Eight Steps to Kanban

TI Half‐day Tutorial 6/4/2013 8:30 AM

"Eight Steps to Kanban"

Presented by:

Alan Shalloway Net Objectives

Brought to you by:

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Alan Shalloway Net Objectives

With more than forty years of experience, the founder and CEO of Net Objectives Alan Shalloway is an industry thought leader in lean, kanban, product portfolio management, Scrum, and agile design. Alan helps companies transition enterprise-wide to lean and agile methods, and teach courses in these areas. He is the primary author of Lean-Agile Software Development: Achieving Enterprise Agility, Design Patterns Explained, Lean-Agile Pocket Guide for Scrum Teams, and Essential Skills for the Agile Developer. Cofounder and board member for the Lean Software and Systems Consortium, Alan is a popular speaker at prestigious conferences worldwide.

copyright 2012. Net Objectives, Inc. All Rights Reserved

Lean-Agile Project Manager 4/12/2013

1

Eight Steps to Kanban

Al Shalloway, CEO

Net Objectives

KP November 2011

"Eight Steps to Kanban”

© Copyright Net Objectives, Inc. All Rights Reserved 2



2


Lean Enterprise

Business

Management

Team

ASSESSMENTS

CONSULTING

TRAINING

COACHING

Lean Management

Project ManagementLean-Agile

Kanban / Scrum

ATDD / TDD / Design Patterns

technical process

Lean for Executives

Product Portfolio Management

Business Product Owner

Scaled Agile Framework


Purpose of This Tutorial– Provides Essence of Lean

– How to use Kanban to manage projects

– How to start with Kanban



3

© Copyright Net Objectives, Inc. All Rights Reserved 5© Copyright Net Objectives, Inc. All Rights Reserved

Beginnings

Lean / Agility

Flow

Value Stream Mapping

Kanban

Explicit Policies

Transitioning

AGENDA

Beginnings



4


TABLE WORK

Issue 1

Issue 2

Issue 3

Issues with Software Development

Lean Agile



5



Agility

Predictability

Business Value

Realization

of

@ agility

is where you have



6


deliver value at a

over the consistent pace

long haul


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



7


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

Inp

ut Business

PriorityBusinessPlanning

Business Staging

Ready to Pull

Iter

atio

n

0

IterativeDevelopment

IncrementalDeployment

Support & Feedback

LEAN KANBAN ITERATIVE AGILE

Flow and Delay



8


Our Organizational Structure

Inspired by Dan North, BSC/ADP 2012


The Nature of Our Work



9


We Manage This Way

even though our value flows this way


What they can manage What they need to manage

Their people

• How busy they are

• Their “productivity”

The quality of work of their people

Hierarchical vs. Lean Management



10


What they can manage What they need to manage

Their people

• How busy they are

• Their “productivity”

The quality of work of their people

Time-to-market

Effects of upstream groups on their teams

Effects of downstream groups on their teams

Hierarchical vs. Lean Management


Who is managing the value?



11


Time-to-Market


Where Is Our Time Spent?

Adding Value

Waiting Waiting

Adding Value Adding ValueAdding Value

Adding Value Adding Value

What percent of our time do we spend working versus waiting?

How would you know?

No one is managing this in most companies.



12


What happens when adding value is delayed?• Between getting requirements

and using them?

• Between writing a bug and it being detected?

• Between two groups getting out of sync?


The Whole Picture



13


First Order Solution – Create Cross Functional Teams


First Order Solution



14


Leaves Several Problems

How do we handle dependencies?

How do we handle product portfolio

management?

How do we feed the teams?

How do we best

integrate?

What do we do with those that don’t

quite fit the model?


Lean Changes Our View

• Tells us to look at the workflow, not the people

• We can’t manage it if we don’t see it

• Managing the workflow indirectly is not as powerful as managing workflow directly



15


how much of what you do is

valuable?rework?

© Copyright Net Objectives, Inc. All Rights Reserved 30_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



16

© Copyright Net Objectives, Inc. All Rights Reserved 31_s

Testers are overloaded

Testing occurs long after coding

Devs don’t get immediate feedback

Devs create more defects

Testers w/more workSystems w/more defects

further delays in feedback


Getting

Requirements

Testing

Programming

Design

Integration

Planning

Collaboration

Re-doing

requirements

Working from old

requirements

“Fixing” bugs

“Integration”

errors

Deployment

Building

unneeded

features

Overbuilding

frameworks

What Work Do You Do?

TrainingDocumentation

Essentially

duplicating

components



17


DELAY IS hand-offs

bottlenecks

information delay

untested code

unread requirements

transaction related

coordination related

finding

redoing

reworking

waiting

@ waste, delay, and complexity

Value Stream

Mapping



18


Ops & Support

Customers

Shared Components

Shared Components

Product Related

Product Related

Product Related

SoftwareRelease

NewRequirements

Development

CustomerProduct Managers

Business LeadersRegional Coordinators

Trainers & Educators

Product Champion(s)

Capabilities

BusinessConsumption

Concept

The Software Development Value Stream

SoftwareProduct


1. Identify the actions taken in the value stream

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test



19


0.5 hrs 160 hrs8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs

ApproveRequest Reqts Sign Off

Review Deploy

Analysis

Design Code Test

1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?


0.5 hrs 160 hrs8 hrs 8hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hr

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs

1. Identify the actions taken in the value stream2. 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?



20



120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs

320 hrs 80 hrs 320 hrs 80 hrs

80 hrs


1. Identify the actions taken in the value stream2. 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

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hr

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs

© Copyright Net Objectives, Inc. All Rights Reserved 4012 April 2013


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs



1. Identify the actions taken in the value stream2. 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 actions5. Identify any loop backs required

80 hrs

65% defectiveRepeat 3X

20% rejectedRepeat 1X

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hr

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs



21


1. Identify the actions taken in the value stream2. 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 actions5. Identify any loop backs required6. Calculate Process Cycle Efficiency:

Approve.1 / 7.9 hrs

Request0.5 / 0.0 hrs

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs





80 hrs

Approve.1 / 7.9 hrs


Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs

Avg Time Worked Total Cycle Time

0.5 hrs 160 hrs8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs


160 hrs 80 hrs 80 hrs



80 hrs

80 hrs

PCE = = 14.9%509 hrs

3433 hrs

509 hrs

3433 hrs

Avg Time Worked Total Cycle Time


Approve.1 / 7.9 hrs


Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs





80 hrs


160 hrs 80 hrs 80 hrs



80 hrs

80 hrs

3433 – 509 = 2924

Eliminating delays between what you do

Getting better at what you do

Which gives a better return?



22


Time Available for New Features

Time to add new functionality

Years in future

Current

Time Spent Fixing Bugs Within and Across Systems

??? Years?

% o

f ca

pac

ity

Maximum capacity of the team


Here’s a spot!

…and another!



23


The Dot Game

Kanban



24


Kanbanat the

Imperial Gardens


kanban improves quality and

lowers cost

by eliminating delays

by managing WIP



25

© Copyright Net Objectives, Inc. All Rights Reserved 4912 April 2013


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs2 hrs



80 hrs



Approve.1 / 7.9 hrs

Request0.5 / 0.0 hr

Reqts60 / 100 hrs

Sign Off1 / 7 hrs

Review 2 / 0 hrs

Deploy3 / 5 hrs

Analysis40 / 60 hrs

Design40 / 80 hrs

Code80 / 200 hrs

Test40 / 200 hrs


Wai

ting

for

appro

val

map to kanban board

320

-- Product Managers --



26


Wai

ting

for

appro

val


Work

ing

on a

ppro

val

.1320 8

map to kanban board


Wai

ting

for

appro

val

Work

ing

on a

ppro

val

Read

y fo

r R

equir

em

ents

.1320 8 80

map to kanban board




27


Wai

ting

for

appro

val

Work

ing

on a

ppro

val

Read

y fo

r R

equir

em

ents

Requir

em

ents

.1 60320 8 80 160

map to kanban board



Wai

ting

for

appro

val

Work

ing

on a

ppro

val

Read

y fo

r R

equir

em

ents

Requir

em

ents

Read

y fo

r si

gn o

ff

.1 60320 8 80 160 320

map value stream to kanban board




28


-------------------------------------- Development Team --------------------------------------

Wai

ting

for

appro

val


Work

ing

on a

ppro

val

Read

y fo

r R

equir

em

ents

Requir

em

ents

Read

y fo

r si

gn o

ff

Sign

Off

.1 60 1320 8 80 160 320 8



Wai

ting

for

appro

val

Work

ing

on a

ppro

val

Read

y fo

r R

equir

em

ents

Requir

em

ents

Read

y fo

r si

gn o

ff

Read

y fo

r A

nal

ysis

Anal

ysis

Read

y fo

r D

esi

gn

Desi

gn

Read

y fo

r R

evie

w

Rev

iew

Read

y fo

r C

ode

Code

Read

y fo

r Te

st

Test

Read

y fo

r D

epla

y

Depla

y

Done

Sign

Off

.1 60 1 40 40 2 80 40 3320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8


-------------------------------------- Development Team ---------------------------------------- Product Managers --



29


Lean

Kanban

limits time

limits queue size


Tracking #

Entry Date Required Delivery Date

If late against

the target lead time

Kanban Work Item

*Description



30


Wai

ting

for

appro

val

Work

ing

on a

ppro

val

Read

y fo

r R

equir

em

ents

Requir

em

ents

Read

y fo

r si

gn o

ff

Read

y fo

r A

nal

ysis

Anal

ysis

Read

y fo

r D

esi

gn

Desi

gn

Read

y fo

r R

evie

w

Rev

iew

Read

y fo

r C

ode

Code

Read

y fo

r Te

st

Test

Read

y fo

r D

eplo

y

Deplo

y

Done

Sign

Off

.1 60 1 40 40 2 80 40 3320 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 --


PULL

Capacity utilization

Queuing theory

No multi-tasking



31


PullWork 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

Laying out the

Kanban Board



32



Entry and Exit Criteria

< 5 requests, sequenced order

SME defined

Readiness

Exit

Entr

y

Dev Stories writtenComplete design reviewTest cases UAT & IST defined

Specify

Exit

Entr

y



33


You don’t discuss the process because you must follow it. You discuss it to help people understand what each other is doing.

© Copyright Net Objectives, Inc. All Rights Reserved 66Buffers, queue limits, and WIP



34

© Copyright Net Objectives, Inc. All Rights Reserved 67Tiers expand, collapse to track work

© Copyright Net Objectives, Inc. All Rights Reserved 68Expediting and swim lanes



35

© Copyright Net Objectives, Inc. All Rights Reserved 69Expediting and SWIP


Dev.ready Dev.

Dev.Comp.

Buildready Test

Releaseready Stage Prod.

Spec.Comp.Spec.

5 4 43 2 2

Flow

Courtesy Olav Maassen QNH

BusReq

Blocked

“Standard”

“Defect”

“Fixed Date”

A kanban board simulation



36


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...


Input

Queue

5 4 4 2 2

Courtesy David J. Anderson Split Column for Concurrent Activities

In Prog Done

AnalysisDev

In ProgDone

Test

Ready Test

Release

Ready...

4

Split

Combine

4

Test Dev

In Prog



37


Input

Queue

5 4 8 2 2

Courtesy David J. AndersonSplit Column for Multiple unordered activities

In Prog Done

AnalysisIn Prog

UI Design

Done Test

Ready Test

Release

Ready...

Security

Persistence

Business Logic


Project X

Project Y

Project Z

WIP

Limit

BacklogStatus

Support

ExecuteSpecify

(right size)

Smooth Flow

Done/

Released

4 3

Fro

m R

oad

map

Validate

314

Monitoring flow: Kanban for portfolio



38


Classes of Serviceinfluence the behavior of the work

Expedite

Special handling

Date driven

Normal

Intangible

Time

Risk

Flow

Policy


Classes of Service

Maintenance

Spike

User Story

Date RequiredImpediment

Outside

Impact

@ service level agreements

Developer

Story

Red Flag Issue

Expedite



39

Explicit Policies


Visualize the work being done so you can balance the workload across your people to increase

their efficiency

Essence of Kanban

Stop StartingStart Finishingand



40


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


when and what to challenge

the SILVER card



41

Flow Measurement


0

5

10

15

20

25

30

35

40

0 1 2 3 4 5 6 7 8 9

nu

mb

er o

f s

tori

es

week number

Backlog

Analysis

Implmnt

Test

Done

@ cumulative flow diagram



42


0

5

10

15

20

25

30

35

40

0 1 2 3 4 5 6 7 8 9

nu

mb

er o

f s

tori

es

week number

Backlog

Analysis

Implmnt

Test

Done

WIP Limits



43


More mindset than toolset… Start where you are

Enables you to improve your methods

In the way you talk about and view your work

In the way you manage your work


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



44


Little’s LawAverage number of projects is correlated with:

Average Rate Started * Average Time in System

Project size increases

# of active projects goes up

Task switchinggoes up

Average length ofprojects 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



45


Methods to Limit WIPBacklog Analysis

&Design

Code Test Deploy Production

Doing Ready Doing Ready Doing Ready Doing Done

Backlog Analysis

& Dssign

Ready to

Code

Code Ready to

Test

Test Ready to

Deploy

Deploy Production

Doing Ready Doing Ready Doing Ready Doing Done

Backlog Analysis

&Design

Code Test Deploy Production

Doing Done Doing Done Doing Done Doing Done

Organizing work by type

Organizing work to smallest level

Organizing work to make decisions

Transitioning To

Kanban



46


Getting Started with Kanban

• Kanban as a Development Process and Change Management System


Transition Risk



47


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


Ideal Rate of Change Dependent Upon Ability to Handle Change

Ability to change

Am

ou

nt

of

chan

ge a

ttem

pte

d



48


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 where you start

– Define where you finish




Agree to standup


Educate the team

Start doing it





49


Agree to goals

Map the value stream

Define a set of work item types– User stories

– Bugs

– …



Agree to standup


Educate the team

Start doing it




Agree to goals



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


Agree to standup


Educate the team

Start doing it





50


Agree to goals




Create board for tracking Agree to standup


Educate the team

Start doing it




Agree to goals





Agree to standup Agree to operational review

Educate the team

Start doing it





51


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


WIP Limits

Stories in process for more than five days (stalled)

Impediments (inter-team)

Issues (intra-team)

Empty spots on the board

Discussion points



52


Agree to goals





Agree to standup

Agree to operational review Educate the team

Start doing it




Agree to goals





Agree to standup


Educate the team Start doing it





53


Agree to goals





Agree to standup


Educate the team

Start doing it



Wrap UpNot an ending, but a beginning



54


Summary Focus on understanding the nature of your work

– Value – Flow – Waste – Transparency

Visualize your workflow Make agreements Break work into small items Discuss your workflow Refine your work flow to improve it Deliver Quality


Net Objectives’ Webinars

_s

Business & Agile Webinar Series – April – December 2013 An Introduction to Agile from a Business / Executive Point of View Agile Implementations: Overviews of Scrum, Kanban, and Scrumban How to Start an Agile Implementation Team Kanban: Manifesting Lean at the Team Level Enhancing and Extending Scrum With Lean Patterns of Scaling Agile Across Teams Patterns of Scaling Agile Across an Enterprise (will discuss the Scaled Agile Framework as well

as our own Lean-Agile Roadmap The Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption

Technical Agility Series Technical Agility: What Design Patterns Were Made For Emergent Design: The Practical Application of Design Patterns in the Agile World Acceptance Test-Driven Development: An Essential Practice That Saves More Time Than It

Takes Sustainable Test-Driven Development: How to Have TDD Improve Your Designs and Tests

Without Slowing You Down

See www.netobjectives.com/events to learn more

Register at www.netobjectives.com/register for slides & more

http://www.netobjectives.com/events

http://www.netobjectives.com/register



55

© Copyright Net Objectives, Inc. All Rights Reserved 109copyright © 2010 Net Objectives Inc.

Register at www.netobjectives.com/register

See www.netobjectives.com/resources

Contact me at [email protected]

Twitter tag @alshalloway

Thank You!


Lean Enterprise

Business

Management

Team

ASSESSMENTS

CONSULTING

TRAINING

COACHING

Lean for Executives

Product Portfolio Management

Business Product Owner

Scaled Agile Framework

Lean Management

Project ManagementLean-Agile

Kanban / Scrum

ATDD / TDD / Design Patterns

technical process

QUE S T I O N S?

For more info on free resources see:www.netobjectives.com/resources

http://www.netobjectives.com/register

http://www.netobjectives.com/resources

mailto:[email protected]

Eight Steps to Kanban

Technology

Transcript of Eight Steps to Kanban