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Kanban in 30 Days
Kanban in 30 Days

Kanban in 30 Days: Modern and efficient organization that delivers results

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Profile Icon Tomas & Jannika Bjorkholm
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$16.99
Full star icon Full star icon Full star icon Full star icon Half star icon 4.8 (4 Ratings)
Paperback Jul 2015 106 pages 1st Edition
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Arrow left icon
Profile Icon Tomas & Jannika Bjorkholm
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$16.99
Full star icon Full star icon Full star icon Full star icon Half star icon 4.8 (4 Ratings)
Paperback Jul 2015 106 pages 1st Edition
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$6.98 $9.99
Paperback
$16.99
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Free Trial
Renews at $19.99p/m
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Kanban in 30 Days

Chapter 2. Days 3-5 – Getting to Know Your System

After spending time acquainting yourself with the key theories behind Kanban, you now need to build on this knowledge with a team of colleagues that will be important to the implementation of the methodology. The aim is to understand your system in as much detail as possible so you´ll have a good start when building your Kanban board that will really help you to visualize your process and also help you improve it to get even more value out of your work.

As you may have noticed, we have frequently referred to the phrase "your system". Your system is everything and everyone that is involved in your process of satisfying your customers.

Your system is everything that happens between when your customer has a need until you have fulfilled the need. In the picture, the system is symbolized with a pipe.

It's the employees, your partners, your support systems, your organization, and your routines. The idea behind "system-thinking" is that the result...

Classes of services – different ways of handling feature requests


Usually, the feature requests coming in are of different value and urgency. Some need to be done immediately and some can wait. At this stage, it's only important to realize that different feature requests have different value and different needs for how to be treated.

There are many factors that will dictate how you respond and react to new feature requests:

  • Urgency, which could be set depending on cost of delay, that is, how much it costs or how much you lose by waiting to complete the request

  • Who requests the change

  • Size of the request

  • Whether this request is stopping something else

Consequently, according to the nature of the request, the action you take in response will be different. Some examples of how your action may be different include:

  • Maximum time before responding

  • Way of responding

  • Way of documenting

  • Way of following up

Every response requires a different type of service. This is not only because you need to pay attention...

Mapping the process


Mapping the process that is already in place is essential if you are going to properly understand it. In Kanban terminology, a map of how your system and processes work is called a value stream map. As well as helping you to understand your current system, it will, more importantly, be a key step in helping you to improve your process (this will be explored in more detail in Chapter 8, Day 30: Release Planning). The following exercises describe a way to iterate over your process and extract one piece of information at a time.

Exercise I – draw the process steps

Decide on a typical case, feature, or issue from the "standard" service class for which you want to make a value stream map. To begin, set the coordinates between which the entire process will unfold, that is, the start and the end. At the beginning you have a customer with a need (this could be a simple problem, a missed opportunity, or even an idea); indicate this on your 'map' with a sad face so you are clear...

What makes your customer happy?


Before you start building a board that will help you improve value outcome for your customer, you need to know exactly what your customer values.

A further workshop with the relevant members of your team should be used to try and tackle this question. Prepare the workshop by drawing a happy and a sad customer on the white board. Get your colleagues together again and start writing notes to find out what your customers value. Here are some of the most obvious examples of what your customer is likely to value – it is worth considering all of these, but also take time to work out what is likely to be the top priority:

  • Price

  • Service

  • Predictability

  • Flexibility

  • Quick response

  • Professional behavior

  • Good relevant knowledge

  • Honesty

  • Collaboration

  • Compliance

You should also ask the question of what makes your customer sad, irritated, or dissatisfied.

Have a workshop to find out what makes the customer happy and what does not

As always, when having workshops, making it a little bit...

Summary


In this chapter, we have discussed how to get a greater understanding of your system and your processes. This is an integral step in the implementation of Kanban as it will provide a foundation for you as you look to improve and refine those processes. Without an in depth understanding and appreciation of what already exists, it is extremely difficult to get the most out of Kanban.

While this process can be complex, and may sometimes take longer than the time allocated here, breaking it down into three key questions makes this process much easier:

  • Where do ideas come from?

  • What and how does the process work?

  • What makes customers happy?

As you might have already noticed, these three questions all correspond to different stages in the process – the beginning, the middle, and the end. Each of these elements could be different in any process, so understanding what these might be and how they intersect is crucial.

We also went through how to draw the first part of a value stream map to get...

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What you will learn

  • Learn the fundamentals of Agile and Kanban
  • Analyze your current processes and identify areas of improvement
  • Develop a Kanban board to manage your projects by using and adapting the featured examples
  • Develop a coherent strategy for collaboration
  • Improve your processes with tips and tricks to promote efficiency
  • Follow each step in this 30 day plan to ensure a smooth Kanban implementation
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Publication date, Length, Edition, Language, ISBN-13
Publication date : Jul 03, 2015
Length: 106 pages
Edition : 1st
Language : English
ISBN-13 : 9781783000906
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Publication date : Jul 03, 2015
Length: 106 pages
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Language : English
ISBN-13 : 9781783000906
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Table of Contents

8 Chapters
Days 1-2 – Understanding Kanban, Lean, and Agile Chevron down icon Chevron up icon
Days 3-5 – Getting to Know Your System Chevron down icon Chevron up icon
Days 8-9 – Visualizing Your Process and Creating Your Initial Kanban Board Chevron down icon Chevron up icon
Days 10-11 – Setting the Limits Chevron down icon Chevron up icon
Day 12 – Choosing the Roles and Meetings You Need Chevron down icon Chevron up icon
Day 15 – First Day Running Kanban Chevron down icon Chevron up icon
Days 16-29 – Improving Your Process Chevron down icon Chevron up icon
Day 30 – Release Planning Chevron down icon Chevron up icon

Customer reviews

Rating distribution
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4 star 25%
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1 star 0%
Kölcsey-Gyurkó Gergely Jan 11, 2018
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i was able to lead a worshop based on this book. stunning. loved the dice game :)
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Smooth transaction and prompt delivery - thanks
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Excellent book.
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Alessia Dec 15, 2016
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Mi è molto piaciuta la strutturazione dei capitoli, i concetti sono spiegati in modo chiaro e arricchiti da esempi.Davvero consigliato per cominciare
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