Kanban Seder

Seder Kanban

Last week my wife and I hosted a Passover Seder. We have entertained together a number of times, but this was the first real attempt at a coordinated, sit-down meal. Most of our gatherings have been buffets, and less dependent on timing.We knew getting the timing of the Seder right would be a challenge. The meal is served in the middle of the Seder, not just when the guests arrive. We also knew there would be a lot of uncertainty. Potatoes don’t always cook the way you want them to, and guests never arrive all together. It would be difficult to plan everything perfectly. However, we knew we would both feel a lot more comfortable if there was a plan, to help keep us on the same page when we started making adjustments… and we always have to make adjustments.The night before the Seder, we went through all the things we’d have to do. We’d used Kanban-style visualization techniques before (to pack for trips and track jobs around the house), and there are three cabinets in our kitchen that work great as Ready, Doing, and Done lanes. So at first I started listing out each major task on a sticky note, but I quickly felt this would be inadequate.Time was an essential component of everything we had to do. We couldn’t just pull tasks when we were ready. The brisket had to cook for hours; potatoes had to be peeled and seasoned before going in the oven; matzo balls had to chill before going in the water to boil; and different things had to be ready at different times, paced to the rhythm of the Seder. Coordinating the timing of each task was one of the main reasons for our planning exercise.The solution we used was to write the time required for each task on the upper right of the sticky note. This allowed us to get a good picture of the overall flow. Working backward from the end, we started to determine when we wanted each task to complete. We also recorded that information on the sticky notes. Finally, through a little quick subtraction, we determined the times we needed each task to start, and put that on the sticky notes. We tried to keep our number of concurrent tasks low—thus limiting our work in progress—by staggering tasks where we could. Once this was done, we had a plan. We went to bed, comfortable and confident.The next morning, things started to go awry. The Seder’s co-host, who was expected to arrive early to help with the preparations, had a family emergency and couldn’t come. This was a significant problem. The plan had assumed she would be there. She was also bringing the Haggadah, so my wife started looking for alternatives online, a task we hadn’t anticipated, and one that took a long time to complete.The brisket pan turned out to be too large for the meat and its sauce. At some point, all the sauce cooked down and started to burn. We caught it in time, but reworking the brisket dish in the middle of the other preparations was an emergency we hadn’t counted on.But our visualizations were resilient. We were able to absorb these unforeseen issues into our plan without disrupting our overall flow. One reason for this was the slack we’d built in the night before. We had arranged the plan to keep the number of concurrent tasks low. This helped. The act of planning had also allowed us to see what needed to happen at specific times and what could be flexed. To make up for the time and hands we’d lost, we started pulling flexible tasks ahead when we had a little slack. Having the start time on each task made it easy to identify what to do next; when either one of us came free, we could grab it and get started. The visualization also allowed us to talk about what we were doing and where we were with it. We didn’t have to waste time talking about what to do next and could quickly help each other when necessary. The Kanban was our shared view of our work, an effective distributed form of cognition.The final result was a fun Seder, an excellent meal, and nearly perfect timing, in spite of the inevitable hiccups. Our Kanban Seder was wonderful, and I’m looking forward to doing it again next year.Follow me on Twitter.

Two Goals Quickly Visualized

I realized that I had fallen off the writing wagon. I had become a non-writer.

Two Goals Quickly Visualized

That was really bothering me.I sat down several times to write blog posts and wrote portions of them or huge rambling missives that went nowhere.Soon it became clear that I needed a goal and to visualize it. It was pretty simple really. It looks like this I wanted to make sure that I wrote blog posts and participated on Twitter. So I made a quick (ugly) chart over my done column on the board by my desk. It has the days of this week with two swim lanes - one for blogging and one for entering 3 tweets per day  into Social Flow.I then mark down how I felt about them when I was done. Overall, it was pretty good. No home runs there, but it was okay. (I’d make a big mouthed smiley for one I was really happy with).What I’m doing here is quickly visualizing, rewarding, and evaluating a goal. Since they’re daily tasks, moving the stickies would be redundant and perhaps even annoying. But setting up a rapid feedback system helps immensely. 

Finding Hidden WIP

Can you find the hidden WIP in this picture?

Limiting Work in Process (WIP) is not easy.Our work is largely invisible, which means it’s hard to notice. It creeps up on us. Well, heck, it’s invisible, it just walks right up - bold and unabashed. It doesn’t have to sneak - we’re simply blind to it.Then, one day, we notice it is there.Over the last three weeks, we’ve worked with several groups that are shocked when we’ve found hidden WIP. To them, we seem like ghost hunters finding inefficiencies and overload where there was previously only air.So, how can you find hidden WIP?It’s easy: always assume it’s there.When you start from a position of knowing that there’s more WIP lurking, you examine the shadows more closely. Here’s three common shadows:Big Tickets - People are always asking about ticket sizing. If your tickets are too big they have lots of room in them. Lots of room for WIP to hide. Lots of tasks that you can start and not finish. Lots of ways for the ticket to get stuck. Ultimately, the big tickets have lots of shadows for WIP to hide. Tickets get bogged down because one or more of those hidden tasks is hard to complete. (Note to some: user stories are usually pretty big tickets).Overfocus on Team Work - Time and again we see teams limit their WIP on a team board, but overlook the individuals. So the team will have a WIP limit of 5 or 6 and be meeting that limit just fine. Upon examination, however, one or two people are involved in every ticket. Since our work is completed by people, overloading them defeats the purpose of the Personal Kanban in the first place.Self Deception - We put things on the board that we want to put on the board. Everything else ... hmm. We’ve seen software teams overloaded with unboarded support tasks because they weren’t “real work”. We’ve seen researchers overloaded with unboarded administrative tasks because they weren’t “real work.” We’ve seen people with dozens of incomplete tasks that were “too small for the board.”Tonianne and I now look for these things out of habit. We immediately look for oversized expectations, individual overload, and unreported work every time we see a board.Image from Cecil Goes Wild ... which could be used to teach kids about hidden WIP.

Managing Sandy’s Aftermath: Emergency Response Personal Kanban

Hurricane Sandy Aftermath

Despite our best efforts, there are simply some instances where we cannot limit our work-in-progress. Forces beyond our control seem to conspire to control us. Natural disasters are unfortunately well-suited for this - they have little or no respect for our carefully controlled WIP.When we’re smack in the middle of an emergency like Hurricane Sandy, it seems all we can do is react to immediate needs: which windows to avoid crashing tree limbs, what doors to insulate against rising and rushing water, where to seek shelter should evacuation become imminent. Once the storm passes, we’re left to contend with a heretofore unimaginable trail of destruction - to our homes, to our businesses, to our mental well-being.It is at the most emotional of moments that we find ourselves forced to make vital decisions. What do I do first? Where do I begin? Will I ever get out from beneath this overwhelming physical and psychological debris?In the Personal Kanban book, we discuss a design pattern which doesn’t quite resemble a “typical” Personal Kanban. In the aftermath of an emergency, the “Emergency Response Approach” helps us:

• Visualize all the work needed to respond to the situation at hand;

• Understand the complexity of the situation;

• Track the states of completion for most important and intricate tasks;

• Compile notes during the completion of those tasks;

• Keep a written record of how we dealt with the emergency;

• Dynamically re-prioritize tasks based on shifts in need or context; and

• Understand our options.

As you can see here, we created this matrix-style kanban with the goal of seeing all our work and ensuring that when we are finished we’ve lost no information in the process. We chose to go extremely low-tech - just flipchart paper and pen - not only because an online kanban would require electricity, but also because with a sticky note-based Personal Kanban the stickies could easily become detached, causing vital information to become lost.In an emergency situation, this kanban becomes your war room.Your “value stream” - the steps it takes to complete a task - might look something like this:

Task → Begun → Assembling → Assembled → Active → Complete → Notes

Begun: If it’s been started (you’ve begun to work on the task).Assembling: If it’s being assembled (you’re gathering paperwork or other requirements).Assembled: If it’s been assembled (requirements are complete).Active: If it’s being processed (by you, or you’re waiting for someone else to act).Complete: If it’s complete.Use the Notes column for points of contact, policy numbers, additional resources etc.One of the major elements of this design pattern is its tolerance for beginning some tasks while allowing others to remain incomplete. Why would we advocate not limiting WIP when that is one of Personal Kanban’s fundamental rules?During an emergency, opportunities to begin tasks are actually valuable.Ordinarily, we want to limit our work-in-progress and complete each task before a new one begins. In this case, there are way too many complicated tasks to undertake, too many coordination points, and too many things to do.This is multitasking by necessity, but it’s controlled multitasking. With a to-do list, we’d have an accounting of the tasks, but we wouldn’t understand their state or be able to limit our WIP. The Emergency Response Approach includes includes a few helpful features that are designed to overcome the limitations of a to-do list.It works like this:

1. In the Task column, write down everything you need to do. For the moment, don’t worry what size the tasks are. Just get them out of your head and onto your kanban.

2. Look at your Taskcolumn and begin working on the highest priority task.

   1. Note that you’ve started by writing a check mark in the Assembling column.

   2. Assemble all the items you need to actually complete the task (insurance numbers, phone numbers, pictures of damage, etc)

   3. When you are done mark with a check mark that you’ve Assembled everything and can begin working on the task in earnest. This task is now Active.

   4. Once a task is Active, take notes directly on the kanban in the Notes field (it’s okay to spill out). Our goal here is after everything is done, your emergency kanban is a one-stop-shop for what happened, when it happened, and how it happened.

   5. When the task is Complete, mark it and move on.

It’s important to note:

• You’ll have many tasks in-flight at once;

• You’ll be interrupted by other tasks constantly;

• You’ll never finish them in priority order;

• There will be many more tasks than you initially expected;

• You’ll need to remember details later that don’t necessarily matter to you right now;

• You are doing heroic things right now. This tool is here to help you keep track of what happened; and

• There are things you will miss, and that’s okay.

Your goal right now is to get your life back to normal. We hope this tool helps you through this difficult time and invite you to feel free to ask questions in the comments.Image from Hurricane Sandy courtesy of Casual Capture  whom we hope is okay. 

Depth in Progress: of Wine Snobs, Audiophiles, and Agilistas

“Wine is to enjoy, not to judge.”~ Hwi Woong Jeong (웅가) Wine Enthusiast

hwi

The gentleman next to me took out his laptop and began typing, he had a large pile of wine labels and a notebook filled with wine notes. He began systematically copying them into his laptop. I figured he was a wine critic.Other work he went on to do involved software development and airplanes so my curiosity overtook me and we began to talk. It turned out that he was a software developer that worked with airplanes. But … he was also a noted wine critic enthusiast. He had been to the Pacific Northwest of the US on a wine excursion as a guest of the major wineries. He had been all over Washington and Oregon tasting.When I was in my 20s, I decided I wanted to be a wine snob. So I went and took courses on wines, read books, and started a collection. I became rather good at it. So good, in fact, that I found I wasn’t actually enjoying wine any more. I was always critiquing it. I could always find something not quite right.I told him this and he smiled and said, “wine is to enjoy, not to judge.”We will always suffer from snobbery – to this day, I cannot listen to music from laptop speakers. And I know more than my share of agile adherents who actively hate every team they come into contact with because of their flaws.We tend to fall in love with our ideas and nothing kills romance like familiarity. Richard Dawkins once said, “There is an anaesthetic of familiarity, a sedative of ordinariness which dulls the senses and hides the wonder of existence.”We do this all the time with our work. We get excited about a task or an idea and we go deep. Too deep. Beneath the layer of effort that separates excitement from boredom. From energizing to draining. From inspiration to drudgery.We might call this “depth in progress”. Just like we can have too much work in progress, we can also have too much depth. It’s simply doing too much of something. We go beyond what would be an acceptable level of completion and strive for “perfection.”

“The fact of storytelling hints at a fundamental human unease, hints at human imperfection. Where there is perfection there is no story to tell.” ~Ben Okri

At some point on the path to perfection, we pass the point of diminishing returns. After that point, our efforts do not return profit, only waste. In our pursuit of perfection, we identify all the things that cannot be perfect and then strive to perfect them. Yet, the imperfect is always with us. It is where growth resides.Yet the need for growth, and the imperfection, will always be there. We end up in a doom loop of reductio-ab-absurdum – we manage our products as if the end product were a fine diamond that would last centuries. Well, it took the planet millions of years to make that diamond, and we don’t have that kind of time.Therefore we need to approach our work by asking, “What is the least amount I can do to make this task successful?” In doing this, we want to move our ticket to DONE and have it stay there. No re-work, no additional tasks created because it was incomplete.Can that task be improved in the future? Absolutely. But for now, it is complete. We launch it, watch it work, and come back to improve upon it later if necessary.We want to know what the minimal completed task looks like and then do that. Anything beyond is too much work. Our previous goal of “perfect” is still valid, but now it has an upper boundary. Overly polishing the task does no one any good. Because of this, perfection is no longer gilding the lily - we now recognize the lily is perfect. We want to enjoy our wine, not judge it.

"To gild refined gold, to paint the lily ... is wasteful and ridiculous excess." ~ Shakespeare