kanban highlights

Kanban HighlightsKanban Highlights

Yuval Yeret – Kanban LeadAgilesparks

http://linkd.in/kanbanisrael



2009-08-29

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2009-09-01

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2009-09-02

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Analysis Development Acceptance ProdNext

Definition of Done:• Customer accepted• Ready for production

Ongoing Done

Definition of Done:• Code clean & checked in on trunk• Integrated & regression tested• Running on UAT environment

Ongoing DoneOngoing Done

Definition of Done:• Goal is clear• First tasks defined• Story split (if necessary)

2 3 3 2

Feature / story

= completed

= blocked

= who is doing this right now

2009-08-20 2009-09-30

(description)

• Panicfeatures(should be swarmed and kept moving. Interrupt other work and break WIP limits as necessary)

• Priority features• Hard deadline features

(only if deadline is at risk)• Oldest features

2009-09-03

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2009-09-02

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2009-08-27

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2009-08-27

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2009-08-20

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2009-08-30

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2009-09-08

2009-08-20

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2009-08-25

2009-08-22

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2009-08-25

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Task / defectHard deadline

(if applicable)Date when added to board

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(description)

(description)

(description)Why

(description)

Who is analyzing / testing right now

= priority

= panic

What to pull first

xxxx kjd dj d xxx

Kanban kick-start exampleHenrik Kniberg www.crisp.se/kanban/example

version 1.22009-11-16

(description)


2009-08-26

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=task =defect

Kanban @ Imperial Palace Gardens

Kanban

• Signaling system• Visual• Limited in supply

Henrik Kniberg 4

看板”Visual Card”

Kanban in your wallet

Henrik Kniberg 5

Darn. Forgot to limit.

SupplierBuyer

Kanban @ Toyota

Henrik Kniberg 6

ReceiveConsume Detach Ship Allocate Manufacture

Taiichi OhnoFather of the

Toyota Production System

The tool used to operate the [Toyota Production] system is

kanban.

Adapted from Kiro Harada’s slide

Pull ...

“People with different skills have to work together to deliver product

features. 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

Why pull? Why kanban?

9

How is it different than a taskboard?

• taskboard provides visibility to where a task is in the workflow

• Storyboard/Kanban Provides visibility to where a story is in the workflow

• This raises the focus on flowing stories

• Storyboard != Kanban board. Need WIP Limits to become kanban

10

Electronic Kanban

12

”One day in Kanban land”

Henrik Kniberg 13

http://blog.crisp.se/henrikkniberg/tags/kanban/

http://blog.crisp.se/henrikkniberg/tags/kanban/

NextDev

Done

Backlog 32

In production :o)Ongoing

Scenario 1 – one piece flow

Henrik Kniberg

B

C

A

D

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J LKM

NextDev

Done

Backlog 32



Henrik Kniberg

BC

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Henrik Kniberg

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NextDev

Done

Backlog 32


Scenario 2 – Deployment problem

Henrik Kniberg

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PO

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Done

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The Kanban Change Machine

Perfo

rman

ce

Time

Revolution (Scrum)

Evolution

(Kanban)

(kanban the tool)

The Kanban change machine

Designed by David Andersonhttp://plixi.com/p/61319629

http://plixi.com/p/61319629

Kanban approach to change

• First - adopt the foundational principles ...

–Start with what you do now–Agree to pursue incremental, evolutionary change

–Respect the current process, roles, responsibilities & titles

http://agilemanagement.net/index.php/Blog/the_principles_of_the_kanban_method/

Kanban – managing the end to end flow

Henrik Kniberg

Backlog Dev Done

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UAT Deploy5 3 2 3

FLOW Avg lead time: days 12




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• Visualize the workflow• Limit WIP (work in progress)

• Measure & optimize flow• Explicit policies (definition of Done, WIP limits, etc)

• Improve Collaboratively (using models & the scientific method)

Pioneered byDavid Andersonin 2004

Start with what you do now

• Kanban doesn’t ask you to change your process, especially not up front

• You EVOLVE your current process

• There is no– Kanban software development process– Kanban Project Management Method

AGREE to pursue incremental, evolutionary change

• Use in circumstances that warrant a gentle, evolutionary approach to improvement

• For example:– Big change recently failed due to resistance– Politics make it risky to run a big change– Need to gain trust in the Lean/Agile direction

• Warning: Without this the Kanban method will have a hard time.

• If a revolution is REALLY* expected, don’t use the Kanban method. You CAN use a kanban pull system though.

– Sometimes executives say they want a revolution, but either think otherwise when understand the implications, or are blind to the resistance levels within

Respect the current process, roles, responsibilities and job titles

• Eliminate initial fear– Gains broader support for the Kanban

initiative

• Roles might evolve in the future– If/When it makes sense– By then, the organization connects the

change to a real pain, and have trust in the Kanban system

Kaizen Continuous Improvement

• Core kanban - WIP Limit– encourages “Stop the Line” mentality.– fix the problem, don’t hide it by working on

something else or creating “inventory”.

• Recommended Agile practices to add:– Daily Stand-ups

• Deal with problems in Real time.

– Retrospectives• See the bigger picture –

deal with systemic problems.• Inspect and adapt –

continuously improve.

Thinking Tools

• Lean Thinking – – Deliver Fast – to improve time to market

and reduce waste

• Goldratt Theory of Constraints – – Bottleneck Thinking

• Queuing Theory– Deal with variability

Pop Quiz

Full story at http://yuvalyeret.com/2010/08/03/finding-the-right-dev-to-test-ratio-when-working-in-kanban/

A lot of

WIP in

Test

Empty

Test Done

Empty downstrea

m (Bubble)

Dev Done

almost Full

How to deal with a test bottleneck

How can I help

current stories?

Help us with

Blocker

Fix open defects on our Stories

Help us automate tests for this story

WIP Limit!Can’t start new DEV

work!

How to deal with a test bottleneck

How can I help you be more

efficient?

Help us do ATDD so you can develop based on our

test expectations,

and also offload some

automation effort from us

Automate

Setups and Test Data

Improve Dev Done quality! – less retesting

for us

Half of our work is not core test work. Maybe you can take some of it, or

help us reduce waste there

Come pair with us, you’ll

probably see things from our perspective and

have some ideas how to

help!

Creating more Blue Light - TOC

Cycle Time - Driving towards earlier feedback

Agile is all about early feedback – why?

41

Let’s start with a classic burndown/burnup chart

So we want to get to this…

How do we Visualize the work status in more depth?

TODO Work in

Process (WIP)

Done

The Cumulative Flow Diagram

• Introduced in Lean Product Development by Don Reinertsen and David Anderson

• Visualize where the Features/Stories are in the workflow across time

TODO Work in

Process (WIP)

Done

Elad

Inbar

Elad

Mushon

Mushon

Inbar

InbarMushon

Elad

How to do a CFD

How to do a CFD

What can teams learn from Cumulative Flow?

Work in

Process (WIP)

Average Cycle Time Real Done

Burnup

Total Scope Dev Burnup

Done Burnup

Work in Process

• High Work-in-process leads to longest lead times• Low work-in-process greatly reduces lead times• Results in more effective and safer projects

What we learn here

Despite agile iterations, still cliff at the end

Big gap between Dev and QA

How much work is queued vs QA

WIP?No visibility

We want to iterate in a sustainable pace all the way to DONE DONE, not just to Done

Release Tracking using CFDtotal scope trend - assuming

freeze from today

Trend of “Done”

Needed done rate to meet timeline/scope goal

Note scope target is also from a specific lane (where all the

scope for this timeline waits.

Future scope is in earlier lanes)

Variability inherent to Creativity

52

Build a system to DEAL with it

So what do you do?

• Assume SOME variability• Visualize Variability• Control Variability VIA

–Relatively Small and Similarly sized Work

–Make work Ready–Swarming / Collective Ownership–Reduce Rework/ Failure Load

Visualize Variability

Summary

Limit work in process:Stop starting, start

finishing

http://www.agilesparks.com/kanban

@yuvalyeret www.linkedin.com/in/yuvalyeret

Blogging @ http://yuvalyeret.com

Presentations at http://www.slideshare.net/yyeret/

Agile Professionals in Israel - I'm there - Are you?

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