Kanban six core practices
Upcoming SlideShare
Loading in...5
×
 

Kanban six core practices

on

  • 687 views

I describe the common problem of unbalanced organisations and how Kanban might be a solution. ...

I describe the common problem of unbalanced organisations and how Kanban might be a solution.

I also points out that you are not doing Kanban if you do not follow the six practices. Then you are doing something else, that looks like kanban. And guess what, you might not get the expected result out of kanban.

Statistics

Views

Total Views
687
Views on SlideShare
687
Embed Views
0

Actions

Likes
0
Downloads
10
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • 1)Skapamedvetenhetomproblemet2) Skapavilkaattlösaproblemet3) Skapakunskapattlösaproblemet
  • Draw your board in class and discuss bottlenecks and limits.
  • Do it together in class.

Kanban six core practices Kanban six core practices Presentation Transcript

  • Yes we Kanban! Anders Holmberg Christian Ekstrand Johannes Brännström
  • CHECK IN • 1 min each: – How are you feeling today?
  • Agenda • 45 min Kanban Theory • 45 min Kanban Simulation • 30 min Discussion: Kanban in your environment
  • Anders Holmberg • Coach and instructor • • • • • anders.holmberg@softhouse.se Agile Lean Lean Startup Visualize information Internal communication
  • A common problem Goal Bus Dev Sys Analysis Design Development Test Deploy Problem Capacity Output Strategy How do you handle this today?
  • Perhaps Kanban? Kanban stops you from working with too much at the same time. Kanban helps you to deliver more without overloading workers. Kanban helps you get a balanced flow of work.
  • The Kanban Strategy Goal Bus Dev Sys Analysis Design Development Test Problem Kanban says: - No one is allowed to work more than the bottleneck can handle! Strategy Kanban says: - Otherwise the company will produce less! Deploy
  • Saying no is hard! Is it in anybodys’ responsibility? And Kanban can help you: – – – – – To say NO to low priority work To say NO to too much work at the same time To say NO when you ask your bottleneck to do too much To say NO to new coding until we have finished the delivery To say NO to more development when the receiver is not ready. And sometimes we need this help.
  • This is Kanban! http://en.wikipedia.org/wiki/Kanban_(development)#Six_core_practices 1. Visualize (the entire flow if possible) 2. Limit Work in progress (based on your bottlenecks capacity) 3. Manage flow (monitor, measure and optimize the whole) 4. Make policies explicit (definition of done, team rules) 5. Implement feedback loops (don’t wait for feedback, build it into the organisation) 6. Improve collaboratively, evolve experimentally (using models and scientific methods)
  • This is Kanban! http://en.wikipedia.org/wiki/Kanban_(development)#Six_core_practices 1. Visualize (the entire flow if possible) 2. Limit Work in progress (based on your bottlenecks capacity) 3. Manage flow If you are not doing these 6 you are not doing Kanban. (monitor, measure and optimize the whole) 4. Make policies explicit (definition of done, team rules) 5. Implement feedback loops (don’t wait for feedback, build it into the organisation) 6. Improve collaboratively, evolve experimentally (using models and scientific methods)
  • Remember the slogan 1) Visualize
  • 2) Limit Work In Progress Goal Bus Dev Sys Analysis Design Development Test Deploy Problem Strategy 3] [Limit = 2] 3] [Limit = 2] 3] [Limit = 2] 3] [Limit = 2] [Limit = 3] Capacity = 2 Capacity = 3 14
  • 3) Manage Flow Gather & Define Requirements Analyze & Design Develop Test & Accept [1] [3] [4] [2] doing done doing done Limit reached doing done doing Bottleneck Package & Deploy [4] done doing done Available 15
  • 4) Make Policies Explicit For instance: • Way of working • Limit WIP quantified as a number • Expedite lane • Visualize different prioritization for everyone To make it easier to discuss and improve policies.
  • 5) Implement Feedback Loops 1st level of feedback: When do YOU get feedback? You (the team) give yourself feedback 2nd level of feedback: You ask the persons receiving your work for feedback 3rd level of feedback: You ask your customer for feedback
  • 6) Improve Collaboratively, Evolve Experimentally Plan: Do: Check: Act: Decide a new way of working. Set an acceptance criteria. Define a test period. Try the new way of working during the test period. After the test period you evaluate outcome. Decide to keep or throw away the new way of working.
  • Run Simulation! Really urgent tasks
  • Getting Started • The game begins in the Standup Meeting at start of Day 9. • Assign workers by dragging them to the story you want them to work on for the day. • When all workers are assigned, click the begin Work Button to have them perform the day’s work. • Workers work a random number between 1 and 6. Or 2 and 12 when the specialists work in their area. • The game ends when Day 30 is complete. Good Luck! Start the game here!
  • Thank you! Anders Holmberg anders.holmberg@softhouse.se Personal blog: agilcoach.se