Kanban: An Evolutionary Approach to Agility Through Lean
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Transcript of Kanban: An Evolutionary Approach to Agility Through Lean
@leankitjon
KanbanAn evolutionary approach to agility
@leankitjon
Change is a given
We can’t control it
Prepare for bad
Embrace good
Water-fail
Laundry List
Gold plate
Slap Together
Blamestorm
@leankitjon
Many people you meet will have a narrow software development centric view of modern management ideas
Agile
Scrum
XP
LeanKanban?
DSDMNope
@leankitjon
1950s-1980s 1980s 1990s 2000s Today
Just-In-Time
Kanban
Lean(Manufacturing)
Lean IT(SAFe & ITSM)
Lean Engineering
ToyotaProduction
System
Six Sigma
TQM
Agile
XP
Scrum
Lean Construction
Lean (Startup) Enterprise
DevOpsUnderstanding shared heritage broadens learning and eases communication
@leankitjon
Kanban is a means to an end Helping teams apply Lean
principles
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Process
Skille
d Pe
ople
Tools & Technology
@leankitjon
What is this? Why should I care?
How?Who will notice?
Why? What else?
FSGD
One of Many Lean Tools
@leankitjon
We use sticky notes
But …
There’s a bit more than that
YepThe Kanban Method
@leankitjon
Value Stream Mapping
@leankitjon
The quickest path to agility is to start from where you are today.
1. Visualize the (current) workflow
2. Limit Work-in-Progress (WIP) *
3. Manage (for smooth) flow
4. Make process policies explicit
5. Implement feedback loops
6. Improve collaborativelyusing Kanban to implement Lean
Evolve
* Often implicitly at first
Kanban Principles
@leankitjon
This is Greek to me. So are many/most project deliverables to non-specialists
@leankitjon
A picture translates complexity into a simple pattern we can all digest
@leankitjon
Map out your real, current process. Not what your policy manual says
1. Have each team member write down a few of their current work items
2. Ask each person to pick one at a time
3. Have them describe:
• What am I doing to it now?
• Who had it before & what were they doing with it?
• Who will I hand it to next, to do what?
Visualize Workflow
Exercise
@leankitjonCards are (usually) nouns, lanes are verbs
@leankitjon
As the manager, only add your “official” list after
Exercise1. Have each team member list their full, current
workload
2. Have them assign each item a type: UX feature, API feature, defect, task, etc
3. Collate the work types they defined into one list and assign each a card color
4. Turn the lists into cards and place them in the correct lane on the board
Visualize Workflow
@leankitjon
Be succinct and focus on results. Try to limit types of work
@leankitjon
Be succinct and focus on results. Try to limit types of work
@leankitjon
Focus on delivery of value by the team, not individual activity
Daily(at first) StandupAllow a fixed time period – 1 min/person
Ensure board is complete & accurate
Are there expedites or blockers?
Otherwise, walk the board from right to left a card at a time
• What’s needed to advance this item?• Who can help?
Stop when time runs out
Feedback Loops
@leankitjon
Hold regular retrospectives …. but stop-the-line for bottlenecks
@leankitjon
Aim for a small, shared list of actionable items, not a laundry list
Retrospectives
1. Let data be your guide
2. Why? Why? Why? Why? Why?
3. Common root cause answers:
• Hidden WIP• Stop starting, start finishing• Downstream/external blockages• Uneven sizing• Parallel processes• Rework
Feedback Loops
@leankitjonControl charts allow targeted process improvements
@leankitjon
Better decomposition and delivery speed trends can replace point story estimating
@leankitjon
Estimating is Waste: Decompose instead
The way we think about this at LeanKit …
● A DIV can be completely finished to production in the dark by a squad in 5 business days or less with 90% confidence
● An A3 can be completely finished to production in the dark by a squad in 4 weeks or less with 90% confidence
● An A3 must be clearly divisible into 3+ divs that meet the above standard
● A squad shouldn’t be working on multiple A3s in a sweep. We need to focus on getting one key thing done well not several poorly
● A theme should be no more than 3 squad sweeps, ie one squad for three sweeps or three squads for one sweep, etc.
● Larger than that should be a serious executive risk decision. We are placing a lot of weight on a hypothesis
● We would rather invest 1-3 sweeps in something initially and make a decision to proceed further based on multiple successful div deployments that show progress.
@leankitjon
Splitting process steps into active/waiting queues makes flow more clear
@leankitjon
Swimlanes can represent different workflows or partner teams
@leankitjon
Once work visible & process is clear, WIP limits can balance capacity
@leankitjon
Start from where you are today, even (especially) if that’s Scrum
1. Visualize the (current) workflow
2. Limit Work-in-Progress (WIP) *
3. Manage (for smooth) flow
4. Make process policies explicit
5. Implement feedback loops
6. Improve collaborativelyusing Kanban to apply new models
Evolve
* Often implicitly at first
Kanban Principles
@leankitjon
Release 1
Iteration 1
Iteration Planning
Daily Standup
Demo / Retro
Iteration n
Iteration Planning
Daily Standup
Demo / Retro
Iteration Backlog
Fixed Time and People
Not Done
Iteration Backlog
Not Done
Product Owner
Ideas
Product Backlog
Release Planning
Release Backlog
Scrum mandates new roles, “rituals” and cadence for a team
The Scrum FrameworkScrum master
@leankitjon
Look beyond the tactical practices to gain real value.
The real value is in the principles.
Do BothScrum• A structure of new roles, “rituals” and cadence• No prohibition against visualization, WIP limitation or
flow measurement• A mature Scrum team with good technical practices
often looks awfully Kanban-ish
Kanban• Evolution through measurement• No opinion on roles, meetings or iterations• Software dev teams who use Kanban to become
more Agile often act quite Scrum-y
@leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key Reading Online
@leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key Reading
Kanban: Successful evolutionary change for your technology business- David J. Anderson
Personal Kanban: Mapping Work | Navigating Life- Jim Benson, Tonianne DeMaria Barry
Real-World Kanban: Do Less, Accomplish More with Lean Thinking- Mattias Skarin
Lean from the Trenches: Managing Large-Scale Projects with Kanban- Henrik Kniberg
Principles of Product Development Flow- Don Reinertsen
Online
www.leankit.com
@leankitjon
©2016 LeanKit Inc.