Session Title : Kanban Management Professional to Create Value, Create Service Session Overview: The purpose of your organisation is to create customers! Everything you do at work directly or indirectly affects the flow of value to the consumers of that work, and the likelihood they will become, stay, or stop being customers. We need to take the idea that knowledge work is a service seriously! This webinar introduces one of the key foundations of being a successful Kanban Management Professional, seeing and improving the network of services that enables your organisation to deliver value to customers. Kanban defines three Service Delivery Principles that focus on this idea, and we'll look at them in more detail in this webinar. Thinking about the nature of the services we delivery, who we deliver them to, and what makes them fit for the customer's purpose, breaks through the purely procedural aspects of process to the motivations for, and mechanisms to, continually improve the way we work. We'll see that flow efficiency and lead time are an integral part of how customers experience our work. This webinar introduces you to one of the elements of the Kanban Lens, as well as Kanban's principles and general practices. It will also set you on the road to find out more, and possibly to become a Kanban Management Professional (KMP).

1. Uk.huge.io

3. Uk.huge.io
Source: https://en.wikipedia.org/w/index.php?curid=34221009
There is only one valid
definition of a business
purpose:
to create a customer.
Peter Drucker, The Practice of Management New York,:
Harper, 1st ed. 1954 ; Routledge, 2012

4. Uk.huge.io
•
•
•
•

7. Uk.huge.io
•
•
•
•

10. It’s all about the delivery of
value…
mich@andycarmich goo.gl/Ho5nz8

11. Kanban is a values-led method.
Respect for all the individuals
involved is necessary, not only for
the success of the venture, but for
it to be worthwhile at all.

12. 1. The Sustainability Agenda
is about finding a sustainable pace and
improving focus
2. The Service Orientation Agenda
focuses attention on performance and
customer satisfaction
3. The Survivability Agenda
is concerned with staying competitive
and adaptive.
Internal:
• Attract the best people
• Keep the best people
• Keep the people at their best
Competitive Landscape:
• Work on the best thing
• Work on it in the best way
• Continuously improve and evolve (to be the best)

13. 1. The Sustainability Agenda
is about finding a sustainable pace and
improving focus
2. The Service Orientation Agenda
focuses attention on performance and
customer satisfaction
3. The Survivability Agenda
is concerned with staying competitive
and adaptive.

14. Your organization is an network of inter-dependent services.
Kanban acknowledges this with its three
service delivery principles:
1. Focus on the customer
Understand and focus on your customers’ needs
and expectations
2. Manage the work;
let people self-organize around it
3. Evolve policies to improve outcomes
Policies guide and constrain service delivery;
change policies experimentally to improve
customer satisfaction and business outcomes

15. These practices all involve:
• seeing the work and the policies that
determine how it is processed; then
• improving the process in an evolutionary
fashion—keeping and amplifying useful
change and learning from and reversing /
dampening ineffective change

16. •
•
•
Mehta, M., Anderson, D. J., & Raffo, D. (2008). Providing value to customers in
software development through lean principles. Softw. Process: Improve.
Pract. , 13 (1 ), 101-109. https://doi.org/10.1002/spip.367

17. Pool of Ideas Proposals Selected Development Acceptance Complete
How to design Kanban
systems is part of the
KMP 1 syllabus
Managing multiple
Kanban systems is part of
the KMP 2
syllabus
Kanban Systems at the
team level is part of the
TKP syllabus

18. Uk.huge.io
•
•
•

19. Uk.huge.io

20. Uk.huge.io
I teach Kanban!
leankanban.com/guide

21. Uk.huge.io

22. Uk.huge.io
• Anderson, David J. 2010. Kanban: Successful Evolutionary
Change for Your Technology Business. United States: Blue
Hole Press.
• Anderson, David J. 2013. “The Kanban Lens”. DJAA blog:
http://www.djaa.com/kanban-lens
• Anderson, David J., and Andy Carmichael. 2016. Essential
Kanban Condensed. Lean Kanban University Press.
http://leankanban.com/guide
• Burrows, Mike. 2014. Kanban from the Inside. Blue Hole
Press.
• Carmichael, Andy. 2017. "Sample Kanban Board“, CC BY-SA
4.0 via Wikimedia Commons. https://commons.wikimedia.org/
wiki/File%3ASample_Kanban_Board.png
• Carmichael, Andy. 2017. “A Net for a 3D Kanban Pillar”.
https://goo.gl/Ho5nz8
• Carmichael, Andy and Simon Wood. 2015. “Cross-department
Kanban Systems - 3 Dimensions Of Scaling”. SlideShare.
https://www.slideshare.net/andycarmichaeluk/cross-
department-kanban-systems-llkd15-47195660
• Drucker, Peter. 1954. The Practice of Management. Harper.
• Ebbesen, Bill. “Lenses” Photo. Transferred from en.wikipedia,
CC BY 3.0, https://commons.wikimedia.org/
w/index.php?curid=11430342
• “Kanban (development)”. Wikipedia. Retrieved July 7, 2017,
https://en.wikipedia.org/wiki/Kanban(develop ment)
• Marquet, L. D. (2015). Turn The Ship Around! Penguin UK.
• Reinertsen, Donald G. 2009. The principles of product
development flow: second generation lean product
development. Redondo Beach, CA: Celeritas Publishing.
• Sinek, Simon. 2011.Start With Why: How Great Leaders
Inspire Everyone To Take Action Paperback. Portfolio Penguin.
• USDA, “Large format camera” Photo. PD-USGov-USDA-ARS.
https://commons.wikimedia.org/wiki/File%3A
Large_format_camera_lens.jpg