De-Mystifying Kanban:

Transcription

1 De-Mystifying Kanban: Understanding Its Many Faces Kanban kanban Al Shalloway Co-founder of, no longer affiliated with, Lean-Kanban University LKU Kanban (Kanban Method) Open Kanban Team Kanban Kanban Thinking

2 Copyright Net Objectives, Inc. All Rights Reserved 2

3 Copyright Net Objectives, Inc. All Rights Reserved 3 Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework Business Lean Enterprise ASSESSMENTS CONSULTING TRAINING COACHING technical Team process Kanban / Scrum ATDD / TDD / Design Patterns Emergent Design Manag ement Lean Management Project Management

4 Copyright Net Objectives, Inc. All Rights Reserved 4 To Reach the Maximum Level of Productivity What happens when we work beyond our capacity? How can we work within our capacity? What is our capacity? How can we make management aware of this? Are there other issues?

5 hat Is Kanban? Copyright Net Objectives, Inc. All Rights Reserved 5 A signal Kanban s Roots in Lean Scrum as a Manifestation of Lean LKU Kanban The Kanban Method Kanban Thinking or Lean-Kanban

6 Kanban as Signal Copyright Net Objectives, Inc. All Rights Reserved 6

7 Kanban at the Imperial Gardens Copyright Net Objectives, Inc. All Rights Reserved 7

8 Copyright Net Objectives, Inc. All Rights Reserved 8 Kanban as a Team Development Process Often reducing batch size is all it takes to bring a system back into control Eli Goldratt

9 Copyright Net Objectives, Inc. All Rights Reserved 9 Waste Comes From Delay Getting information to using it Making an error to detecting an it Detection to correction Delays in workflow

10 Copyright Net Objectives, Inc. All Rights Reserved 10 What Causes Delays? Working on too many things Having upstream work be too far ahead of downstream work Working on things too soon

11 P r o d u c t I v I t y Copyright Net Objectives, Inc. All Rights Reserved What is the right number of things to work on? How would you know? # of things working on

12 Copyright Net Objectives, Inc. All Rights Reserved 12 Here s a spot! and another!

13 Copyright Net Objectives, Inc. All Rights Reserved 13 Eliminate Waste Only work on things of value and that you know how to achieve Only start work that you know you can complete

14 Kanban s Roots in Lean Copyright Net Objectives, Inc. All Rights Reserved 14

15 Copyright Net Objectives, Inc. All Rights Reserved 15 Essence of Lean-Flow Management Visualize the work being done so you can reduce delays in the workflow to increase efficiency

16 Copyright Net Objectives, Inc. All Rights Reserved 16 Request Approve Reqts Sign Off Analysis Design Review Code Test Deploy 1. Identify the actions taken in the value stream

17 Copyright Net Objectives, Inc. All Rights Reserved 17 Request Approve Reqts Sign Off Analysis 0.5 hrs 8 hrs 160 hrs 8 hrs 100 hrs Design Review Code Test 120 hrs 2 hrs 280 hrs 240 hrs Deploy 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action?

18 Copyright Net Objectives, Inc. All Rights Reserved 18 Request 0.5 / 0.0 hr Approve.1 / 7.9 hrs Reqts 60 / 100 hrs Sign Off 1 / 7 hrs Analysis 40 / 60 hrs 0.5 hrs 8 hrs 160 hrs 8hrs 100 hrs Design 40 / 80 hrs Review 2 / 0 hrs Code 80 / 200 hrs Test 40 / 200 hrs Deploy 3 / 5 hrs 120 hrs 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things?

19 Copyright Net Objectives, Inc. All Rights Reserved 19 Request 0.5 / 0.0 hr Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code 2 / 0 hrs 160 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Test Deploy 3 / 5 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions

20 Copyright Net Objectives, Inc. All Rights Reserved 8 August 2013 Request 0.5 / 0.0 hr Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code 2 / 0 hrs 160 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Test Deploy 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required

21 Request 0.5 / 0.0 hrs Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code Test 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 160 hrs 80 hrs 80 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Deploy 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X 509 hrs PCE = = 14.9% 3433 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required Avg Time Worked 6. Calculate Process Cycle Efficiency: Total Cycle Time Copyright Net Objectives, Inc. All Rights Reserved 21

22 Copyright Net Objectives, Inc. All Rights Reserved 22 Request 0.5 / 0.0 hrs Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 160 hrs 80 hrs 80 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Test Deploy 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X = 2924 Which gives a better return? Getting better at what you do Eliminating delays between what you do

23 Copyright Net Objectives, Inc. All Rights Reserved 23 too many projects projects too large value delivered too late the more we push the more we fall behind

24 Copyright Net Objectives, Inc. All Rights Reserved 24 Lean Changes Our View Tells us to look at the workflow, particularly for delays Focus on workflow improvements, not people improvements We can t manage it if we don t see it Managing indirectly is not as powerful as managing it directly

25 Copyright Net Objectives, Inc. All Rights Reserved 25 Lean suggests that shortening time to value raises productivity and quality while lowering cost. You accomplish this by getting the right people to work on the right thing at the right time!

26 Copyright Net Objectives, Inc. All Rights Reserved 26 Manage WIP Queuing theory Capacity utilization No multi-tasking

27 Copyright Net Objectives, Inc. All Rights Reserved 8 August Request 0.5 / 0.0 hr Approve Reqts Sign Off 320 hrs.1 / 7.9 hrs 80 hrs 60 / 100 hrs 320 hrs 1 / 7 hrs 80 hrs 0.5 hrs 8 hrs 160 hrs 8hrs Analysis 40 / 60 hrs 100 hrs 80 hrs Design 40 / 80 hrs Review Code 2 / 0 hrs 160 hrs 80 hrs 80 / 200 hrs 80 hrs 40 / 200 hrs 80 hrs 120 hrs 2 hrs 280 hrs 240 hrs Test Deploy 3 / 5 hrs 8 hrs 20% rejected Repeat 1X 65% defective Repeat 3X

28 Waiting for approval -- Product Managers map to kanban board Copyright Net Objectives, Inc. All Rights Reserved 28

29 Waiting for approval Working on approval -- Product Managers map to kanban board Copyright Net Objectives, Inc. All Rights Reserved 29

30 Waiting for approval Working on approval Ready for Requirements -- Product Managers map to kanban board Copyright Net Objectives, Inc. All Rights Reserved 30

31 Waiting for approval Working on approval Ready for Requirements Requirements -- Product Managers map to kanban board Copyright Net Objectives, Inc. All Rights Reserved 31

32 Waiting for approval Working on approval Ready for Requirements Requirements Ready for sign off -- Product Managers map value stream to kanban board Copyright Net Objectives, Inc. All Rights Reserved 32

33 Waiting for approval Working on approval Ready for Requirements Requirements Ready for sign off Sign Off -- Product Managers Development Team map value stream to kanban board Copyright Net Objectives, Inc. All Rights Reserved 33

34 Waiting for approval Working on approval Ready for Requirements Requirements Ready for sign off Sign Off Ready for Analysis Analysis Ready for Design Design Ready for Review Review Ready for Code Code Ready for Test Test Ready for Deplay Deplay Done -- Product Managers Development Team map value stream to kanban board Copyright Net Objectives, Inc. All Rights Reserved 34

35 Copyright Net Objectives, Inc. All Rights Reserved 35 Lean Focuses on time Kanban queue size Focuses on

36 Waiting for approval Working on approval Ready for Requirements Requirements Ready for sign off Sign Off Ready for Analysis Analysis Ready for Design Design Ready for Review Review Ready for Code Code Ready for Test Test Ready for Deploy Deploy Done -- Product Managers Development Team map to kanban board Copyright Net Objectives, Inc. All Rights Reserved 36

37 The daily rhythm of work Copyright Net Objectives, Inc. All Rights Reserved 37 Stand-up Do we have a bottleneck? (congestion or gaps in the queues?) Do we have a blocker not dealt with? Are we keeping to WIP limits? Are priorities clear? What did we do yesterday? What are we planning today? After the Stand-up Update charts Remove done items off the board

38 Copyright Net Objectives, Inc. All Rights Reserved 38 kanban improves quality and lowers cost by eliminating delays by managing WIP

39 Copyright Net Objectives, Inc. All Rights Reserved 39 Load balancing strategies Add more people Off-load people who are constraints Help people who are constraints Have others help out on constraints Improve the workflow Create teams

40 Classes of Service User Story Spike Maintenance Date Required Developer Story Outside Impact Expedite service level agreements Red Flag Issue Copyright Net Objectives, Inc. All Rights Reserved 40

41 ntry and Exit Criteria Exit Entry Exit Entry Copyright Net Objectives, Inc. All Rights Reserved 41 Readiness Specify SME defined < 5 requests, sequenced order Dev Stories written Complete design review Test cases UAT & IST defined

42 Monitoring flow: Kanban for portfolio Copyright Net Objectives, Inc. All Rights Reserved 42 Status Backlog Specify (right size) Execute Validate Done/ Released From Roadmap Support Project X Project Y Project Z WIP Limit 14 Smooth Flow 4 3 3

43 ethods to Limit WIP Copyright Net Objectives, Inc. All Rights Reserved 43 Organizing work by type Backlog Backlog Analysis &Design Code Test Deploy Production Doing Ready Doing Ready Doing Ready Doing Done Organizing work to smallest level Analysis Ready to Code Ready to Test Ready to Deploy Production & Dssign Code Test Deploy Doing Ready Doing Ready Doing Ready Doing Done Remember: You limit work to keep you from being too busy and to avoid delays between you and the next workflow step Organizing work to make decisions Backlog Analysis &Design Code Test Deploy Production Doing Done Doing Done Doing Done Doing Done

44 Copyright Net Objectives, Inc. All Rights Reserved 44 Scrum as a Manifestation of Lean WIP limited to 2 weeks Every sprint pull from product backlog Pull stories from Sprint backlog Feedback loops can be no longer than Sprint length Teams eliminate most delays

45 Copyright Net Objectives, Inc. All Rights Reserved 45 LKU Kanban aka Kanban Method

46 Copyright Net Objectives, Inc. All Rights Reserved 46 Foundational Principles Start with what you do now Agree to pursue incremental, evolutionary change Initially, respect current roles, responsibilities, job titles

47 Copyright Net Objectives, Inc. All Rights Reserved 47 Adopt the core practices Visualize Limit WIP Manage Flow Make Process Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally

48 Copyright Net Objectives, Inc. All Rights Reserved 48 You don t discuss the workflow because you must follow it. You discuss it to help people understand what each other is doing.

49 Copyright Net Objectives, Inc. All Rights Reserved 49 T E L L I N G P E O P L E J U S T DO IT J U S T D O E S N T DO IT

50 Ideal Rate of Change Is Amount of change attempted Copyright Net Objectives, Inc. All Rights Reserved 50 Dependent Upon the Ability to It Ability to change

51 Copyright Net Objectives, Inc. All Rights Reserved 51 Kanban as a Development Process and Change Management System Kanban Thinking, Lean-Kanban

52 Copyright Net Objectives, Inc. All Rights Reserved 52 LKU Kanban (Kanban Method) Lean-Kanban Kanban Thinking Open Kanban

53 Copyright Net Objectives, Inc. All Rights Reserved 53 Framework/Method Myopia Frameworks & methods don t preclude theoretically But focusing on one thing precludes others in practice Scrum tends to preclude flow, explicit policies (doesn t have to) LKU Kanban tends to preclude teams (doesn t have to)

54 ther Causes of Delay? Copyright Net Objectives, Inc. All Rights Reserved 54 Improper team structure Improper workflow Not focusing on MBIs / MMFs Not appreciating the cost of delay Complexity Lack of overall view on projects requiring more than one team

55 Input Iteration 0 Copyright Net Objectives, Inc. All Rights Reserved 55 Business Priority Business Planning Business Staging Ready to Pull Iterative Development Incremental Deployment Support & Feedback LEAN KANBAN ITERATIVE AGILE AGILE provides framework and practices for producing increments of functionality LEAN provides principles and practices which enable defining and prioritizing increments of highest business value

56 anban-thinking / Lean-Kanban Copyright Net Objectives, Inc. All Rights Reserved 56 Based on Lean Takes advantage of LKU Kanban change rheostat Based on principles of Lean & lessons learned from Scrum and Kanban

57 Workload Hitting The Team Copyright Net Objectives, Inc. All Rights Reserved 57 Concept Product Managers Business Regional Coordinators Business Leaders Trainers & Educators Capabilities Managing here Product Champion(s) Product Related Product Related Software Product Product Related Often reducing batch size is all it takes to bring a system back into control. Eli Goldratt New Requirements Software Release Shared Components Development Customer Customers Ops & Support Shared Components Consumption Reduces induced waste here

58 any Ways to Achieve Teams Copyright Net Objectives, Inc. All Rights Reserved 58 Cross-functional teams a la Scrum Core extended teams Dynamic Feature Teams

59 orkflow Order Copyright Net Objectives, Inc. All Rights Reserved 59 ATDD & BDD are more about workflow order than they are about testing Teams provide ability to change order easily

60 imiting WIP Copyright Net Objectives, Inc. All Rights Reserved 60 After working with other three Taiichi Ohno Identifies problems, doesn t usually provide insights to solving them

61 Kanban As Transition Copyright Net Objectives, Inc. All Rights Reserved 61 Visualize where you are now Consider overall workload, teams, workflow, workload Create teams to the extent possible Workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

62 Getting started with kanban Copyright Net Objectives, Inc. All Rights Reserved 62 Visualize where you are now Delays due to workload Interruptions Poor load balance Consider MBIs, teams, workflow, workload Create teams to the extent possible Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

63 Copyright Net Objectives, Inc. All Rights Reserved 63 Visualize where you are now Getting started with kanban Consider MBIs, teams, workflow, workload Create teams to the extent possible Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

64 Copyright Net Objectives, Inc. All Rights Reserved 64 Visualize where you are now Consider MBIs, teams, workflow, workload Getting started with kanban Create teams to the extent possible Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

65 Copyright Net Objectives, Inc. All Rights Reserved 65 Visualize where you are now Consider MBIs, teams, workflow, workload Create teams to extent possible Getting started with kanban Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

66 Visualize where you are now Consider MBIs, teams, workflow, workload Create teams to extent possible Consider ATDD as a workflow Workload Level coming in Smaller pieces Lower interruptions Create board for tracking Agree to improve Use explicit policies Getting started with kanban Often reducing batch size is all it takes to bring a system back into control. Eli Goldratt When you are up to your ass in alligators it is difficult to remember that your initial Manage flow to remove delays & improve feedback loops Improve collaboratively objective was to drain the swamp. Some poor bloke eaten by an alligator Copyright Net Objectives, Inc. All Rights Reserved 66

67 Copyright Net Objectives, Inc. All Rights Reserved 67 Visualize where you are now Consider MBIs, teams, workflow, workload Create teams to extent possible Consider ATDD as a workflow Workload Getting started with kanban Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

68 Getting started with kanban Copyright Net Objectives, Inc. All Rights Reserved 68 Visualize where you are now Consider MBIs, teams, workflow, workload Create teams to extent possible Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

69 Getting started with kanban Copyright Net Objectives, Inc. All Rights Reserved 69 Visualize where you are now Consider MBIs, teams, workflow, workload Create teams to extent possible Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

70 Copyright Net Objectives, Inc. All Rights Reserved 70 Visualize where you are now Consider MBIs, teams, workflow, workload Create teams to extent possible Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Getting started with kanban Manage flow to remove delays & improve feedback loops Improve collaboratively

71 Getting started with kanban Copyright Net Objectives, Inc. All Rights Reserved 71 Visualize where you are now Consider MBIs, teams, workflow, workload Create teams to extent possible Consider ATDD as a workflow Workload Create board for tracking Agree to improve Use explicit policies Manage flow to remove delays & improve feedback loops Improve collaboratively

72 Copyright Net Objectives, Inc. All Rights Reserved 72 KANBAN A signal to start work Based on Lean A transition model An approach / philosophy Works at team and enterprise level

73 Net Objectives Webinars Business & Agile Webinar Series April December 2013 Recording available An Introduction to Agile from a Business / Executive Point of View Recording available Agile Implementations: Overviews of Scrum, Kanban, and Scrumban Recording available How to Start an Agile Implementation Recording Available soon. Understanding the Scaled Agile Framework September 9. Team Kanban: Manifesting Lean at the Team Level TBD. Enhancing and Extending Scrum With Lean TBD. Patterns of Scaling Agile Across Teams TBD. Patterns of Scaling Agile Across an Enterprise (will discuss the Scaled Agile Framework as well as our own Lean-Agile Roadmap TBD. The Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption Technical Agility Series Recording available. Agile Architecture: The Why, the What and the How August 28. Technical Agility: What Design Patterns Were Made For TBD. Emergent Design: The Practical Application of Design Patterns in the Agile World TBD. Acceptance Test-Driven Development: An Essential Practice That Saves More Time Than It Takes TBD. Sustainable Test-Driven Development: How to Have TDD Improve Your Designs and Tests Without Slowing You Down See to learn more Register at for slides & more Copyright Net Objectives, Inc. All Rights Reserved _s 73

74 Copyright Net Objectives, Inc. All Rights Reserved copyright 2010 Net Objectives Inc. 74 Thank You! Register at See Contact me at Twitter Contact me for training in Kanban, Scrum, Lean, ATDD,

75 Copyright Net Objectives, Inc. All Rights Reserved 75 Q U E S T I O N S? Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework technical Team process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Business Lean Enterprise Manag ement Lean Management Project Management ASSESSMENTS CONSULTING TRAINING COACHING For more info on free resources see: