Intro to Lean, Kanban and LeanKit
Transcript of Intro to Lean, Kanban and LeanKit
Team Members and Stakeholders can:
Intro to Lean / Kanban & LeanKit Capabilities
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“WATERFALL” planning is slowly dying
© LeanKit, Inc. 2013
“By 2014 organizations will invest 30% less time & money in traditional IT project management than in 2010.” – Gartner PPM Summit 2013
Requirements
Design
Develop
Test
18+ months?!
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© LeanKit, Inc. 2013
1960s-1980s 1980s 1990s 2000s Today
TOC
Just-In-Time
Kanban
Lean Manufacturing
Lean Healthcare
Lean Software Development
Lean Enterprise
ToyotaProduction
System
Six Sigma
TQM
Agile
XP
Scrum
Focus on rapid system flow and feedback vs. planning & “efficiency.”
As IT catches up with the Lean movement
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Eliminate Waste
Build Quality In
Create Knowledge
Defer CommitmentDeliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Lean Principles and techniques have adapted well to the IT context
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© LeanKit, Inc. 2013
Release 1Iteration 1
Iteration Planning Daily Standup Demo / Retro
Iteration n
Iteration Planning Daily Standup Demo / Retro
Iteration Backlog
Fixed Time/Resources vs Scope
Not Done
Iteration Backlog
Not Done
Ideas
Product Backlog
Release Planning
Release Backlog
But find it an uncomfortable fit and shift to a Scrum-but variation OR are …
Many IT teams aim for Scrum
Product Owner
Scrummaster
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1. Visualize the current workflow
2. Limit Work-in-Progress (WIP)
3. Manage towards smooth work flow
4. Make process policies explicit
5. Implement rapid feedback loops
6. Improve collaborativelyusing Kanban to introduce Lean
© LeanKit, Inc. 2013
Adopting the Kanban Method Kanban has proven an especially good fit for organizations that need to evolve into Agile versus struggling through sudden radical change
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© LeanKit, Inc. 2013
In IT Kanban usually means a card wall, either physical ……
bottlenecks
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© LeanKit, Inc. 2013
…… or electronic, to support organizational scaling and analytics
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“Back” of cards can store additional info, comments, history, & attachments
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Project A Project B Project C Project Z
Infrastructure QADevelopment
Road Map
Drill-down hierarchies link strategy to execution via a simple view that anyone can grasp easily
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Visualize work in other systems
Pre-built integrations for 200+ systems with a robust API for custom needs
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Accurate delivery speed measures can support SLAs
In time, better decomposition & effective categorization can replace estimates
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Control charts allow targeted process improvement
Easily see typical delivery patterns vs outliers and drill into them
Let’s investigate this!
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Simulate projects using your historical data
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(C) LeanKit, Inc. 2013
Understand possible outcomes & improvement options
Monte Carlo is easier, faster, and more accurate than traditional scheduling
It’s not just about project cost. How much benefit did you lose?
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Large LEDs mimic physical. Mobile help managers
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BBVA/Atos – Madrid, Spain
Improved Response Time by 79%Improved Resolution Time on Priority Work by 31%
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Government of Ontario, Canada
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© LeanKit, Inc. 2013
The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business WinGene Kim, Kevin Behr, George Spafford
Implementing Lean Software Development: From concept to cashMary and Tom Poppendieck
Kanban: Successful evolutionary change for your technology businessDavid J. Anderson
FURTHER READING
visit leankit.com