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

    • 1. Kanban Explained:
      “Go with the flow”
      @jonRStahl
      jonstahl.com
    • 2. jon.stahl@leandog.com
      @jonRstahl
      Co-Founded 1 Year Ago
      BS in CIS
      + Econ Minor
      Grew up in Pittsburgh, in Clev last 18 years
    • 3. Leandog Studies
    • 7. Agile Audience
      Perspective
      Basic Understanding of
      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.
    • 14. 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!
    • 15. 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”
    • 16.
    • 17. See your limits!
      I could have carried more than that!
    • 18.
    • 19. 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
    • 20. 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
    • 21. Queue Signal:Update Cycle Time
    • 22. What Goes On A Card
    • 23. Your wait time from here is…
    • 24.
    • 25. Card Sizing
    • 26. 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
    • 27.
    • 28. 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
    • 29.
    • 30. 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
    • 31. More Queue Signals
    • 32. Team Signals: Agreements that Impact Cycle Time
    • 33. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
    • 34. 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
    • 35. Agile/Scrum Cadence
      Sprint/Iteration Close
      Show & Tell
      Review Velocity
      Retrospective
      Sprint/Iteration Open
      Target Velocity
      Review Cards
      Sign Up for Work
    • 36. 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
    • 37. 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
    • 38. 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
    • 39. Source: http://agileproductdesign.com by Jeff Patton – Great Read!
    • 40. David Anderson
      Dave Laribee
      Jeff Patton
      Mary & Tom Poppendieck
      HenrikKniberg
      Corey Ladas
      Yahoo! KANBANDEV
      Group
      PRACTICE, ADAPT, PRACTICE
    • 41. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.”
      - William Arthur Ward
    • 42. See Constraints
    • 43. “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
    • 44. Lessons Learned
      Our Learning's
    • 45. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
    • 46. Stikki Clips & Bingo

    • 47. Whole Team

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