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Tomas Sakalauskas: Moving to kanban

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  • 1. Moving to Kanban
    Tomas Sakalauskas
  • 2. About me
    Lost 13 years in pursuit of best SW development methodology …
    … to find out there is none
    Currently
    Managing director of Prewise, UAB
    Product manager of Eylean
  • 3. Disclaimer
    I have no clue what Kanban is
    It sounds good, like Agile or Scrum, so people should attend the session ;)
  • 4. Stop starting start finishing
  • 5. Why Kanban?
    Minimal entry barrier
    Flexible resource planning and using
    Sometimes time-boxing doesn’t work
    Focus on whole value stream, eliminates inessential waste:
    Artificial work breakdown
    Estimation, planning and retrospectives for artificial stories
    Supports integrated processes
  • 6. You have all it takes!
    Start with what you do now
    Agree to pursue incremental, evolutionary change
    Respect the current process, roles, responsibilities & titles
  • 7. Kanban properties
    Visualize workflow
    Limit WIP
    Manage flow
    Make Process Policies Explicit
    Improve Collaboratively
  • 8. #1. Visualize workflow
    Shared understanding of where you are
    It may be ugly at first
  • 9. The most basic board
  • 10. #2. Limit WIP
    Less multitasking – less context switching
    Better quality
    No WIP limit = queue!
    Queues increase cycle time, risk and overhead
  • 11. Limits
  • 12. Backlog
  • 13. Lifecycle
  • 14. Queue
  • 15. Day 0
  • 16. Day N
  • 17. Pull not push
    Work items should be pulled into available spaces
    If stuck, something should be improved:
    Help needed in downstream processes
    WIP limits are wrong for the team
    The task transitioned too early
    Don’t miss a learning opportunity
  • 18. Releases
    Decouple release from development
    Release whatever has been completed since the last release
    Regular releases without artificialness that iterations impose
    Goal oriented releases
    Release when it’s ready
    Meaningful releases without the risks of last-nights work imposed by time-boxing
  • 19. Blockers
  • 20. Priority Lane
  • 21. Multiple Projects
  • 22. Multiple Projects
  • 23. Deployment
  • 24. Kanban team
    Continuous planning
    Daily standup:
    What can we do with blockers?
    What can we do with bottlenecks?
    How to move WIP items faster?
    It’s OK to find defect while packing the release. Pull the feature or delay the release
  • 25. #3. Measure and improve flow
    Velocity could also mean a rate at which defects are produced!
    Flow metrics:
    Active WIP vs. buffered WIP
    Active time / cycle time
    Blocked time / cycle time
    Outcome metrics:
    Bugs in process
    Failure demand / value demand
  • 26. #4. Make Process Policies Explicit
    How to improve when no-one knows how it’s actually done?
    Don’t spend too much time – policies will evolve
    Example policies:
    Kanban board columns
    WIP limits
    State transition policies
  • 27. #5. Improve collaboratively
    There is no Kanban Software Development Process orKanban Project Management Method
    Value stream is built by people for people
    Improvement actions are agreed by consensus
  • 28. Kanban in Eylean team
    Two asynchronous processes:
    Goal oriented JIT planning:
    Decisions deferred till information is available
    The only questions to be answered:
    What should be done RIGHT NEXT and WHY?
    Production:
    Do your BEST on current feature
    Finish before you start!
    Spontaneous improvements to process and product
  • 29. Product development is complex
    Self-organizing, non-linear, feedback systems are inherently unpredictable, they are uncontrollable
    D. Meadows
    I wish someone told me this 13 years ago ;)
  • 30. Celebrate failures too!
    Storing avoidance of failure patterns is a more successful strategy for the brain than imitation of success
    ALE2011 closing keynote by David Snowden
  • 31. Questions?
    tomas.sakalauskas@prewise.lt