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Using Lean and Kanban to Revolutionize Your Organization
 

Using Lean and Kanban to Revolutionize Your Organization

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With the introduction of Lean and Kanban into the software developments, teams are now starting to discover how to leverage these principles to revolutionize how they do business. Come find out how ...

With the introduction of Lean and Kanban into the software developments, teams are now starting to discover how to leverage these principles to revolutionize how they do business. Come find out how you can use Lean and Kanban together with Microsoft TFS to make dramatic improvements in your organization!

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  • Dave White is a Technical Program Director at Imaginet Resources Corp., a Canadian based Microsoft Partner and Microsoft ALM Partner of the Year for 2011. Currently, Dave is serving on the Management Board for Lean-Kanban University, the global standards body for The Kanban Method. He is also on the Advisory Board for LKU’s Accredited Kanban Training program. He holds numerous Microsoft certifications including Microsoft Certified Trainer. With over 15 years of experience, Dave specializes in helping organizations around the world realize their potential through maturing their culture and improving theirsoftware development and information technology practices. Dave is passionate about Application Lifecycle Management tooling, techniques, and mindsets and regularly teaches around the world on a wide range of ALM topics.
  • Personalize the experience around meMy journey as a consultant working with lots of companiesBecome the “Luke Skywalker” of the presentation
  • Longer and longer lead times for features/fixesCompetitor is firstMarket has changed – no longer neededAre we doing the right things? (business-driven development)Internal “solution” developed by business
  • Longer and longer lead times for features/fixesCompetitor is firstMarket has changed – no longer neededAre we doing the right things? (business-driven development)Internal “solution” developed by business
  • Teams are getting burned outToo much work, not enough timeQuality goes down (uh oh…)Bug fixing times takes up more of our time (Wasteful!!)New features sit in the backlogOr get crammed in with low quality (Wasteful!!!)Are we doing things right? (technically)Disengaged!!! (oh no…)Now we’re in trouble...http://www.istockphoto.com/stock-photo-20586125-frustrated-businessman.php?st=7645278
  • WHY?“I don’t know!”“The business is unrelenting”“We’re working as hard as we can!!”“We’ve tried and given up”Our industry is so driven to produce solutions for other people’s problem, we often fail to solve our problems!We don’t have the experience to know what is wrong with ourselvesWe don’t know how to discover what is wrongLearning about our problems is not built in to our processesNot given time and space to figure it out and improveOur efficiency problems are mostly non-technicalhttp://www.istockphoto.com/stock-photo-18251736-confused-young-woman-scratches-head.php?st=79dbc5f
  • What I did to solve my problemshttp://www.istockphoto.com/stock-illustration-4261767-old-map.php?st=e9d038d
  • http://www.istockphoto.com/stock-photo-19914666-work-in-progress.php?st=93dd0d6So what did I find out there?!?Chaos (Doesn’t matter what we do. Let’s all just scramble!)Waterfall (Still? Really??  )Agile (Scrum, XP, home-grown methodology)Why (there is that word again) didn’t it work?Chaos (self-evident and sneaky – kinda looks like Agile)Waterfall (not well suited to knowledge work)Large batch, single pass, long duration workflow (usually)Agile (well suited, but book methodologies are prescriptive without understanding context)Lack of leadership in adoptionsWe have LOTS of grey-matter horsepower… often pulling in opposite directions
  • How deep do you want to go before it gets better?We are doing Kanban right? KaizenLittle Js
  • I found a method that was …Learning focusedContext awareSpecific about leveraging teams/people to solve problemsEvolutionary, NOT revolutionaryhttp://www.istockphoto.com/stock-photo-17496132-businessman-has-idea.php?st=6c18412
  • We need to know what Kanban word we’re talking about!
  • The Kanban Method is a proven evolutionary, change management approach built on numerous best practices that are intended to target specific problems across the whole knowledge work lifecycle.
  • Why I love The Kanban MethodFocused on the peopleBusiness drivenSimple rules that scale to complex situationsLearning focusedEasy to start!!
  • So we said that the Kanban Method is a simple set of rules that help us govern complex systems and that really is the case. In fact, the Kanban Method consists of 4 principles that we use to encourage specific behaviour and 6 practices that give us some tactics that allow us to start learning about ourselves and finding solutions to the process problems as they exist in our environments. One of the key advantages of the Kanban Method over other approaches is how easy it is to get started and use so that we can continue to learn and grow over the course of time. http://www.istockphoto.com/stock-photo-20042058-marathon-runners-at-the-starting-line.php?st=dabb4dd
  • The Kanban Method is easy to get started because of the first principle, which is to start this improvement initiative what modeling how you work today without any changes. The Kanban Method advocates this approach as it has two positive effects that are important in any change initiative. First, we want to be able to understand the current state and create a baseline on which to compare any improvement activities. We want to find the best places to invest our precious time. Secondly, it will minimize the emotional impact to everyone involved. The second principle is a commitment to small, incremental improvement activities. Small increments are excellent learning opportunities where we minimize the cost and impact of sub-optimal changes. And these learning opportunities help teams plan out the next small improvement.The third principle acknowledges that engaged, happy people a key success factor in the delivery of business value and that we need to provide a respectful and safe environment for the people involved in these improvement activities.And finally, we need to create an environment that allows for and encourages the spontaneous display of acts of leadership at all points of the workflow. These acts of leadership will lead to improvement activities that were not anticipated but will arise to specific problems that the team encounters in their day to day activities.
  • Now that we have some principles to govern our behaviour, the Kanban Method also provides 6 core practices that support the needs of a team that is looking to continuously improve and grow their Kanban Method maturity level. The sixcore practices of the Kanban Method are:VisualizeLimit Work In Process (WIP)Manage flowMake policies explicitDevelop feedback mechanismsImprove collaboratively (using model-driven experiments/scientific method)When adopting the Kanban Method, it is not required to practice all six of these concepts. All teams should start at the top in what is called a “shallow” Kanban implementation. As they grow in maturity and capability, teams then adopt more of the core practices as they move to a “deep” Kanban implementation.
  • Can anyone see where the problem is in this system?
  • Limit Work In Process (WIP) – systems that limit the amount of work in process tend to reduce overburdening on people and help to identify bottlenecks in the process
  • Manage flow – there are many different ways that we can improve the flow characteristics of work through the system and the Kanban Method explains specific tactics for improving flow in the system
  • Make policies explicit – In making process policies explicit or “writing them down”, we’re providing information to everyone who needs to understand how the system is operating
  • Develop feedback mechanisms at workflow, inter-workflow and organizational levels – In order to continuously learn and improve, feedback mechanisms must be created and sustained as a part of the way the team works. And these feedback mechanisms are used to manage broader concerns of the organization around the team adopting the Kanban Method.
  • Improve collaboratively (using experiments/scientific method) – The last practice is to theories couple with observation and measurements to drive improvement activities. This is often described as using a scientific method to guide our improvement activities. Using a scientific method, we would describe an expectation or a “theory” on the impact of a change, ensure we are able to measure the change, and validate our choices.
  • Kanban is an unapologetic, realistic, representation of the law of physics. – Daniel Vacanti @danvacanti
  • Many of our clients have experienced real, measurable benefits when they have adopted the Kanban Method as a way to manage their systems. Teams have quantitative information regarding demand in the form of work item types and the frequency at which these work items are introduced. And they understand their capacity to do work in the form of flow time and throughput.And now that teams understand demand and capacity in a quantitative fashion, we can measurably improve using flow improvement tactics or the elimination of bottlenecks in the workflow.Empowered to innovate Scientific approach (PDSA • LMB • OODA)Exposed ConstraintsSelf-imposedTeam & Organization scopeCan be rectified once exposedAnd on a more qualitative note, we very often see that team members are happier now that they have been given the permission and the tools necessary to improve the software development process. And since we can see when people are overburdened, we can proactively help teams achieve a sustainable pace and reduce the overburdening that burns out teams and causes employee dissatisfaction.http://www.istockphoto.com/stock-photo-15520861-elegant-middle-aged-woman-with-her-arms-crossed-against-white.php?st=fd67935
  • Several of the observed benefits to the business when knowledge work teams use the Kanban Method include: Increased predictabilityImproved agilityBetter risk managementImproved governanceImproved change management@agilemanager: Predictability, improved agility, better governance, evolutionary change, better risk management
  • Several of the observed benefits to the business when knowledge work teams use the Kanban Method include: Increased predictabilityImproved agilityBetter risk managementImproved governanceImproved change management@agilemanager: Predictability, improved agility, better governance, evolutionary change, better risk management
  • Several of the observed benefits to the business when knowledge work teams use the Kanban Method include: Increased predictabilityImproved agilityBetter risk managementImproved governanceImproved change management@agilemanager: Predictability, improved agility, better governance, evolutionary change, better risk management
  • Kanban system exposes business risk in terms of type, quantity and rate of demandAlso help understand costs & benefits of frequent interaction with upstream and downstream partnersKnowledge coupled with capability allows us to mitigate risk or explore risk scenarios early and oftenJIT prioritization based on risk, if requiredShorter lead-times may enable low-cost explorationGives quantitative understanding of current capability to deliver on current demandBoth are constantly fluctuating
  • Several of the observed benefits to the business when knowledge work teams use the Kanban Method include: Increased predictabilityImproved agilityBetter risk managementImproved governanceImproved change management@agilemanager: Predictability, improved agility, better governance, evolutionary change, better risk management
  • Several of the observed benefits to the business when knowledge work teams use the Kanban Method include: Increased predictabilityImproved agilityBetter risk managementImproved governanceImproved change management@agilemanager: Predictability, improved agility, better governance, evolutionary change, better risk management
  • The Tools That I’ve used with my teamshttp://www.istockphoto.com/stock-illustration-4261767-old-map.php?st=e9d038d
  • People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
  • People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
  • People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
  • People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
  • People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
  • The Tools That I’ve used with my teamshttp://www.istockphoto.com/stock-illustration-4261767-old-map.php?st=e9d038d
  • People Solving Problem - http://www.istockphoto.com/stock-photo-12107866-group-of-business-people-looking-at-a-chart.php?st=25d7c05To much work, not enough capacityDesigned to discover capacityEvolve your capability (build more capacity)Give people the time and space to improve both quality and processDisengaged peopleSelf-directed teams that are empowered to do the right thingOwn the opportunity to improveThe mountain of work is no longer on their shouldersNot Solving Our ProblemOur problems are mostly process relatedA learning-based approach to change that encourages evolution through a kaizen culture
  • What I did to solve my problemshttp://www.istockphoto.com/stock-illustration-4261767-old-map.php?st=e9d038d
  • Leadership image - http://www.istockphoto.com/stock-photo-16604784-leadership-highlighted-in-green.php?st=d792438Knowledge - http://www.istockphoto.com/stock-photo-17640698-knowledge.php?st=77ae894Training - http://www.istockphoto.com/stock-photo-18259628-training.php?st=77ae894
  • Want to know more?
  • Want to know more?

Using Lean and Kanban to Revolutionize Your Organization Using Lean and Kanban to Revolutionize Your Organization Presentation Transcript

  • Using the Kanban Method to Supercharge Your Organization Solve Your Delivery Challenges, Transform Your Organization and Start Improving Continuously using The Kanban Method
  • Your SpeakerDave WhiteTechnical Program DirectorImaginet Resources Corp. - Microsoft Partner• Management Board - Lean-Kanban University• Advisory Board - LKU’s Accredited Kanban Training program – Accredited Kanban Trainer (AKT) – Kanban Coaching Professional (KCP)• numerous Microsoft certifications – Microsoft Certified Trainer• 15 years of experience• specializes in helping organizations mature their software development and information technology practices• passionate about Application Lifecycle Management tooling, techniques, and mindsets and regularly talks and teaches on a wide range of ALM topics http://www.agileramblings.com
  • Why You Are Looking
  • Your Team’s Problems Lead time for Feature: 12 months “The business unit built that?” “That isn’t what we wanted.” Release Date: in 9-12 months“We’ve got 100s of bugs waiting.” “We’re waiting on other teams.” “We have to get this out right away!” ETA of Bug Fix: ??? “That feature doesn’t matter anymore.”“We don’t have staff for that project/work” “We’re really late.”
  • Your ProblemsThere is so much demand from the business, but I can’t grow my team. Our business partners are demanding greater predictability. It is so hard to find people for our team! We take a big hit when someone leaves. We can’t adapt to changing business conditions fast enough. We don’t manage risk in our projects well enough. “We’ve tried Agile and it didn’t work.” We don’t know how to change.
  • Problems• Quality problems eat up money/time/opportunity• Can’t deliver features quickly• Product is expensive to own/maintainWe need • More Capacity • Usually with same or less resources
  • Another Problem We’ve been trying tofix this for years!
  • Your Journey
  • You are here because…We have no process…Waterfall isn’t working… “If we just do it better…”Scrum is better but notmeeting your expectations “We do Scrum but…”
  • And…Adoption is hard!
  • Different Approaches to Change kaizenCapability kaikaku Time
  • Something different…KanbanMethod
  • WAIT!! kanban?kanban system?Kanban Method?
  • The Kanban Method is……an approach to incremental, evolutionary process change for organizations. http://en.wikipedia.org/wiki/Kanban_(development)
  • Kanban MethodSo Why The Kanban Method • Designed to… • Be context sensitive kaizen • Foster organizational learning • Be evolutionary • Simple rules to govern complex systems • Teams of people are systems • Agile methods can emerge • Fully embraces Agile Manifesto • Lean methods can emerge • Fully embraces Lean Software Development Principles • Tactic-agnostic • Catalyst for organizational improvement To make better
  • Kanban Method agileKanban Method • 4 principles lean • 6 practices… and it’s easy to get started
  • Kanban Method Principlesstart with what you do now agree to pursue incremental, evolutionary changeinitially, respect currentroles, responsibilities & jobtitles encourage acts of leadership
  • 6 CORE PRACTICESvisualizelimit WIPmanage flowmake process policies explicitdevelop feedback mechanismsimprove collaboratively
  • Visualize
  • Limit WIP
  • Manage Flow
  • Make Process Policies Explicit Explicit PoliciesExplicitPolicies
  • Develop Feedback Mechanisms
  • Improve Collaboratively with Science!
  • WHY ARE WE DOING ALL THIS?To create a LEARNING capability in our organization thatenables CONTINUOUS IMPROVEMENT!We must…• Have situational awareness• Have time to discover and implement kaizen opportunities• Create theories and experiment• Give ourselves opportunities to fail• Learn from your mistakes
  • Important PointsKanban Method does not change your underlying SDLC – Only scheduling and prioritization are changed to start – The underlying kanban system will be a model of what you currently doWe want to ensure work starts and completes as soon aspossible – Interrupts are expensive – Stop starting, start finishing, capture ROI – Frequent prioritization and execution is more Agile – On-demand is MOST Agile
  • The Benefits I’ve Seen• Better software• More effective teams• Deeper understanding of demand and capacity• Constantly improving teams• Exposed ConstraintsHappy People
  • Better Teams = Better Business • Predictability • Agility • Risk Management • Governance • Change Management
  • PredictabilityAchieved through reduced variabilityVariability is reduced through a deep understanding of the work,the team and a focus on smooth flow
  • Business AgilityDetermined by Time Replenishment Delivery Lead-timeKanban Method allows the decoupling ofreplenishment, delivery and lead time to enable tailoring ofprocess to the dynamics of the business domain
  • Risk ManagementKanban system exposesbusiness risk in terms oftype, quantity and rate ofdemand – Costs & benefits of frequent interaction with upstream and downstream partnersKnowledge coupled with capability allows us to mitigate riskVisualization of work allows quantitative understanding ofcurrent capability to deliver on current demand
  • GovernanceGovernance is achieved in a Kanban Methodimplementation through… • Boards • Explicit Policies • Stand-up • Ops Reviews • Managing change as work items
  • Change ManagementIn a Kanban Method implementation changeis…• Emergent• Initiated from within• Often managed as work
  • Myths About Kanban
  • Myth #1Kanban Method is an Agile Methodology
  • Myth #2Kanban Method competes directly with Scrum
  • Myth #3Kanban doesn’t have iterations
  • Myth #4Kanban works for Dev Ops, not for projects
  • Myth #4Kanban is a mini-waterfall methodology
  • Use The Tools You Already Have
  • Team Foundation Server 2012Team Foundation Server 2012 Visual Studio Team Foundation Server 2012 (TFS) is the collaboration platform at the core of Microsofts application lifecycle management (ALM) solution.
  • Tools Are EnablersVisualize
  • Tools Are EnablersVisualize CFD here
  • How You Can Get Here
  • Where to Start1. Find a Leader2. Get Foundational Knowledge3. Visualize Your Work4. Limit your WIP5. Focus on HIGH Quality
  • Call to Action• Engage• Attend our Accredited Core Kanban class with our Visual Studio day• Reach out to Dave • @agileramblings or dwhite@imaginet.com• Join the Community! • Lean-Kanban University • Come see us at Lean Kanban North America 2013 in Chicago! • kanbandev group (Yahoo) • Limited WIP Society or your local Kanban User Group
  • Want to know more...?
  • Imaginet’s New Visual Studio 2012 Website!Visit Imaginet’s Visual Studio 2012 website, your one-stop hubfor all your Visual Studio 2012 needs! http://visualstudio.imaginet.com
  • For attendees of today’s session that fill out the surveyFree Web Training Subscription OfferReceive 1 free Imaginet On Demand web training subscriptionGood for 1 person for 1 monthImaginet On Demand is the source for the best Application Lifecycle Management (ALM)training on the internet. Imaginet On Demand is a subscription-based training programfor the Visual Studio ALM tools, including Visual Studio, Team Foundation Server (TFS),Microsoft Test Manager, and Microsoft Visual Studio Lab Management.Learn Visual Studio at your pace, wherever and whenever you want. Its that simple!Imaginet’s ALM Assessment & Envisioning Workshop Interested? Just email us at info@imaginet.com. * 1 discount allowed per customer
  • Free Services from Imaginet & MicrosoftThere are a several Microsoft Programs that you might be able to leverage toget some free services from Imaginet:Deployment Planning Services (DPS) – Trade in your Microsoft SoftwareAssurance credits for some free TFS/ALM Deployment Planning ServicesPartner Services Credit (PSC) –Microsoft may pay us to help you successfullyadopt Visual Studio.Virtual Technical Specialist (VTS) hours –Are you eligible to receive some freeremote consulting/training hour? Ask us! Let us help you take advantage of these programs! Email info@imaginet.com and mention these Microsoft Programs
  • TFS / Visual Studio 2012 Upcoming Spring Workshops & Webcasts: Lean, Kanban, and TFS • March 21 (1:00-2:30pm CT)What’s New with Visual Studio and TFS 2012 • March 14 (1:00-2:30pm CT) • March 28 (1:00-2:30pm CT)
  • ALM Planning & Implementation ServicesALM Planning Testing• ALM Assessment & Envisioning Workshops • Manual Testing with Test Manager Quick Start (5 (3 or 5 days) days) • Visual Studio Testing Tools Quick Start• VS & TFS Migration Planning Workshop (10 days) (5 days) • Visual Studio Automated Testing Quick Start (5• Microsoft Dev. Tools Deployment Planning days) • TFS Deployment Planning (5 days) • Visual Studio Load Testing Quick Start • Visual SourceSafe to TFS Migration Planning (3 Days) (5 or 10 Days) • Visual Studio Quality Tools Deployment Planning (5 days) BuildsTFS Adoption or Upgrade • Automated Build & Release Management Quick Start (5 days)• TFS 2010 Adoption Quick Start (5 or 10 days) • Automated Build Center of Excellence (CoE)• TFS 2012 Adoption Quick Start Database (5 or 10 days) • Visual Studio Database Tools Quick Start (10 days)• TFS 2010 Upgrade Quick Start (10 days)• TFS 2012 Upgrade Quick Start (10 days) Integrations • Team Foundation Server (TFS) & Project ServerRemote Support Integration Quick Start (10 days)• Remote Support for TFS & Visual Studio • TFS & Quality Center Integration/Migration Quick Start (10 days)Lab• Visual Studio Lab Management Quick Start (10 days) Email us at:
  • Thank you http://www.imaginet.com http://visualstudio.imaginet.com twitter: @justimaginethttp://www.leankanbanuniversity.com http://tfs.visualstudio.com
  • For questions or more information, please contact us at:info@imaginet.com or (972) 607-4830 Remember to add http://blog.imaginet.com to your favorite reader!