One does not simply

improve without visualisation

@ZsoltFabok http://zsoltfabok.com/ http://www.agicon.hu/

by Zsolt Fabok 2016.03.30

@ZsoltFabokand

http://zsoltfabok.com/

• is a management method (not a development process)

• is a top down approach (not bottom up)

• focuses on global optimalisation (not on local)

• optimises on lead time (not throughput)

Kanban

1. Visualize (the work, workflow and business risks) 2. Limit WIP 3. Manage flow 4. Make process explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally (using models & the scientific method)

Management method with 4 principles and 6 core practices

1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Respect the current process, roles, responsibilities and titles 4. Encourage acts of leadership at all levels in your organization

It is hard to improve the invisible, so we have to see what we have at

our hands

Value Stream Mapping

Design

Implementation

Delivery

Test information

work item

http://zsoltfabok.com/blog/2012/04/see-the-whole-flow-exercise/

Design

Implementation

Delivery

Test

Ready Design Implementation Test Delivery Live

Ready Design Implementation Test Delivery Live

# ~~ ~

1 2 1 3

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# ~~ ~# ~

~ ~

# ~~ ~

Ready Design Implementation Test Delivery Live

Flow (Stream)

The flow ([value] stream) starts at the left side, and ends at the right side of the board.

The Flow is different in a typical enterprise and start-up environment

Typical enterprise flow

Flow (Stream)

Typical start-up flow

Flow

Flow

Flow

experiment A

experiment B

experiment C

Rule of thump:

Where’s a queue, there’s a problem

Visible Invisible

Queue types

1# ~~ ~

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2# ~~ ~

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2 3

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FiniteInfinite

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A traditional board

Courtesy of digitalnatives.hu

Less traditional visualisation approaches

When we decided that we are going to discover our value stream (flow) on the go

Courtesy of Prezi.com

When urgency was king

Courtesy of prezi.com

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8

Done

4

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~ ~

5

2time

impa

ct Ongoing

This approach lead to the risk Kanban board

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Done

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~ ~

time

impa

ct Ongoing

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priorit

y

The Risk Kanban Board

Portfolio Kanban

Courtesy of Pawel Brodzinski: http://www.slideshare.net/pawelbrodzinski/fixing-portfolio-management

The Schedule Portfolio Board

Done Week 11 Week 12 Week 13

# ~2 / 3

# ~0 / 1

# ~1 / 1

# ~3 / 3

Week 14 Week 15

now

# ~~ ~ team blue’s item

# ~~ ~

team red’s item

team yellow’s item# ~~ ~

# ~4 / 5

# ~6 / 6

# ~4 / 9

# ~4 / 4

# ~1 / 2

# ~0 / 3

# ~0 / 4

# ~0 / 5

# ~ 0 / 3

# ~ 1 / 4

Done Week 12

# ~3 / 5

Week 11 Week 13 Week 14 Week 15

portfolio board

# ~1 / 2

team red’s board

Next Design Implementation Review Done

# ~~ ~

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# ~0 / 3

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http://zsoltfabok.com/blog/2014/04/schedule-portfolio-board/

releases

schedule portfolio

teamrisks

Releases Done

Done Week 11 Week 12 Week 13 Week 14

Next Implement Review Done

# ~2/ 3

# ~5 / 7

# ~1 / 2

# ~4 / 6

# ~~ ~

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Level 1

Level 2

Level 3

Level 4

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Done

updates

Thank you very much for your attention!

@ZsoltFabokhttp://zsoltfabok.com/