Kanban Slides

8/19/2019 Kanban Slides

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Learning Objectives

• Diferentiate between time-boxing and ow-bmethods

• Describe the Kanban Model

• Identiy the importance o work in progress (Wlimit

• "ame core Kanban principles

• #ecogni$e the Kanban matrix and able to a drc%m%lati&e ow diagram

• Identiy key diferentiators o Kanban and dis

sit%ations'en&ironment where application o K


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Time-box vs. Flow Based

Deploy

Implementation

Q/A

Evaluation

Prioritization

Requirement

Design & Analysis

Backlog

Implemen

Evalua

Prioritiz

Requirement

Design & Analysis

Evaluation

Prioritization

Backlog

Requirement Design & Analysis Implementatio

Iteration 1 Iteration

! i m e " # o $

P

r o c e s s

% l o &


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• *ime-boxing is a tool +%ndamentally, its to establish a sense o %rgency and to coeteam to oc%s their eforts on getting somdone

• )cr%m is rooted in the concept o time-bowhich is a time-management techni.%e thorgani$e the perormance o work and mascope /ach e&ent takes place in a time ra speci0c start and end, called a time-box

this time-box, the team is expected to wor


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• *ime-boxing is important or se&erareasons

/stablishes a WI limit

+orces prioriti$ation

Demonstrates rogress

1&oids 2nnecessary perectionism

Moti&ates clos%re

Impro&es predictability


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Kanban Model

Queue

Pull

In

(an#an Boar)


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Kanban Model

• Kanban is a 3apanese word that means 4&is%al card4 or 4si

• 1t *oyota, Kanban is the term %sed or the &is%al 6 physisystem that ties together the whole 7ean prod%ction syste

• Kanban as %sed in 7ean prod%ction is o&er a hal-cent%ry being newly adapted to some disciplines s%ch as8 sotware

• *he Kanban model, ill%strated beore, is based on the noti

team works on the appropriate n%mber o eat%res thro%gcompletion When the team is ready to begin on the next p%ll a eat%re rom a small .%e%e o potential work *his aproper management o both selecting what to work on andthe work


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Kanban Model

• It oc%ses the team on b%ilding eat%resare as small as possible and that add &athe c%stomer

• *he de&elopment pipeline has small .%eand batches and so is more eficient

• *he team still gets .%ick eedback to kethem on track


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The Dierences Between Kanban and !ommon

"##roaches

• *he .%e%es in ront o sotware de&elopmteams stay small

• *he sotware de&elopment teams oc%s ocompleting eat%res as .%ickly as possible

not constrained by a time-boxed system• Kanban is explicit abo%t incl%ding the en &al%e stream, rom concept to cons%mptionrom the c%stomer start the &al%e stream, prod%ct managers are directly tied to the tbeca%se o the work-in- rocess limits that


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Kanban Board with $or% &n 'rogress

Backlog *electe) In Progress Do

WIP Limit = 3WIP Limit = 4


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• In Kanban the frst step is to &is%ali$e yo%r c%rre 9%st as it is, in order to see where the bottlenecks

• Then yo% introd%ce WI limits and start a path othat may or may not modiy or replace yo%r c%rreo&er time

• Kanban does not speciy a techni.%e or managinwork is done8 It can be done indi&id%ally or by a tswarm

• Instead, Kanban seeks to control the amount othat is allowed.

• Kanban accomplishes this by speciying slots or


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• WI is associated with n%mber o problems, incl%

WI represents money in&ested with no ret%rnin&estment yet

WI hides bottlenecks in processes, and it maseficiency iss%es

WI also represents a risk in the orm o potenrework, since there may still be changes to itemthose items ha&e been accepted I there is a lain&entory o WI, there may in t%rn be a lot o expensi&e rework i a change is re.%ired


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* !ore 'rinci#les o Kanban (b+ "nde

1.

Visualize the

workfow

2. LimitWork InProgres

s

4.Mana

low

3. MakePro!essPoli!iese"#li!it

$. Im#ro%e&olla'orati%el(


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,isalie the $or%low

• In order to %nderstand how to work, it is importan

&is%ali$e the ow o work• *he right changes are harder to perorm i we don

%nderstand the workow ;ne common way to &isworkow is by %sing a card wall with cards and cocalled a Kanban board

• *he col%mns on the card wall represent the diferor steps in the workow, and the cards represent eat%re, story, task, or res%lt o the workow, %s%areerred to as work items

• What is great is that we %se the steps o o%r exist

workow and we dont need to enorce a new way


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$or%-in-'rocess Limit

• *he WI limit is important and tells %s how mitems we can ha&e in each o o%r steps (col%mthe Kanban board!

• When the limit is reached, we cannot p%ll anyitems into this step %ntil another work item le

step• *his p%ll system will act as an important stim

contin%o%s, incremental, and e&ol%tionary chthe system beca%se one o the main points is contin%o%sly optimi$e the process to let more

pass thro%gh the system


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Manage Flow

• We constantly need to monitor all sto%r workow

• We need to ollow %p, meas%re, andon the ow o o%r system *his way

more easily see the efects o a chanthe system

• Did it or didnt it work<


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Manage Flow (cont.)

•I a step in o%r workow is %ll, we cannot bring aitems into this step 7ooking at the board, we caneasily see i we ha&e a bottleneck in o%r ow

• I we disco&er that all col%mns to the right o thede&elopment step on o%r board are empty, b%t thede&elopment step is %ll, this means that somethinstopping de&elopment and the team cannot 0nali$work

• *hen we sho%ld %se idle reso%rces to try and helpde&elopers sol&e what is stopping them so we canthe ow again and start p%lling work items into thagain :y ha&ing this &isibility, we can manage o%


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Ma%e 'rocess 'olicies /x#licit

• It is oten hard to impro&e, or e&en start adisc%ssion o impro&ing a process, %ntil thmechanism o the process is made explicit

• We need to %nderstand how things work in

workow and %nderstand how we perormwork

• *his way we can reach a consens%s aro%nimpro&ements we s%ggest I we do not ha

%nderstanding o these things, we oten en


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&m#rove !ollaborativel+

• 1s we explained earlier, Kanban s%pporsmall contin%o%s, incremental, ande&ol%tionary changes that sho%ld stick organi$ation

• )mall steps are easier to o&ercome thare&ol%tionary changes, something that

1nderson soon disco&ered


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&m#rove !ollaborativel+ (cont.)

• I the small steps also ha&e a great paybachange is e&en easier to implement

• 1nderson stresses that teams that ha&e a%nderstanding o theories abo%t work, woprocess, and risk are more likely to be ab

b%ild a common %nderstanding o the pro

• *his, in t%rn, makes it easier to reach anagreement on the impro&ement steps thanecessary *he Kanban method s%ggests t

%se a scienti0c approach in order to imple


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!lasses o 0ervice

)*&+L,-

+ *ystem

Improvements

+

%eatures

+ Bugs

/P0I * L*5

**L6I 0V 0,0PL,6

2 3

WIP limit

E$plicit PolDone 2DoD


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!lasses o 0ervice

• )ome types o work may need to ow aster thro%

workow than others *his is where the concept oo ser&ice comes in handy

• :y categori$ing the work into classes o ser&ice, tKanban board will radiate with e&en more inormathis example three classes o ser&ice are %sed8

Green = )ystem impro&ements (technical ormaintenance dri&en!

Blue = +eat%res (c%stomer or roadmap dri&en!

;range = :%gs (errors in existing %nctionality,


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!lasses o 0ervice

• "ow policies can be created

• +or example, that >? o the work hbe system impro&ements ;ther thin

can also be spotted, i the orange st(b%gs! are dominating we may ha&eproblem with .%ality, and so on


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Kanban "ttribtes

• Kanban is ow based rather than time-boxed

• Does not ass%me all estimation is %nnecessary, b%t s%gg

looking at &al%e recei&ed or time in&ested

• *r%e &al%e lies in its re.%irement that the team creates

workow with explicit de0ned r%les and limits

• Manage workow by limiting the amo%nt o WI at any

the workow

• *eam process rather than indi&id%al

• Kanban oc%ses on how the workow process can be im

rather than blaming an indi&id%al

• *ransparent process allows management to be in&ol&ed

im ro&in it


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0crm vs. Kanban

• :oth are 7ean and 1gile,

• :oth are p%ll sched%ling

• :oth 7imit WI

• :oth %se transparency to dri&e process

impro&ement• :oth oc%s on deli&ering releasable sotwearly and oten

• :oth are based on sel-organi$ing teams

• :oth re.%ire breaking the work into piece


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/&idence s%ggests that teams learn contin%o%s process im

aster with Kanban )ome o the reasons are as ollows8 • Kanban red%ces the ear o committing to a per-story est

which is a signi0cant risk or some teams +ear always imlearning

• Kanban is explicitly a team process rather than one or inhighlights the teams perormance rather than indi&id%alred%ce the ear o embarrassment

• Kanban oc%ses on how the workow process can be imprather than blaming the indi&id%al

• Kanban allows reection abo%t concrete meas%res s%ch aWI be or E


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/xercise2 1esearch these Terms

• :atch )i$e

• :ottleneck • :lock work item

• @oncept to cash

• @ontin%o%s impro&ement

• @ost o delay

• @adence

• @%m%lati&e ow• @lasses o ser&ices

• Decentrali$e

• @ycle time

• 7ead time

• Dr%m-b%fer-rope

• +ast lane

• /xplicit

• Kai$en• 7ean

• Kaikak%

• M%da

• M%ri

• )il&er b%llet

• A%e%es

• rocess policies

• )wim lanes

• *hro%ghp%t

• *ime to market

• Fal%e stream mapping

• *ransparency

• *heory o constraints

Documents

Kanban Slides