Achieving “Flow” with Kanban

By: Ryan Marsh

Transcript

1. Achieving lFlowz with Kanban @ryan_marsh #ADNKANBAN
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17. Flow
18. Mihaly Csikszentmihalyi mee-hy cheek- sent-mə-hy-ee
20. Flow is the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, ow is characterized by complete absorption in what one does. ... ow is completely focused motivation. It is a single-minded immersion and represents perhaps the ultimate experience in harnessing the emotions in the service of performing and learning. In ow, the emotions are not just contained and channeled, but positive, energized, and aligned with the task at hand... The hallmark of ow is a feeling of spontaneous joy, even rapture, while performing a task...
21. •  intense and focused concentration on the present moment •  merging of action and awareness •  a loss of re ective self-consciousness •  a sense of personal control or agency over the situation or activity •  a distortion of temporal experience, one's subjective experience of time is altered •  experience of the activity as intrinsically rewarding, also referred to as autotelic experience
22. •  Completely involved in what we are doing - focused, concentrated. •  A sense of ecstasy - of being outside everyday reality. •  Great inner clarity - knowing what needs to be done, and how well we are doing. •  Knowing that the activity is doable - that our skills are adequate to the task •  A sense of serenity - no worries about oneself, and a feeling of growing beyond the boundaries of the ego. •  Timelessness - throughly focused on the present, hours seem to pass by in minutes. •  Intrinsic motivation - whatever produces ow becomes it`s own reward. What does it feel like?
23. lIt was just one of those programs that clicked. I mean everything went right, everything felt good... it`s just such a rush, like you feel it could go on and on and on, like you don`t want it to stop because it`s going so well. It`s almost as though you don`t have to think. It`s like everything goes automatically without thinking... it`s like you`re on automatic pilot, so you don`t have any thoughts. You hear the music but you`re not aware that you`re hearing it, because it`s a part of it allz — Olympic Figure Skater
24. lIt`s like opening a door that`s oating in the middle of nowhere and all you have to do is go and turn the handle and open it and let yourself sink into it. You can`t particularly force yourself through it. You just have to oat. If there`s any gravitational pull, it`s from the outside world trying to keep you back from the door.z — Nobel Poet
25. l...frequent experiences of ow at work lead to higher productivity, innovation, and employee developmentz l... nding ways to increase the frequency of ow experiences can be one way for people to work together to increase the effectiveness of their workplaces.z
26. lTo establish a place of work where engineers can feel the joy of technological innovation, be aware of their mission to society, and work to their heart`s content.z — Masaru Ibuka, The rst lPurposes of Incorporationz of Sony
28. Goals are clear Feedback is immediate Balance between opportunity and capacity
29. •  Creative spatial arrangements: Chairs, pin walls, charts, but no tables; thus work primarily standing and moving •  Playground design: Charts for information inputs, ow graphs, project summary, playful craziness, safe place, result wall, open topics •  Parallel, organized working •  Target group focus •  Advancement of the existing (prototyping) •  Increase in efficiency through visualization •  Using differences among participants as an opportunity, rather than an obstacle
30. Kanban Principles •  Start with what you do now •  Agree to pursue incremental, evolutionary change •  Respect the current process, roles, responsibilities and titles •  Leadership at all levels
31. Kanban Practices •  Visualize the work •  Limit work-in-progress •  Manage ow •  Make policies explicit •  Implement feedback loops •  Kaizen collaboratively
33. l To be caught in the ennui of depression or the agitation of anxiety is to be barred from ow.z
34. •  Explicitly limit WIP to maintain steady ow •  Avoid the dysfunction introduced by arti cially forcing things into time-boxes. •  Removes the forced nature and anxiety of the daily standup. •  Allows for slack / No lbalancing the linez •  Removes the worry of commitments •  Constant visual feedback loop of where we stand. Kanban & Flow
36. Push the culture forward.
37. Fin
38. Ryan Marsh Principal Consultant, Improving ryan.marsh@improvingenterprises.com @ryan_marsh
39. Q&A Question #1 What are some behaviors you observe that disrupt l owz on Agile teams?
40. Q&A Question #2 Does anyone nd it ironic that I just did a talk on Kanban and didn`t show a single kanban board?
41. Other ways we hurt ourselves •  lSelf organizez around the strongest personality in the room. •  Leaders who don`t re-invest in the team.
42. Kanban
43. •  No iterations •  No story points •  Backlog grooming happens ... whenever •  It`s ok to not be 100% utilized •  Stories can take longer than a normal sprint to complete •  There are no burndown charts or release planning
44. It`s going to be ok