Seeing Constraints, Kanban Explained by Jon Stahl
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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 ...

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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  • Thanks for the slides. We've been using Trello for about 6-months now. It's had strong adoption in our Dev group, but weak adoption across other departments. The problem is that the value of Kanban was never communicated to the team. Thank you for sharing as this will help spread the word.
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Seeing Constraints, Kanban Explained by Jon Stahl Seeing Constraints, Kanban Explained by Jon Stahl Presentation Transcript

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

  • Whole Team