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!
TI AM!Half(day!Tutorial!
11/12/2013!8:30!AM!
!
!
!
!
!
"Eight Steps to Kanban" !
!
!
Presented by:
Ken Pugh
Net Objectives !
!
!
!
!
Brought(to(you(by:(!
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340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073!
888(268(8770!H!904(278(0524!H!sqeinfo@sqe.com!H!www.sqe.com
!!!!Ken!Pugh!!!Net!Objectives!!
A fellow consultant with Net Objectives, Ken Pugh helps companies transform into lean-agile organizations through training and coaching. His special interests are in communication (particularly effectively communicating requirements), delivering business value, and using lean principles to deliver high quality quickly. Ken trains, mentors, and testifies on technology topics from object-oriented design to Linux/Unix. He has written several programming books, including the 2006 Jolt Award winner Prefactoring and his latest Lean-Agile Acceptance Test Driven Development: Better Software Through Collaboration. Ken has helped clients from London to Boston to Sydney to Beijing to Hyderabad. He enjoys snowboarding, windsurfing, biking, and hiking the Appalachian Trail. Reach Ken at ken.pugh@netobjectives.com!
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16#October#2013#Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
1#
Eight Steps to Kanban!
Ken Pugh Fellow Consultant Net Objectives
KP#November#2011#
"Eight#Steps#to#Kanban”#
Introductions !
! Background ? – Years in software – Experience with
! Scrum ! Kanban ! Lean
! Why are you here?
2
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16#October#2013#Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
2#
Ken Pugh!
ken.pugh#@netobjec9ves.com#
Photo#Size:####Height:#2.25#Posi9on:####from#top#leR#corner###Horizontal#0.75####Ver9cal#1.#Picture##Style:#Simple#Black#####Frame##
No#code#goes#in#+ll#the#test#goes#on.#A#journey#of#two#thousand#miles#begins#with#a#single#step.#
! Fellow#Consultant#! OOA&D,#Design#PaZerns,#Lean,#Scrum,#Kanban,#
Test6Driven#Development#
! Over#2/5#century#of#soRware#development#
experience#
! Author#of#seven#books,#including:#– #Prefactoring:#Extreme#Abstrac+on,#Extreme#
Separa+on,#Extreme#Readability##(2006#Jolt#Award)#
– #Interface#Oriented#Design#
– Lean#Agile#Acceptance#TestGDriven#Development:#
BeJer#SoKware#Through#Collabora+on#
Lean Enterprise
Business
Management Team
ASSESSMENTS"CONSULTING"
TRAINING"COACHING"
Lean for Executives Product Portfolio Management
Lean Management Project Management
Kanban / Scrum ATDD / TDD / Design Patterns
technical
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3#
Beginnings Lean / Agility Flow Value Stream Mapping Kanban Policies Transitioning
Agenda!
Eight Steps To Kanban !
! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
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4#
Beginnings!
Section 1"
TABLE WORK "
Issue 1
Issue 2
Issue 3 A project is done when…
Issues with Software Development"
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5#
Lean Agile !
Section 1"
Dilbert on A
gile
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6#
Agility"Predictability"
Business Value "Realization"
of "
@#agility
is where you have"
deliver value at a #
over the #consistent pace
long haul
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7#
Lean%Thinking!focuses!on:!!!!• Value&
• &Incrementally!delivered!by!highest!business!value!
• Flow&&• Continual!increments,!high!quality,!fast!
• Eliminating&Waste!!!• Non;customer!value!activities!!• Inventory!(anything!invested!in!that’s!not!released).!!!
!!
Lean!
business value
Trumps
Reducing
Waste
trumps flow
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8#
Support & "Feedback"
Project"Approval"
Business Decomp-osition"
Incremental!Development!
Incremental"Deploy-"ment"
Visioning"
Iterative Agile"Lean"
drive&'om&&
Business&Value&
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9#
SMALL INCREMENTS!
t h i n k a n d d e l i v e r i n t h e a p p r o p r i a t e s i z e
incrementally and frequently
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10#
m a k e a l l w o r k!visible#
Flow and Delay!
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11#
FLOW
B U S I N E S S V A L U E !!!!!
P I P E L I N E !Selecting what to work on Developing It
Give Feedback
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12#
DELAY IS" hand-offs bottlenecks information delay untested code unread requirements transaction related coordination related
finding"redoing"reworking"waiting"
@#waste, delay, and complexity
Support)
Customers)
Shared)Components)
Shared)Components)
Product)Related)Product)Related)
Product)Related)
Software Release
Software Product
New Requirements
Development)
Customer)Product)Managers)
Business)Leaders)Regional)Coordinators)
Trainers)&)Educators)
Product)Champion(s))
Capabilities
Business)
Consump9on#
Concept#
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13#
_s#
Customer: I need new
features yesterday
Devs hear: Get it done; Fast,
at all costs!
code base: Sloppy changes
code base: Increased complexity
code base: Increased defects
code base: Exponential
increase in time to add features
_s#
Testers#are#overloaded
Tes'ng)occurs)long)aFer)coding)
Devs)don’t)get)immediate)feedback)
Devs)create)more)defects)
#Testers)w/more)work)Systems)w/more)defects)
further)delays)in)feedback)
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14#
Throughput vs. Utilization!
how much of what you do is
valuable? rework?
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15#
What Work Do You Do?!
Getting Requirements
Testing
Programming
Design
Integration
Planning
Collaboration
Re-doing requirements
Working from old requirements
“Fixing” bugs
“Integration” errors
Faster methods
Automation
Remove Delays
Remove Delays
Remove Delays
Remove Delays Deployment
Building unneeded features
Over-building frameworks
Lack of feedback
Lack of Tech knowledge
Just-in-Time!
Pull a story from the backlog Build it quickly Work only on it
If possible: this is even better!
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16#
Value Stream Map !
Value Stream Mapping: Define the Boundaries!! Value Stream Mapping starts with clear boundaries:
Part)of)the)Total)Value)Stream)Inputs) Outputs)
Customers or Internal Partners
Suppliers
• ))Who)Are)The)Suppliers?)))
• ))What)Are)The)Inputs?)
• Who)Are)The)Customers)Or)Internal)Partners?)))
• What)Are)The)Outputs?)
• What)Are)The)Triggers?)
• What)Are)The)Major)Process)Steps)?)
• What)Func'ons)Are)Involved?)
Triggers' Done'
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17#
Step 1: Identify Actions!
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#i. Try#star9ng#from#the#end#of#the#process#and#work#back#up#stream#
Approve)Request) Reqts# Sign)Off)
Review) Deploy)
Analysis#
Design) Code) Test)
_1dd
Step 2: Determine Calendar Time!
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#2. Calculate#the#calendar#9me#for#each#ac9on.###
i. Easiest#to#do#by#when#the#ac9on#started#and#when#it#ended.##ii. If#it#is#part#of#a#mee9ng,#the#9me#is#the#en9re#mee9ng.#
0.5#hrs# 160#hrs#8#hrs# 8#hrs#
120#hrs# 280#hrs# 240#hrs#
100#hrs#
8#hrs#2####hrs#
Approve)Request) Reqts# Sign)Off)
Review) Deploy)
Analysis#
Design) Code) Test)
_1dd
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18#
Step 3: Calculate Time Actually Worked on the Action!
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#2. Calculate#the#calendar#9me#for#each#ac9on#3. Calculate#9me#actually#worked#on#each#ac9on#
i. Take)Avg.)'me)if)more)than)one)person)works)the)step)
0.5#hrs# 160#hrs#8#hrs# 8hrs#
120#hrs# 280#hrs# 240#hrs#
100#hrs#
8#hrs#2####hrs#
Approve).1#hr#avg#
Request)0.5#hr#avg#
Reqts)60#hrs#avg#
Sign)Off)1#hr#avg#
Review))2#hrs#avg#
Deploy)3#hrs#avg#
Analysis)40#hrs#avg#
Design)40#hrs#avg#
Code)80#hrs#avg#
Test)40#hrs#avg#
_1dd
Step 4: Identify Time Between Actions!
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#2. Calculate#the#calendar#9me#for#each#ac9on#3. Calculate#9me#actually#worked#on#each#ac9on#4. Iden9fy#9me#between#ac9ons#
Approve).1#hr#avg#
Request)0.5#hr#avg#
Reqts)60#hrs#avg#
Sign)Off)1#hr#avg#
Review))2#hrs#avg#
Deploy)3#hrs#avg#
Analysis)40#hrs#avg#
Design)40#hrs#avg#
Code)80#hrs#avg#
Test)40#hrs#avg#
0.5#hrs# 160#hrs#8#hrs# 8hrs#
120#hrs# 280#hrs# 240#hrs#
100#hrs#
8#hrs#2####hrs#
320#hrs# 80#hrs# 320#hrs# 80#hrs# 80#hrs#
160#hrs# 80#hrs# 80#hrs# 80#hrs#
_1dd
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19#
Step 5: Identify Any Loop Backs Required!
16#October#2013#
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#2. Calculate#the#calendar#9me#for#each#ac9on#3. Calculate#9me#actually#worked#on#each#ac9on#4. Iden9fy#9me#between#ac9ons#5. Iden9fy#any#loop#backs#required#
Approve).1#hr#avg#
Request)0.5#hr#avg#
Reqts)60#hrs#avg#
Sign)Off)1#hr#avg#
Review))2#hrs#avg#
Deploy)3#hrs#avg#
Analysis)40#hrs#avg#
Design)40#hrs#avg#
Code)80#hrs#avg#
Test)40#hrs#avg#
0.5#hrs# 160#hrs#8#hrs# 8hrs#
120#hrs# 280#hrs# 240#hrs#
100#hrs#
8#hrs#2####hrs#
320#hrs# 80#hrs# 320#hrs# 80#hrs# 80#hrs#
160#hrs# 80#hrs# 80#hrs# 80#hrs#
65%#Defec+ve#Repeat#3X#
20%#Rejected#Repeat#1X#
_1dd
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"6. Calculate Process Cycle Efficiency:!
Approve!.1 / 7.9 hrs"
Request!0.5 / 0.0 hrs"
Reqts!60 / 100 hrs"
Sign Off!1 / 7 hrs"
Review !2 / 0 hrs"
Deploy!3 / 5 hrs"
Analysis!40 / 60 hrs"
Design!40 / 80 hrs"
Code!80 / 200 hrs"
Test!40 / 200 hrs"
0.5 hrs" 160 hrs"8 hrs" 8hrs"
120 hrs" 280 hrs" 240 hrs"
100 hrs"
8 hrs"2 hrs"
320 hrs" 80 hrs" 320 hrs" 80 hrs"
160 hrs" 80 hrs" 80 hrs" 80 hrs"
65% defective"Repeat 3X"
20% rejected"Repeat 1X"
80 hrs"
Approve".1 / 7.9 hrs"
Request"0.5 / 0.0 hrs"
Reqts"60 / 100 hrs"
Sign Off"1 / 7 hrs"
Review "2 / 0 hrs"
Deploy"3 / 5 hrs"
Analysis"40 / 60 hrs"
Design"40 / 80 hrs"
Code"80 / 200 hrs"
Test"40 / 200 hrs"
Avg Time Worked !Total Cycle Time!
0.5 hrs" 160 hrs"8 hrs" 8 hrs"
120 hrs" 280 hrs" 240 hrs"
100 hrs"
8 hrs"2 hrs"
320 hrs" 80 hrs" 320 hrs" 80 hrs"
160 hrs" 80 hrs" 80 hrs"
65% defective"Repeat 3X"
20% rejected"Repeat 1X"
80 hrs"
80 hrs"
PCE = = 14.9%!509 hrs!3433 hrs!509 hrs"
3433 hrs"
Avg Time Worked #Total Cycle Time"
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20#
Approve!.1 / 7.9 hrs"
Request!0.5 / 0.0 hrs"
Reqts!60 / 100 hrs"
Sign Off!1 / 7 hrs"
Review !2 / 0 hrs"
Deploy!3 / 5 hrs"
Analysis!40 / 60 hrs"
Design!40 / 80 hrs"
Code!80 / 200 hrs"
Test!40 / 200 hrs"
0.5 hrs" 160 hrs"8 hrs" 8hrs"
120 hrs" 280 hrs" 240 hrs"
100 hrs"
8 hrs"2 hrs"
320 hrs" 80 hrs" 320 hrs" 80 hrs"
160 hrs" 80 hrs" 80 hrs" 80 hrs"
65% defective"Repeat 3X"
20% rejected"Repeat 1X"
80 hrs"
320 hrs" 80 hrs" 320 hrs" 80 hrs"
160 hrs" 80 hrs" 80 hrs"
65% defective"Repeat 3X"
20% rejected"Repeat 1X"
80 hrs"
80 hrs"
3433 – 509 = 2924!
Eliminating delays between what you do
Getting better at what you do
Which gives a better return?
Create Value Stream Map
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21#
TABLE WORK " What features are you working one?
Already Done, Working On, To-Do
List features separately on post-it notes and put up on board.
Kanban!
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22#
Kanban in a Nutshell!
Prioritized list of Features
Team works on items as they come in. They follow Lean principles.
Focus on work in progress and shortening cycle time.
Deliver value on a regular basis based on features in and value out.
visualize the entire value stream #
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23#
Lean suggests limit TIME between steps
time
Kanban suggests
limit # of items
being worked on in
each step
size of queue
Kanban Tenets"
Lean thinking is far more concerned that the right work is being done at the right time
than about who is doing the work”
“
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24#
Tracking #
Entry Date Required Delivery Date
If late against the target lead time
Kanban Work Item"
*"Description ####
##
##
#
Appro
ved
MMFs Ana
lysis
Read
y for
desig
n Design
Read
y fo
r cod
e
Coding
Re
ady
to te
st Te
sting
Read
y fo
r dev
MMFs
being
re
fined
Done
Q Q Q Q Q
-- Product Managers -- ---------------------------------------- Development Team ----------------------------------------
flowing features and stories Feature
Story#
Note: Testing is for tests that cannot be accomplished during the coding phase
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25#
Pull"Work enters a queue. When someone needs new work, they pull from the queue Work goes through stages. When work is done in a stage, it flows to next stage. Until it is done
WIP Limit… "Governs maximum number of work items that can be in a state at any instant. Below its limit:
Pull a work item from upstream At its limit:
Wait for an item to be done and flowed downstream
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26#
Bus Req
Dev. ready Dev.
Dev. Comp.
Build ready Test
Release ready Stage Prod.
Spec. Comp. Spec.
Courtesy Olav Maassen QNH
Standard
design the kanban board
Entry and Exit Criteria!
< 5 requests, sequenced order
SME defined
Readiness
Exit
Entr
y
Dev Stories written Complete design review Test cases UAT & IST defined
Specify
Exit
Entr
y
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27#
Flow Measurement!
0#
5#
10#
15#
20#
25#
30#
35#
40#
0# 1# 2# 3# 4# 5# 6# 7# 8# 9#
numbe
r))of))storie
s)
week)number)
Backlog#
Analysis#
Implmnt#
Test#
Done#
@#cumulative flow diagram
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28#
0#
5#
10#
15#
20#
25#
30#
35#
40#
0# 1# 2# 3# 4# 5# 6# 7# 8# 9#
numbe
r))of))storie
s)
week)number)
Backlog#
Analysis#
Implmnt#
Test#
Done#
Laying out the Kanban Board!
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29#
the kanban board
reflects your work and process"
Creating the Kanban board!
1. Start with what you do now 2. Modify slightly to implement pull 3. Use transparent method for viewing work 4. Limit WIP; pull work when the team has capacity 5. Evolve by recognizing bottlenecks, waste and
variability that affect performance 6. Continuously (and incrementally) improve the
process
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30#
Prioritize" Specify" Execute" Deploy & Ready to Use" Implement"
""""""""""""""""""
Entry"
Exit"
Kanban Board"
Prioritize" Specify" Execute" Deploy & Ready to Use" Implement"
Business priority"
Business Sequ"
Define Business
Req"Define
Tech Req"Define Test Scenarios"
System Analysis &
Design"Build" Prep IST
& UAT"Run IST & UAT"
Update Baseline"
Update Business Processes &
Conduct Training"PO
Acceptance" Promote"Business
Value Extracted
from Feature"
Retrospec-tion"
""""""""""""""""""
Entry"
Exit"
Kanban Board"
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31#
Wai
ting
for
appr
oval
map to kanban board
320
-- Product Managers -- W
aitin
g fo
r ap
prov
al
-- Product Managers --
Wor
king
on
appr
oval
.1 320 8
map to kanban board
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32#
Wai
ting
for
appr
oval
Wor
king
on
appr
oval
Rea
dy fo
r R
equi
rem
ents
.1 320 8 80
map to kanban board
-- Product Managers -- W
aitin
g fo
r ap
prov
al
Wor
king
on
appr
oval
Rea
dy fo
r R
equi
rem
ents
Req
uire
men
ts
.1 60 320 8 80 160
map to kanban board
-- Product Managers --
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33#
Wai
ting
for
appr
oval
Wor
king
on
appr
oval
Rea
dy fo
r R
equi
rem
ents
Req
uire
men
ts
Rea
dy fo
r si
gn o
ff
.1 60 320 8 80 160 320
map value stream to kanban board
-- Product Managers --
-------------------------------------- Development Team --------------------------------------
Wai
ting
for
appr
oval
-- Product Managers --
Wor
king
on
appr
oval
Rea
dy fo
r R
equi
rem
ents
Req
uire
men
ts
Rea
dy fo
r si
gn o
ff
Sign
Off
.1 60 1 320 8 80 160 320 8
map value stream to kanban board
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34#
Wai
ting
for
appr
oval
Wor
king
on
appr
oval
Rea
dy fo
r R
equi
rem
ents
Req
uire
men
ts
Rea
dy fo
r si
gn o
ff
Rea
dy fo
r Ana
lysi
s
Ana
lysi
s
Rea
dy fo
r D
esig
n
Des
ign
Rea
dy fo
r R
evie
w
Rev
iew
Rea
dy fo
r C
ode
Cod
e
Rea
dy fo
r Tes
t
Test
Rea
dy fo
r D
eplo
y
Dep
loy
Don
e
Sign
Off
.1 60 1 40 40 2 80 40 3 320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8
map value stream to kanban board
-------------------------------------- Development Team -------------------------------------- -- Product Managers -- W
aitin
g fo
r ap
prov
al
Wor
king
on
appr
oval
Rea
dy fo
r R
equi
rem
ents
Req
uire
men
ts
Rea
dy fo
r si
gn o
ff
Rea
dy fo
r Ana
lysi
s
Ana
lysi
s
Rea
dy fo
r D
esig
n
Des
ign
Rea
dy fo
r R
evie
w
Rev
iew
Rea
dy fo
r C
ode
Cod
e
Rea
dy fo
r Tes
t
Test
Rea
dy fo
r D
eplo
y
Dep
loy
Don
e
Sign
Off
.1 60 1 40 40 2 80 40 3 320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8
map to kanban board
-------------------------------------- Development Team -------------------------------------- -- Product Managers --
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35#
Create Kanban Board From Your VSM
WIP Limits!
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Little’s Law!Average number of projects is correlated with:
Average Rate Started * Average Time in System
Project size increases
# of active projects goes up
Task switching goes up
Average length of projects goes up
Delays go up
Setting WIP Limits!
! Want flow to be consistent across value stream ! Set on
– Overall flow – Resource allocation – Size of work items
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Classes of Service!
Classes of Service influence the behavior of the work
"
Expedite"
Special handling"
Date driven"
Normal"
Intangible"
"
Time "Risk "Flow"
Policy"
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Classes of Service"Expedite"
Specific Delivery Date"
Standard Maintenance or Break-Fix Work
Standard New or Value-Added Work
Impediment"
Outside Impact"
Time"Risk" Flow"
Policy"@#service level
Dev.)ready) Dev.)
Dev.)Comp.)
Build)ready) Test)
Release)ready) Stage) Prod.)
Spec.)Comp.)Spec.)
5 4 4 3 2 2
Flow#
Courtesy Olav Maassen QNH
Bus)Req)
Blocked)
“Standard”)
“Defect”)
)“Fixed)Date”)
A kanban board simulation
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when and what to challenge"
the SILVER card"
Create WIP limits and Classes of Service
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Daily Standup !
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?
The daily rhythm of work
After the Stand-up • Update charts • Remove done items off the board
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WIP Limits Stories in process for more than five days (stalled) Impediments (inter-team) Issues (intra-team) Empty spots on the board
Discussion points!
Place features on Kanban Board and do a stand-up
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Explicit Policies!
Section 9"
Explicit Policies!
! Process Flow ! Input Cadence ! Output Cadence ! Work in Process Limits ! Definition of Done ! Entry and Exit Criteria ! Handling Rework ! Handling Classes of Service
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Cadence!
! Input – how often are things put onto the input queue ! Output – how often are things in output released? ! Retrospective – how often review and improve
Create Explicit Policies
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Transitioning To Kanban!
Section 12"
! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
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! Agree to goals"! Map the value stream"
– Define where you start"– Define where you finish"
! Define a set of work item types"! Meet with external stakeholders"! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
! Agree to goals"! Map the value stream"
! Define a set of work item types"– User stories"– Bugs"– …"
! Meet with external stakeholders"! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
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! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"
– Set WIP limits – Agree to input cadence – Agree to delivery cadence – Agree to classes of service (minimum 2, typically 5-6). – Agree to cycle cadence for each level of service"
! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"
! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
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! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"! Create board for tracking"
! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
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! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"! Create board for tracking"! Agree to standup"! Agree to operational review"
! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
! Agree to goals"! Map the value stream"! Define a set of work item types"! Meet with external stakeholders"! Create board for tracking"! Agree to standup"! Agree to operational review"! Educate the team"! Start doing it"
David#Anderson.#XTC,#London#2009,#October#
Getting started with kanban
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Wrap Up!Not an ending, but a beginning
Summary!
! Focus on – Value – Flow – Waste – Transparency
! Break into small work items ! Deliver Quality
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This is an Agile Course!
! You are the customers ! You have given requirements (e.g. the “what”) ! You are the testers
– Have your requirements been met? – What else needs to be done?
99############################
Supplementary!
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Alternative Boards!
Buffers, queue limits, and SWIP
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Tiers expand, collapse to track work
Expediting and swim lanes
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Expediting and SWIP
Input Queue
5 4 8 2 2
Courtesy David J. Anderson Open Column for Concurrent Activities
In Prog Done
Analysis Dev & Test Dev
In Prog Done Test
Ready Test Release Ready
...
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Input Queue
5 4 4 2 2
Courtesy David J. Anderson Split Column for Concurrent Activities
In Prog Done
Analysis Dev
In Prog Done Test
Ready Test Release Ready
...
4
Split
Combine 4
Test Dev In Prog
Input Queue
5 4 8 2 2
Courtesy David J. Anderson Split Column for Multiple unordered activities
In Prog Done
Analysis In Prog
UI Design Done Test
Ready Test Release Ready
...
Security
Persistence
Business Logic
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Any alterations to your Kanban Board?
Transition Risk!
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! Not understanding root cause of issues ! Assuming one size fits all
! Challenges outside of product development team – Hard to get ancillary organizations to adopt agile
! Lack of true teams – Calling a team “team” is not enough
! Poor technical practices
Risks!
Sweet#Spot#
Rate of Change Delivered
Effe
ctiv
enes
s of
Cha
nge
More change than the system can bear
Not enough change to have a significant benefit
Hawthorne Effect
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Semi-sweet
Spot
Rate of Change Delivered
Effe
ctiv
enes
s of
Cha
nge
Hawthorne Effect
More change than the system can bear
Not enough change to have a significant benefit