Some Kanban experiences and FAQs

anders.sixtensson@softhouse.se

Lean Gathering #3 Karlskrona

Some problems where Kanban has been used

• Long cycle times

• Scrum do not fit

• Only specialists – no generalists

What is Kanban?

• A simple pull based flow

• Kan = Visual, Ban = Card or Board- Bugs to fix- Trouble

Reports- Projects- Assignments- Features- Tasks- … any work…

Kanban – limits WIP

Cycle time =Work-in-progress

Throughput

Attack with:• WIP Limits• Smaller batches• Pull

Attack with:• Protect your bottleneck • Expand bottleneck• Remove waste

4

(100)

(20)(5)(75)

(25)(3)

Kanban – simplest version

5

Some FAQs – and the short answers• Tool support?• Do we need to have a limit?• Do we need a Kanban leader?• Do we need to estimate size?• If tasks are very different in size?• But it is only Nisse that can do that!• Does it scale – we are a project of 100

people?• Can I keep my waterfall phases?• Not working full time?• Expediters, Silver bullets, Rockets..• Other metrics?

• No – but…• Yes• Yes, to own To-Do• No, hopefully not• Split• Is that good?• Yes – different levels• Yes, unfortunately• No problem• Own Swim lane• Yes

What to do when Limits and/or waiting stops me to work?

General answer – anything that make an ongoing task to move is always better than pulling in new work!

The following rules where defined at Maintenance team we worked with:

1. Can I do something to shorten waiting time?

2. Can someone in the team help me to shorten waiting time?

3. Can I help someone else that has been blocked?

4. Can I do some pro-active work to eliminate future waiting/blocking? Discuss with Kanban leader.

5. Who can I sit next to to ”pair-work”? Discuss with Kanban leader.

The flow of ta

sks i

s more im

portant th

an

100% utiliza

tion!

7

Extend your board – if it adds value!

SLA class 1[6]

SLA class 2[4]

SLA class 3[2]

doing done doing done doing done doing done

PRCR Bug Maint Expedite

Analyze& Design [1]

Develop [3]Verify &Accept [4]

Deploy [4]

8

Expedite [2]

Metrics – leading or lagging indicator!• “One of the most powerful tools are Cumulative Flow Diagram (CFD)” – Donald

Reinertsen – FLOW, 2nd generation Lean Product Development

Measuredqueue size

Measuredcycle time

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Getting started

1. Agree clearly with stakeholders your Make Ready and Def-of-Done

2. Select what colums to start with. Start simple

3. Assign limits. Start with 2 * team members in each column

4. Find a good place for board and daily meetings

5. Have first meeting and agree on meeting rule

6. Do – learn - adapt

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Planned ready: 2010-03-03

Prio: 1

Resource Release

Carl-J ohan

Aberger

SE1091531Start date End date

Objects in test mode is presented in Power System event list

Meeting scheduled with Stefan K and Shirley.Server changes only?

4.2.2

(d) IIII

(h) 2+4+3

Make Ready

More to read

http://www.limitedwipsociety.org/

Scrum vs (simple) Kanban

• Early and frequent delivery of value

•

• Clear sprint goals

• Self directing teams

• Pull

• Reduced batch-size

• Just-in-time planning

• Time boxed

• Continuous Improvement

• Early and frequent delivery of value

• Clear sprint goals

• Self directing teams

• Pull

• Reduced batch-size

• Just-in-time planning

• Time boxed

• Continuous Improvement

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Manage the Flow

Value and Waste

Optimize the whole

People and Leadership

Continuous Improvement