Servant-Leadership||Geoff Watts|
|49||Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition||Lyssa Adkins|
|50||Ending the Pursuit of Happiness: A Zen Guide to Ending the Pursuit of Happiness||Barry Magid|
|51||The End of Leadership||Barbara Kellerman|
|52||Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness||Frederic Laloux|
|53||Kanban: Successful Evolutionary Change for Your Technology Business||David J. Anderson, Donald G Reinertsen|
|54||Agile Retrospectives : Making Good Teams Great (Pragmatic Programmers)||Esther Derby, Diana Larsen, Ken Schwaber|
|55||The End of Power: From Boardrooms to Battlefields and Churches to States, Why Being In Charge Isn’t What It Used to Be||Moises Naim|
|56||Fearless Change||Mary Lynn Manns and Linda Rising|
|57||Lean change Management||Jason Little|
|58||Switch||Chip and Dan Heath|
|59||Innovation Games||Luke Hohmann|
|60||Joy Inc||Richard Sheridan|
|61||Essential Scrum||Kenneth Rubin|
|62||The Agile Mindset||Gil Broza|
|64||Mindset – the new psychology of success||Carol Dweck|
|65||Turn the ship around||David Marquet|
|66||Team of Teams||General Stanley McChrystal and Tantum Collins|
|67||Creativity Inc||Ed Catmull|
|68||Start with Why||Simon Sinek|
|69||Agile Testing||Lisa Crispin and Janet Gregory|
|70||Work Rules||Lazlo Block|
|71||User Story Mapping||Jeff Patton|
|72||Principles of Product Development flow||Don Reinertsen|
|74||Agile Product Management with Scrum||Roman Pichler|
|75||Your brain at work||David Rock|
|76||Coaching for Performance: GROWing Human Potential and Purpose – the Principles and Practice of Coaching and Leadership||John Whitmore|
|77||Quiet Leadership||David Rock|
|78||Mastering Leadership||Robert J. Anderson and William Adams|
|79||Training from the back of the room||Sharon Bowman|
|80||Thinking Fast and Slow||Daniel Kahneman|
|81||Leading Change||John Kotter|
|82||Facilitator′s Guide to Participatory Decision-Making||Sam Kaner|
|83||Game Storming||Dave Gray|
|84||Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A’s, Praise and Other Bribes||Alfie Kohn|
|85||Strategize: Product Strategy and Product Roadmap Practices for the Digital Age||Roman Pichler|
|86||The Art of Agile Development||James Shore|
This is the third part of the summary of the book, Kanban from the Inside by Mike Burrows.
Part III – STATIK
STATIK – Systems thinking approach to Introducing Kanban
STATIK helps to connect a Kanban implementation to the needs or the Organization. STATIK requires you to capture multiple perspectives.
Chapter 18 – Understand sources of dissatisfaction
Any kind of deliberate change requires two key pieces of context
It is better to start with sources of dissatisfaction because
Both questions are about needs and the systems current capability to satisfy them.
These questions could be discussed in the following ways
One of the ways of coming out with the discussions is
Another option is to rely on the opinions of few key people (HIPPO) – though not recommended.
Organize and explore
A good facilitator knows not to allow this information generating exercises to converge prematurely on too narrow a range of results. Stick to the language of dissatisfactions and frustrations – not solutions
Take care to explore needs without assuming particular solutions.
Finally share, invite feedback, refine.
What would you have achieved?
Chapter 19 – Analyze Demand and Capability
This is about gathering some specific quantitative and qualitative facts about the current process that will inform the design of the Kanban system
Knowing what you are delivering to whom and why
This is one impactful metric – it is the ratio of touch time to the overall lead time between defined start and finish points expressed as a percentage, Touch time is the total amount of time a work item spends actively being worked on.
How work arrives
For each type of work, find out
Armed with this information, you will have a good feel for
Chapter 20 – Model workflow
This chapter looks at 3 different approaches to modelling the workflow that our Kanban system is going to support
Sketching it out
Top down decomposition
Bottom up organization
Instead of modelling the work flow, organize the work items that we have. Questions like
Chapter 21 – Classes of Service
Classes of service are categories associated with customer expectation and schedule sensitivity.
The 4 categories are
These classes should ideally be
For each work item
Typically, fixed date comprise 20% of the workload, intangible – 10-20% and a realistic provision for expedited unplanned work – the majority should be for high value urgency driven work
Classes of service and other categorizations enable some broad brush prioritization decisions, have them aligned to wider corporate priorities and match them to customer needs.
Chapter 22 Design Kanban systems
Scope, Work Item granularity, Work item states
These 3 parameters are best decided together – the scope shouldn’t be too large, granularity not too small and work item states which changes at periodic intervals
Also depends on who is the board for – and the purpose of it – a board designed for CIO could be different than that for a team
This could be Backlog – > Engineering – > Implementation – > Done with Backlog subdivided into -> Received, Estimation, Prioritized / Engineering -> Dev, Test
It isn’t always possible to arrange states in a strict left to right sequence – especially when some state changes happen in parallel. e.g. work may proceed optimistically allowing approvals to be recorded after work has started or work may get blocked on a technical, quality or business related issue at any stage in the process.
So here checkboxes could be one of the ways to make things visible – Use of pink stickies could denote blockers
The blocker sticky technique is often used to indicate the presence of defects. Ideally work items should not advance to the next stage if it is known to be defective or the item, if needed to advance to the next stage can be flagged with a pink stickie – but again it is a call taken by the team / product owner
This covers two concepts – dependencies between work items and work items that require attention from other services. Here you could either
If there are a large number of work items to be visualised, it is better to organize them by additional dimensions such as
The two main choices for representing these dimensions visually are
A true Kanban system incorporates some mechanism for limiting the amount of work in progress. There are numerous ways to achieve this
It is a good idea to review the board design before deeming it to be your initial one..
A good design addresses multiple needs of a broader nature:
These review considerations apply not only when designing a board for the first time, but evolving it too.
Chapter 23 – Rollout
Kanban implementation is a 3 stage process
Planning the engagement
It is important to prepare properly ahead of any engagement. As a facilitator, these are the kinds of questions that you need to ask yourself when planning to use STATIK
Shaping the agenda
Positioning, Purpose and Priority give a high level shape
How you choose to engage with the organization and its people will depend both on context and your own preferences.
Positioning is based on
– To ensure this exercise’s success we will take time to
It is important to prioritize the values and identify a top three or four around which a compelling call to action can be built.
Pulling change through the system
Leadership and Leadership disciplines
Visualizing the change
Not all change is alike
Kanban from the Inside by Mike Burrows
Part II – Models
In Part II, the values take on a supporting role and the centre stage goes to models.
CP6- Improve collaboratively, evolve experimentally (using models and scientific methods)
Models here mean
The various models represent an important paradigm shift
Chapter 11 – Systems Thinking, Complexity and the Learning Organization
Broadly Systems thinking is concerned with how systems behave as a whole – taking a holistic view, emphasising the relationships, interactions and influences among components and the behaviours and outcomes that emerge from them. The better we understand our systems relationships with its environment, the more likely it is that we will be able to identify and implement effective interventions.
Donella Meadows in her book on Systems Thinking talks of 12 leverage points to intervene in a system
Systems that contain delayed signals and feedback loops can exhibit behaviour that is very hard to predict even when they remain fully deterministic, immune to randomness. (Beer Game).
The Bullwhip effect or the Forester effect (after Jay Forreseter) explains violent swings observed in supply chain inventories.
Another way to magnify the impact of amplification is via feedback loops – poorly designed feedback loops can be devastating to a system.
Causality and Cynefin Framework
Dave Snowden describes in the Cynefin framework five domains that characterize causality within systems
Cynefin allows us to see some interventions as moving aspects of the system from one domain to another – pulling them back from chaos, simplifying the complicated and so on.
Complex Adaptive Systems (CAS)
These are multiple levels of loosely coupled self organizing systems. Adaptive systems are more likely to keep finding configurations that maintain their edge. Their well designed feedback loops are strategies for evolutionary change.
Knowledge, Learning and the Learning Organization
Deming’s System of Profound Knowledge
Argyris and Double loop learning
How do organizations learn? Chris Argyris, a noted contributor in this field talks about
Double loop learning – Most learning is single loop – we adjust our action strategies, our immediate goals, plans and moves according to the results we are observing. Single loop learning is very efficient when the goal is to keep a system under good control in a predictable environment.
In Double loop learning, instead of just quickly recalibrating when results don’t match expectations, the learner digs deeper. Assumptions are challenged and mental models get discarded and new ones come up.
Though it is very difficult to engage in double loop learning, the conditions for frequent double loop learning must be created.
The Learning Organization
Peter Senge focussed more on individuals and teams – comes out with 5 characteristics of a learning organization
Senge described a learning organization as a group of people working together collectively to enhance their capacities to create results they really care about
Chapter 12 – Theory of Constraints
The Theory of Constraints has these components
The Five Focussing Steps and the Process of Ongoing improvement (POOGI)
Drum Buffer Rope
Drum Buffer Rope (DBR) is the production scheduling system of the Theory of Constraints. DBR plays the role in TOC that Kanban systems do in the Kanban method.
The thinking processes
TOC recognizes that improvement implies change and that people find change difficult. TOC includes a suite of thinking tools designed to address what it calls resistance to change.TOC describes a number of layers of resistance – Efrat Goldratt has the 9 layer model which talks of the 9 layers along with the tools to address the resistance. The goal of the thinking process is to define a target state that can be delivered through a series of transformations.
Critical Chain Project Management
Critical Chain applies the thinking of Drum Buffer Rope to the problem of planning and controlling projects.
Move all safety margins to a buffer. These live either at the end of the project (the project completion buffer) or protecting each dependency. (feeding buffers)
TOC has its own accounting model – Throughput accounting which aims to reverse these supposed priorities of traditional management that is driven by conventional cost accounting model.
The logic of throughput accounting is that reductions in cost, capital investment or inventory that look good on paper in the cost accounting model may be damaging to throughput and therefore detrimental to the interests of the organization.
Chapter 13 Agile
Chapter 14 TPS and Lean
In 1978, Taiichi Ohno published a book describing the Toyota Production System. Some of these concepts were hardly known outside Japan
Two books much later – “The Machine that changed the world” by James Womack, Daniel Jones and Daniel Roos and “Lean Thinking” by Womack and Jones – a whole new set of Japanese terms entered the lexicon
TPS and Lean in perspective
TPS is a great example of systems thinking. It starts with a vision – a true north that gives the direction for change.
– Single piece flow, in sequence, on demand, with zero defects, 100% value adding activities and security for the people performing them
Two pillars to support the purpose of Toyota – taking into account the conditions prevailing in post war Japan where land, factory space, plant and materials were in short supply
Much of the Lean thinking is built into and around these 5 improvement steps
Ohno identified 7 wastes or non value adding activities
Eric Ries’s Lean Startup model takes product development into areas of extreme uncertainty – where basic things like customers, business models or the basic shape of the product are largely unknown.
Its continuous incremental model is organized around an experimental improvement loop called “Build – Measure – Learn” – which is highly suited to web based services where concepts like continuous delivery and A/B testing allow products to evolve rapidly.
Kanban and Lean
From a Lean perspective, Kanban has
Chapter 15 Economic Approaches to flow
Some economic concepts important in Kanban are
CoD is a way to understand the time dependence of value and a good guide to scheduling decisions.
Cost of Carry measures the cost to the organization of the inventory that it holds.
Options or Real Options takes from the world of banking the idea of an option instrument and applies it in the field of project evaluation.
Chris Matts and Olav Maasen have distilled options into 3 principles
Putting it altogether
Chapter 16 – The Kanban Method
In “Personal Kanban – Mapping Work Navigating Life”, Jim Benson and Tonianne DeMaria Barry describe how Kanban can be applied to one’s personal workload.
Jim and Tonianne distill Kanban down to the two practices most relevant to “choosing the right work at the right time”
These correspond to the four values of Kanban – transparency, balance, flow and collaboration.
Scrumban is a name coined by Corey Ladas for what happens when “what you do now” is Scrum and you apply Kanban. Here
Chapter 17 Smaller Models
This chapter covers a number of models that support the concepts such as
WIP = Delivery rate * Lead Time or Delivery rate = WIP / Lead time
Satir Change Model
Virginia Satir describes changes in 5 stages
Thinking Tools and Coaching Models
Kanban from the inside
Kanban is a set of 4 Foundational principles and 6 core practices.
4 Foundational Principles
6 Core Practices
Chapter 1 – Transparency
Three of its 6 Core Practices relate to it – CP1 – Visualize, CP4 – Make policies explicit and CP5 – Implement feedback loops
In Japanese Kanban is a “visual sign” or “token”
What goes in the Kanban Board
CP1 – Visualisation and Change
With Kanban, the purpose of Visualisation and other forms of transparency is
Self Organization doesn’t just mean that individuals are able to act with autonomy – it also means that the system can reconfigure itself to meet it challenges more effectively
CP4 – Make Policies explicit
Many policies describe the qualities expected of work items as they enter or leave a column
Or policies could be more global in nature
Policies and Change
We add policies when we believe that the additional clarity will help us either to make better choices or to make them more efficiently. E.g.
CP5 – Implement Feedback loops
Feedback loops are essential to making transparency an effective driver of change
3 common examples that create opportunities for different kinds of feedback
There is a social and team building event (building trust) – during the stand up. Board driven formats keep reinforcing the idea that together we want to get work across that finish line
Feedback loops based on metrics
Cumulative Flow Diagrams – gives feedback about lead times through the process, delivery rates out of the process and the style of delivery etc.
Transparency as a Value
Transparency helps people make good choices about the day to day work – promotes self rganization and gives people the feedback that progress is being made.
Chapter 2 – Balance
CP2 – Limit WIP
Ways to limit WIP
Balance Urgency driven vs. Date Driven
Risk based categorization and Classes of Service
Kanban implementations typically recognizes four different classes of service
When categorizations are based on the need to offer different kinds of performance outcomes, we call them Classes of Service.
Balance Demand vs Capability
It is important to strike a balance between the needs of the customer, the stakeholders, the organization and the people doing the work. Improvements that do not respect this rule become unstuck.
Balance is a strange thing – we really enjoy it when it is there – but achieving it takes anticipation, vigilance, and effort. To bring balance in your application, try prefacing it with “Find ways to”
Chapter 3 – Collaboration
CP6 – Improve collaboratively, evolve experimentally
Examples of creative collaboration – Lennon and McCartney, Watson and Crick, Marie and Pierre Curie – collaborations that made a huge impact – where the whole is greater than sum of the parts
Collaboration between developers reviewers testers Product development – essential to have a great product
If improve collaboratively is about how change is driven, evolve experimentally is about how it is conducted. Kanban uses the Deming Cycle or Shewhart Cycle of PDCA
Chapter 4 – Customer Focus
CP3 – Manage flow seeking smoothness, timeliness and good economic outcomes, anticipating customer needs
Why Customer Focus
Upstream Kanban is about organizing needs and developing ideas that are always good choices on offer when delivery capacity becomes available.
This design reinforces 2 concepts that the portfolio managers seem to forget
Effectiveness upstream depends on the 3 values – – Transparency, Balance and Collaboration
In Customer focus, we look at
In short, can we develop a better sense for what will be needed?
It is important to move away from doing what is asked to reorienting the process towards discovering and meeting needs –
Plaque behind the Customer Service Desk of a Toyota Dealer – “anticipating the mobility needs of people and society ahead of time”
Chapter 5 – Flow
CP3 – Manage Flow
Daniel Mezick in his book Culture Game tells us that we have the capacity to pay explicit attention to only a limited number of things at once. Kanban is paying explicit attention to flow.
What does flow look like:
Although it is good to be able to see and quantify flow, the importance of feel should not be underestimated. It feels good to have work items progressing, to have a workload that is not dominated by issues and make predictions with confidence.
Practices done at the workplace that have relationships to Kanban practices
Managing Flow for Timelines
Managing flow is not just for removing impediments – we would need to manage work proactively
Chapter 6 – Leadership
FP4 – Leadership at every level.
Encourage acts of leadership at every level in your organization from individual contributor to senior management.
All the 6 Core practices is full of leadership opportunities.
Transparency balance and collaboration suggest a need for leaders who are committed to sustaining an environment in which opportunities for change are easily recognized and systematically followed through. With values of customer focus, flow and leadership, leaders make sure that change is carried out in the proper context with direction and purpose.
Chapter 7 – Understanding
FP1 – start with what you do now
The focus on what you do now is about keeping change anchored in present reality, both now and as it continues to develop. Understanding represents both the initial commitment and the ongoing discipline to maintain that anchor’s hold.
Change without understanding – 3 Anti Patterns
Management thinkers have identified 3 anti patterns of management behaviour that belie a deficit of understanding which can lead to serious consequences.
Beware of complacency, bravado and tampering – change that is too slow , too fast or too random.
By adopting Kanban, complacency is addressed – in making the need for change visible. To address the other 2 anti patterns, a good way to visualise is the J curve.
The J curve (Satir curve ?) traces the impact of change over time – it shape suggests 3 questions
A Pattern for Purposeful change
FP1 – Start with what you do now, understanding
Chapter 8 – Agreement
FP2 – Agree to pursue evolutionary change – in other words, agree that change is necessary and agree to pursue it with an evolutionary strategy.
Pursue evolutionary change
Most of the changes that will be catalyzed by Kanban will stick only through agreement.
Agreement is something that binds people together – it is a vital social skill and it is a process. In an organizational context, agreement is a useful shorthand for valuable capability, change management.
Change management evokes a range of emotions – done well, we hardly notice it, done badly we resent and resist it.
Three models of change management highlight the role of agreement in the change process
Change led by a Change agent
Some of the issues could be
Mentored change agent
At its most generic, the role of a mentor is to help someone see things as they really are and through that process to help guide the mentee towards better decisions.
Some questions which the mentor might gently guide the process is
The Change team
Effectively getting a buy in from a lot of stakeholders – instigators of change, those designing the details of change, those implementing it and those impacted by it, and those benefiting from it.
The flow of work is visible along with its hindrances. The Kanban method is built on agreement. Early agreement on the fundamentals sets the context and tone for everything that follows.
Chapter 9 – Respect
FP3- initially respect current processes roles responsibilities and job titles
Respect for people
Several of Kanban’s values correspond to Lean principles, but few more so than respect – here it is about how respect can be helpful guide when implementing Kanban and how Kanban method measures up to the test that respect represents
With transparency, Kanban encourages you to visualize, make policies explicit and to implement feedback loops.
Kanban’s objective of balance is to match demand and capability. Its most basic tool is the work in process limit which helps people by addressing both overburdening and starvation and by making impediments more visible.
These aspects of collaboration seems grounded in respect for people
Customer focus is a humane value – there is gratification to be found in meeting needs more still in anticipating them.
To value flow is to place sufficiently high value on smoothness and timelines that it sustains improvements to the system
Kanban’s approach to leadership involves seeing the organization’s potential as a self sustaining system, modelling behaviours we want to see perpetuated, taking opportunities and taking appropriate risks.
Understanding is a call to a rich appreciation of the system that includes not just functions and activities but the people inside and outside the system, their capabilities needs and frustrations. To lead with understanding we must seek to avoid complacency, bravado and tampering.
In agreement, we make a specific and long term commitment to the pursuit of evolutionary change, committing indirectly to developing the organization’s capability for change.
Chapter 10 – Patterns and agendas
In the book “Tame the flow”, Steve Tendon aligns the 9 values with 3 patterns
Kanban’s Three Agendas for Change
You can think of these as adoption approaches which you can choose to communicate according to your organization’s needs appetites and ambitions
With its echoes of the Agile manifesto’s sustainable pace, the sustainability agenda often resonates strongly with teams that would identify themselves as Agile. Many of their existing practices and artefacts can be interpreted in terms of transparency, balance and collaboration.
Service orientation agenda
If the sustainability agenda is best described as a practice based approach, the service orientation agenda is based on engagement – which is customer focus, flow and leadership.
Progress in these areas comes from
David Andersen introduces the service orientation agenda through his Kanban lens – which describes how to view what you do now as a set of services that can be improved.
Compared to the sustainability agenda which scales mainly vertically, the service orientation explicitly scales Kanban horizontally across services – both end to end and between dependent services
This starts with senior level commitment to the disciplines of understanding, agreement and respect.