ingvald.skaug @ bouvet.nohttp://skaug.no/ingvaldingvald @ skaug.no@ingvald

It's about value, esp. for:

● Customers/ Users● Dev.team● Business● Management

img: http://www.flickr.com/photos/42429527@N03/5063150948/ http://skaug.no/ingvald/2010/11/what_is_agile/

Software Development vs Manufacturing

http://skaug.no/ingvald/2010/02/lean_development_is_not_manufa/

Software Development is Knowledge Work

http://en.wikipedia.org/wiki/Knowledge_work_productivity

img: http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/More background by Kenji Hiranabe: http://www.infoq.com/articles/hiranabe-lean-agile-kanbanWikipedia: http://en.wikipedia.org/wiki/Toyota_Production_System#Commonly_used_terminology

Signal- Any free capacity?

http://blog.flowkaizen.com/why-physical-card-walls-are-important

Kanban In Software Development

Process

Lightweight tool for evolutionary change, step-by-step improvement

http://ingvald.posterous.com/what-is-kanban-and-why-should-you-care-aboutDavid Anderson: The Principles of the Kanban Method

Feedback

Feedback loops change human behaviour

http://www.wired.com/magazine/2011/06/ff_feedbackloop/

Visualize

=> Shared mental model

=> More engaged stakeholders

=> More effective thinking, collaboration

http://skaug.no/ingvald/2010/12/agile-basics-visualize-more.htmlimg from Tom Wujec's TED talk

Visualize More

img: http://blog.crisp.se/henrikkniberg/images/qconsf-2009-kanban.jpg

Kanban Core ConceptsVisualize + Limit Work-In-Progress (WIP)

img: http://blog.crisp.se/henrikkniberg/2009/09/15/1253019240000.htmlSome background: http://agilemanagement.net/index.php/Blog/back_to_basics_with_kanban/

Jenkins CI

http://jenkins-ci.org/ ill.: Jørn Ola Birkeland, XP2010: From a timebox tangle to a more flexible flowhttp://xp2010.org/program?sid=11&o=1

Capacity For SystematicContinuous ImprovementSlack

http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.html

...

Slack, Utilization

http://blog.crisp.se/2011/11/15/henrikkniberg/intro-to-kanban-slides-from-leaders-of-agile-webinar

Multitasking

ill.: Karl Scotland: Kanban, Flow and Cadence http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/http://www.psychologytoday.com/blog/the-power-prime/201103/technology-myth-multitaskinghttp://arstechnica.com/science/news/2011/08/bottlenecks-in-the-brain-limit-our-ability-to-multitask.ars

ill.: Jørn Ola Birkeland, XP2010: From a timebox tangle to a more flexible flowhttp://xp2010.org/program?sid=11&o=1

...

Slack, Utilization...

http://ingvald.posterous.com/kanban-slack-creates-opportunities-for-improvhttp://bookstore.cutter.com/products-page/agile-management/the-viral-growth-of-kanban-in-the-enterprise/ ($50)

Estimating

Mary Poppendieck: Theory of Constraints - It's Okay to be Latehttp://www.leanessays.com/2001/03/theory-of-constraints.html

it's human nature to estimate time based on the worst case scenario, not average time to complete. As soon as people are penalized for estimating average time and then not meeting the estimate, they will revert to estimating the maximum time, and project schedules will again fill up with padded time estimates.

Estimating, Timeboxes

http://en.wikipedia.org/wiki/Parkinson's_Lawhttp://en.wikipedia.org/wiki/Student_syndromehttp://en.wikipedia.org/wiki/Hofstadter%27s_lawhttp://en.wikipedia.org/wiki/Optimism_biashttp://en.wikipedia.org/wiki/Planning_fallacyHow Uncertainty Works http://www.cprime.com/knowledge/articles/uncertainty.html

Parkinson's Law- Work expands to fill the time available

Hofstadter's Law- it always takes longer than you expect

Optimism bias- systematic tendency to be too optimistic about planned actions

Planning fallacy- tendency to underestimate how long to complete task

Trouble With TimeboxesTen timebox tangles

1. Inestimatable work2. Unplanned work3. Unclear work4. Blocked work

- need input from unavailable stakeholder

5. Parking- unfinished work, waiting, due to interruptions, multi-tasking

6. Changed work/ requirements7. Legacy code8. Integration9. Normative estimates (=> tech debt)

10. Specialist (=> Uncertain access)

Jørn Ola Birkeland, Bekk, at XP2010http://xp2010.org/program?sid=11&o=1

Cadence(Rythm, "heartbeats")

Karl Scotland: Kanban, Flow and Cadence. http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/Karl Scotland: Aspects of Kanban. http://www.methodsandtools.com/archive/archive.php?id=104

Cadence(Rythm, "heartbeats")

http://blog.crisp.se/2010/09/01/henrikkniberg/1283373060000

More Agile With Scrum

http://www.wired.com/magazine/2011/06/ff_feedbackloop/ http://blog.crisp.se/2010/09/01/henrikkniberg/1283373060000 http://blog.crisp.se/2011/11/15/henrikkniberg/intro-to-kanban-slides-from-leaders-of-agile-webinar http://xp2010.org/program?sid=11&o=1

Estimates, "control", prediction => See reality, handle variation

Timebox => Flow

Revolution => Evolution

More Agile Than Scrum

http://agileconsulting.blogspot.com/2011/08/maximizing-benefits-of-kanban-as.html

http://blog.crisp.se/henrikkniberg/2009/12/21/1261410240000.html http://xp2010.org/program?sid=11&o=1

Don't build features that nobody needs right now.

Don't write more specs than you can code.

Don't write more code than you can test.

Don't test more code than you can deploy.

- Corey Ladas

@ingvald ingvald @ skaug.nohttp://skaug.no/ingvaldingvald.skaug @ bouvet.no