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Monday, March 14, 2011
Thursday, March 10, 2011
Cutter IT Journal Issue on Kanban
The Viral growth of Kanban on the Enterprise
Kanban is becoming amazingly popular very quickly because of its accelerated rate of adoption and remarkable impact on organizations of all sizes. Such fast pace is both good and bad because it is benefitting organizations when adopted properly and because of the risk of doing it wrong by rushing an adoption without fully understanding it. For example, a frequently asked question on Kanban is whether it is a methodology for software development, or for software maintenance, or for project management, or a systematic approach to cultural change in the organization, or other. Another frequent question is if Kanban is the next logical step after Scrum and if that means Scrum should be done before doing Kanban. The March issue of the Cutter IT Journal contains articles that help answer questions.
The issue features an article by David Anderson, de creator of Kanban, with Arne Roock on aspects of Kanban adoptions. Taking Kanban adoption in Germany as starting and central point, they discuss how Kanban adoption has disseminated throughout the world and how cultural factors influence the rate of adoption. Anderson and Roock also describe the main reasons why Kanban should be used.
Allan Shalloway’s article on Demystifying Kanban gives us a panoramic view on what Kanban is and isn’t by comparing it with what he has been calling first generation agile methodologies, such as Scrum and XP, and discussing how Kanban overcomes their challenges. Allan has identified seven misconceptions on Kanban and discusses four of them at length and three of them in brief, then he concludes the article with a “test” to determine whether or not your organization is actually doing Kanban.
Dan Verweij and Olav Maassen, present the success story of Kanban adoption at an insurance company in the Benelux, in Western Europe. They describe how the insurance company went from a pilot project on Kanban to 20 teams doing Kanban in around 18 months as well as the reasons for the adoption, which include business, management, and operational reasons. Verweij and Maassen discuss the difficulties encountered throughout the adoption and the various benefits obtained and conclude their paper with four recommendations to adopting Kanban.
The article on Kanban for help-desks, written by Rolland Cuellar, is around the context of what he calls “managing the unplannable” as a phrase to describe the challenges encountered at help-desk organizations. He explains why approaches such as waterfall and Scrum are not suitable for such type of activities, and how Kanban makes the cut for both help-desk and network operations organizations. Cuellar gives credit to limiting work-in-progress, a core property of Kanban, as an important differentiator useful to that kind of organizations and addresses other factors such as visualization. The result was a significant improvement on responsiveness and an increase in customer satisfaction.
Last but not least is the article on the use of Kanban on distributed onshore-offshore environments by Siddharta Govindraj and Sreekanth Tadipatri. The paper lists some difficulties on doing outsourcing and how Kanban is better suited than Scrum for it. The authors elaborate on how Kanban was applied and present nuggets of cases to illustrate the benefits obtained. They present s series of pitfalls and close with a discussion on cultural challenges encountered.
Saturday, March 5, 2011
Playing increases productivity.
Last year I volunteered to translate David J. Anderson's book on Kanban into Spanish. Translating a book was a first for me and I had no idea what I've gotten myself into. Don't get me wrong, the book in itself is great and Kanban is an important part of my business. But translating a book is much harder than I ever imagined.
Once the translation was finished the index needed to be created and that task was to be done by sometime else mainly because were couldn't find a tool able to easily generate it. Long story short getting the index done started longer than the translation itself because we couldn't find sometime to do it and it became clear that getting it done would end up being costly.
It occurred to me that maybe we could get a highly motivated student to do it well at a lower cost. I offered a high school student a third of the amount a professional would charge, which to him was to be the highest paying gig he had ever had, and I considered that to be enough of a motivator.
Taking advantage of a week- long school break we estimated the task would taking almost the entire week working full time. That became a turn off top the student who was looking forward to having some fun least pat of the time, but the money ease too good to pass. And so he began working on it at my office. I was keeping an eye on him and my main concern was the qualify of the work and likelihood of requiring longer time.
A couple of hours later I noticed him doing things extremely quick. I went to his desk to check upon his progress and saw that not only everything was being done as expected but he was blasting away! I asked him how he was doing and he said "I am pretending this is one of my video games and figured out a strategy to do this with the minimum eye and keyboard movements." This was awesome! Although money was a good extrinsic motivator, he had found his own intrinsic motivator... to win the game.
He got done in just a day and a half. Upon reviewing the work done I noticed the need to do some time- consuming changes to improve the index and asked him to do a second pass, which he finished in less than one day. He was able to spend over half of the week having fun with his friends and having pocketed some good money, which he added to his savings to buy a semi- professional video camera.
Reading the Wired magazine this morning while enjoying a hot mocha I read an article about how the UK' s Guardian newspaper had the daunting task of analyzing 170,000 pages of bonus expenses and how reporters were, understandably, reluctant to do that. They then turned the task into a hammer and made it public. The result, over 2,000 people played it and the task got done in less than
four days.
One of the three core aspects of value innovation is to have an innovation fostering environment and the more work we do in the form of games is a great way to achieve that.
Once the translation was finished the index needed to be created and that task was to be done by sometime else mainly because were couldn't find a tool able to easily generate it. Long story short getting the index done started longer than the translation itself because we couldn't find sometime to do it and it became clear that getting it done would end up being costly.
It occurred to me that maybe we could get a highly motivated student to do it well at a lower cost. I offered a high school student a third of the amount a professional would charge, which to him was to be the highest paying gig he had ever had, and I considered that to be enough of a motivator.
Taking advantage of a week- long school break we estimated the task would taking almost the entire week working full time. That became a turn off top the student who was looking forward to having some fun least pat of the time, but the money ease too good to pass. And so he began working on it at my office. I was keeping an eye on him and my main concern was the qualify of the work and likelihood of requiring longer time.
A couple of hours later I noticed him doing things extremely quick. I went to his desk to check upon his progress and saw that not only everything was being done as expected but he was blasting away! I asked him how he was doing and he said "I am pretending this is one of my video games and figured out a strategy to do this with the minimum eye and keyboard movements." This was awesome! Although money was a good extrinsic motivator, he had found his own intrinsic motivator... to win the game.
He got done in just a day and a half. Upon reviewing the work done I noticed the need to do some time- consuming changes to improve the index and asked him to do a second pass, which he finished in less than one day. He was able to spend over half of the week having fun with his friends and having pocketed some good money, which he added to his savings to buy a semi- professional video camera.
Reading the Wired magazine this morning while enjoying a hot mocha I read an article about how the UK' s Guardian newspaper had the daunting task of analyzing 170,000 pages of bonus expenses and how reporters were, understandably, reluctant to do that. They then turned the task into a hammer and made it public. The result, over 2,000 people played it and the task got done in less than
four days.
One of the three core aspects of value innovation is to have an innovation fostering environment and the more work we do in the form of games is a great way to achieve that.
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