Kanban Explained:<br />“Go with the flow”<br />@jonRStahl<br />jonstahl.com<br />
jon.stahl@leandog.com<br />@jonRstahl<br />Co-Founded 1 Year Ago<br />BS in CIS <br />+ Econ Minor<br />Grew up in Pittsbu...
Leandog Studies	<br /><ul><li>Scrum
eXtreme Programming
Lean
Group Dynamics</li></li></ul><li>
Agile Audience<br />Perspective<br />Basic Understanding of<br /><ul><li>Whole / Standing Teams
Story Carding
Sprint/Iteration Planning
Card Estimation
Velocity
Stand Ups
Show & Tells</li></ul>Practicing for 1 year<br />IT Orgs from 10 to 2000<br />Implemented at 8 clients, many teams<br />Co...
Our Backlog<br />See The Whole<br />More Queue Signals<br />Team Signals<br />Retrospective Board<br />Team Process Change...
Kanban pronounced [kamban]<br />Signboard or Billboard<br />Kan means "visual," and ban, means "card" or "board” <br />Is ...
See your limits!<br />I could have carried more than that!<br />
Work In Progress (WIP) Board<br />Create Columns for Each Step in your process<br />Pick Limits for “Active” Queues (team ...
WIP Board<br />Visible feature goals to minimize thrashing<br />MMF = minimal marketable feature <br />or MUF = minimal us...
Queue Signal:Update Cycle Time<br />
What Goes On A Card<br />
Your wait time from here is…<br />
Card Sizing <br />
Cycle Time / Throughput<br />Goal is to get optimum flow<br />How many days does it take to flow through the team once it ...
Backlog Board<br />3 Queues to show priorities<br />Set back log limit for each board to equal number of slots on WIP<br /...
Yin Yang Kaizen<br />yin yang = Chinese, used to describe how seemingly disjunct or opposing forces are interconnected & i...
More Queue Signals<br />
Team Signals: Agreements that Impact Cycle Time<br />
Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.<br />
Retrospective Board<br />Retro’s Scheduled Bi-Weekly<br />Courage comes easier when together, so we recommend scheduled re...
Agile/Scrum Cadence<br />Sprint/Iteration Close<br />Show & Tell<br />Review Velocity<br />Retrospective<br />Sprint/Itera...
Flow is Continuous<br />Sprint/Iteration Close<br />Show & Tell  Triggered or Scheduled<br />Review Velocity<br />Retrosp...
What’s Changed:Optimize/Continuous Flow<br />No Iteration Planning Meetings<br />FIFO work order, don’t sign up<br />Cycle...
Daily Scrum/Standup	<br />Used to Be<br />What did I do yesterday<br />What am I going to do today<br />Do I have any road...
Source:  http://agileproductdesign.com by Jeff Patton – Great Read!<br />
David Anderson<br />Dave Laribee<br />Jeff Patton<br />Mary & Tom Poppendieck<br />HenrikKniberg<br />Corey Ladas<br />Yah...
“The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” <br />        ...
See Constraints<br />
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Seeing Constraints, Kanban Explained by Jon Stahl

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I am passionate about kanban because without a lot of ceremony and time, I can get a team to self organize and communicating at a whole new level. Since constraints become visible, it allows people to be more willing to go out of their comfort zone and thus wear any hat that it takes to produce quality software. Seeing constraints, pulling value and eliminating waste is the goal of practicing kanban. This would be a "kanban explained" session for those who are not familiar with this practice. I use physical boards to illustrate the concepts and encourage good dialogue. We will discuss several types of kanban boards such as WIP, backlog and retrospectives.

This presentation has been tested at many user group meetings, at clients and conferences such as Agile 2009 & CodeMash 2010. The session takes 1 hour to present, 1 1/2 hours to have good dialogue during the presentation.

Kanban, while not a new concept, nor complex - it is often misunderstood by those who don't practice it. Intended audience is for people that understand agile story wall concepts and whole team. The best audience is a Scrum master who will learn how kanban can take their craft to the next level of a self organizing teams by seeing, not hearing about constraints.

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  • Then there is the view that the internet is a series of trucks.People hate twitter. At first, I mean; did you hate twitter?
  • Seeing Constraints, Kanban Explained by Jon Stahl

    1. 1. Kanban Explained:<br />“Go with the flow”<br />@jonRStahl<br />jonstahl.com<br />
    2. 2. jon.stahl@leandog.com<br />@jonRstahl<br />Co-Founded 1 Year Ago<br />BS in CIS <br />+ Econ Minor<br />Grew up in Pittsburgh, in Clev last 18 years<br />
    3. 3. Leandog Studies <br /><ul><li>Scrum
    4. 4. eXtreme Programming
    5. 5. Lean
    6. 6. Group Dynamics</li></li></ul><li>
    7. 7. Agile Audience<br />Perspective<br />Basic Understanding of<br /><ul><li>Whole / Standing Teams
    8. 8. Story Carding
    9. 9. Sprint/Iteration Planning
    10. 10. Card Estimation
    11. 11. Velocity
    12. 12. Stand Ups
    13. 13. Show & Tells</li></ul>Practicing for 1 year<br />IT Orgs from 10 to 2000<br />Implemented at 8 clients, many teams<br />Coach IT and Business<br />Proven to work for large programs<br />Convert existing agile teams or start new.<br />Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.<br />
    14. 14. Our Backlog<br />See The Whole<br />More Queue Signals<br />Team Signals<br />Retrospective Board<br />Team Process Changes<br />Credit<br />Q&A<br />Kanban<br />Create the WIP Queues<br />Set Limits<br />Pull Value<br />MMF / MUF<br />Cycle Time / Throughput<br />Backlog Boards<br />Stahl Warning: I talk fast so stop me if necessary, I don’t mind!<br />
    15. 15. Kanban pronounced [kamban]<br />Signboard or Billboard<br />Kan means "visual," and ban, means "card" or "board” <br />Is a signaling system to trigger action<br />Uses cards to signal the need for work to be done<br />Another Toyota Lean lesson focusing on Just in Time production<br />Example: 20 car doors, 5 left = “time to make more doors”<br />
    16. 16.
    17. 17. See your limits!<br />I could have carried more than that!<br />
    18. 18.
    19. 19. Work In Progress (WIP) Board<br />Create Columns for Each Step in your process<br />Pick Limits for “Active” Queues (team size divided by 2 or just be logical)<br />Set “Wait” Queues to 2 or 3, keep small, Eliminate waste, get feedback<br />FIFO<br />If a slot is full, can’t start more work (A.K.A. PULL)<br />Team sets Queue sizes to be most efficient, experiment<br />Designed to Limit WIP, More WIP means slower flow<br />
    20. 20. WIP Board<br />Visible feature goals to minimize thrashing<br />MMF = minimal marketable feature <br />or MUF = minimal usable feature<br />Can Only reorder in “Wait” Queue to move MUF forward<br />Put Team Signals/Rules Above WIP<br />Queue & Cross Team Signals On Bottom <br />Could add a Queue for External Team<br />3 Rules: Strict Limit, Pull Value, Visible<br />
    21. 21. Queue Signal:Update Cycle Time<br />
    22. 22. What Goes On A Card<br />
    23. 23. Your wait time from here is…<br />
    24. 24.
    25. 25. Card Sizing <br />
    26. 26. Cycle Time / Throughput<br />Goal is to get optimum flow<br />How many days does it take to flow through the team once it enters the WIP?<br />Keep a chart: Wait/Cycle Time for each card size<br />Good teams/systems: XS to Medium cards, Large = Bad<br />If 22 ~same size cards in WIP, track 22 as well <br />Velocity is a trailing indicator<br />Throughput is a measure of demonstrated capacity<br />
    27. 27.
    28. 28. Backlog Board<br />3 Queues to show priorities<br />Set back log limit for each board to equal number of slots on WIP<br />Make assumption relative sizes will be close<br />Same number of items in WIP on each board (22 in this example)<br />Can now forecast based on logical assumptions<br />Schedule Regular Backlog Honing meetings with customer, Rules at Top<br />Trigger Release Planning Meetings when necessary<br />
    29. 29.
    30. 30. Yin Yang Kaizen<br />yin yang = Chinese, used to describe how seemingly disjunct or opposing forces are interconnected & interdependent in the natural world, giving rise to each other in turn<br />kaizen = Japanese for “improvement”<br />Yin = WIP Board<br />Yang = Continuous Improvement, Retrospective Board<br />If WIP takes all the demand, no room for continuous improvement<br />A congested highway does not flow efficiently.<br />Must allow room for. improvement<br />
    31. 31. More Queue Signals<br />
    32. 32. Team Signals: Agreements that Impact Cycle Time<br />
    33. 33. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.<br />
    34. 34. Retrospective Board<br />Retro’s Scheduled Bi-Weekly<br />Courage comes easier when together, so we recommend scheduled retro’s <br />Take New items and rework board to limit of 12<br />AND have a retro when New limit is reached<br />Columns: New, Backlog, Next, In Progress, Show & Tell, Done<br />Developer could have worked on Retro Wall<br />Requires strong team to have courage to post new items<br />
    35. 35. Agile/Scrum Cadence<br />Sprint/Iteration Close<br />Show & Tell<br />Review Velocity<br />Retrospective<br />Sprint/Iteration Open<br />Target Velocity<br />Review Cards<br />Sign Up for Work<br />
    36. 36. Flow is Continuous<br />Sprint/Iteration Close<br />Show & Tell  Triggered or Scheduled<br />Review Velocity<br />Retrospective  Triggered & Scheduled<br />Sprint/Iteration Open<br />Target Velocity<br />Review Cards<br />Sign Up for Work<br />
    37. 37. What’s Changed:Optimize/Continuous Flow<br />No Iteration Planning Meetings<br />FIFO work order, don’t sign up<br />Cycle Time replaces velocity, always updated<br />Signal Event<br />Show & Tell<br />RPM<br />Scheduled Events <br />Retrospectives<br />Releases per MMF/MUF or Cadence<br />
    38. 38. Daily Scrum/Standup <br />Used to Be<br />What did I do yesterday<br />What am I going to do today<br />Do I have any road blocks<br />Could Now Be<br />How are things flowing?<br />Team stands and reviews the WIP<br />Talk about blocks & constraints<br />Downstream work is most important<br />Take Turns with each person “reading” the flow<br />
    39. 39. Source: http://agileproductdesign.com by Jeff Patton – Great Read!<br />
    40. 40. David Anderson<br />Dave Laribee<br />Jeff Patton<br />Mary & Tom Poppendieck<br />HenrikKniberg<br />Corey Ladas<br />Yahoo! KANBANDEV<br />Group<br />PRACTICE, ADAPT, PRACTICE<br />
    41. 41. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” <br /> - William Arthur Ward<br />
    42. 42. See Constraints<br />
    43. 43. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward<br />Fire Away! ;)<br />QUESTIONS only please<br />
    44. 44. Lessons Learned<br />Our Learning's<br />
    45. 45. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.<br />
    46. 46. Stikki Clips & Bingo<br /><br />
    47. 47. Whole Team<br />
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