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Eight Steps to Kanban

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Because transitioning to agile can be difficult—and often wrenching—for teams, many organizations are turning to kanban practices. Kanban, which involves just-in-time software delivery, offers a more …

Because transitioning to agile can be difficult—and often wrenching—for teams, many organizations are turning to kanban practices. Kanban, which involves just-in-time software delivery, offers a more gradual evolution to agile and is adaptable to many company cultures and environments. With kanban, developers pull work from a queue—taking care not to exceed a threshold for simultaneous tasks—while making progress visible to all. Alan Shalloway shares eight steps to adopt kanban in your team and organization. He begins with a value stream map of existing processes to establish an initial kanban board, providing transparency into the state of the current workflow. Another step is to establish explicit policies to define workflow changes and engender project visibility. Because kanban can easily be expanded to cover many parts of development, another step is to increase stakeholder involvement in the process. Join this interactive session to practice these key steps with hands-on exercises. By the end, you will have an initial plan for implementing kanban in your organization.

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  • 1.     TI Half‐day Tutorial  6/4/2013 8:30 AM                "Eight Steps to Kanban"       Presented by: Alan Shalloway Net Objectives                   Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • 2. Alan Shalloway Net Objectives With more than forty years of experience, the founder and CEO of Net Objectives Alan Shalloway is an industry thought leader in lean, kanban, product portfolio management, Scrum, and agile design. Alan helps companies transition enterprise-wide to lean and agile methods, and teach courses in these areas. He is the primary author of Lean-Agile Software Development: Achieving Enterprise Agility, Design Patterns Explained, Lean-Agile Pocket Guide for Scrum Teams, and Essential Skills for the Agile Developer. Cofounder and board member for the Lean Software and Systems Consortium, Alan is a popular speaker at prestigious conferences worldwide.  
  • 3. Lean-Agile Project Manager 4/12/2013 Eight Steps to Kanban Al Shalloway, CEO Net Objectives "Eight Steps to Kanban” KP November 2011 © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 2 1
  • 4. Lean-Agile Project Manager 4/12/2013 Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework Business ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manage ment Team technical process Lean Management Project Management Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns © Copyright Net Objectives, Inc. All Rights Reserved 3 Purpose of This Tutorial – Provides Essence of Lean – How to use Kanban to manage projects – How to start with Kanban © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 4 2
  • 5. Lean-Agile Project Manager 4/12/2013 AGENDA Beginnings Lean / Agility Flow Value Stream Mapping Kanban Explicit Policies Transitioning © Copyright Net Objectives, Inc. All Rights Reserved 5 Beginnings copyright 2012. Net Objectives, Inc. All Rights Reserved 3
  • 6. Lean-Agile Project Manager 4/12/2013 TABLE W ORK Issues with Software Development Issue 3 Issue 2 Issue 1 © Copyright Net Objectives, Inc. All Rights Reserved 7 Lean Agile copyright 2012. Net Objectives, Inc. All Rights Reserved 4
  • 7. Lean-Agile Project Manager 4/12/2013 © Copyright Net Objectives, Inc. All Rights Reserved 9 Agility is where you have Predictability of Business Value Realization @ agility © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 10 5
  • 8. Lean-Agile Project Manager 4/12/2013 deliver value at a consistent pace over the long haul © Copyright Net Objectives, Inc. All Rights Reserved 11 Lean Lean Thinking focuses on: • Value • Incrementally delivered by highest business value • Flow • Continual increments, high quality, fast • Eliminating Waste • Non-customer value activities • Inventory (anything invested in that’s not released). © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 12 6
  • 9. Business Priority 4/12/2013 Business Planning LEAN Business Staging Ready to Pull Iteration 0 Input Lean-Agile Project Manager Iterative Incremental Development Deployment Support & Feedback KANBAN ITERATIVE AGILE AGILE provides framework and practices for producing increments of functionality LEAN provides principles and practices which enable defining and prioritizing increments of highest business value © Copyright Net Objectives, Inc. All Rights Reserved 13 Flow and Delay copyright 2012. Net Objectives, Inc. All Rights Reserved 7
  • 10. Lean-Agile Project Manager 4/12/2013 Our Organizational Structure Inspired by Dan North, BSC/ADP 2012 © Copyright Net Objectives, Inc. All Rights Reserved 15 The Nature of Our Work © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 16 8
  • 11. Lean-Agile Project Manager 4/12/2013 We Manage This Way even though our value flows this way © Copyright Net Objectives, Inc. All Rights Reserved 17 Hierarchical vs. Lean Management What they can manage What they need to manage Their people • How busy they are • Their “productivity” The quality of work of their people © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 18 9
  • 12. Lean-Agile Project Manager 4/12/2013 Hierarchical vs. Lean Management What they can manage What they need to manage Their people • How busy they are • Their “productivity” The quality of work of their people Time-to-market Effects of upstream groups on their teams Effects of downstream groups on their teams © Copyright Net Objectives, Inc. All Rights Reserved 19 Who is managing the value? © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 20 10
  • 13. Lean-Agile Project Manager 4/12/2013 Time-to-Market © Copyright Net Objectives, Inc. All Rights Reserved 21 Where Is Our Time Spent? What percent of our time do we spend working versus waiting? How would you know? No one is managing this in most companies. Waiting Adding Value Waiting Adding Value Adding Value Adding Value Adding Value Adding Value © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 22 11
  • 14. Lean-Agile Project Manager 4/12/2013 What happens when adding value is delayed? • Between getting requirements • • and using them? Between writing a bug and it being detected? Between two groups getting out of sync? © Copyright Net Objectives, Inc. All Rights Reserved 23 The Whole Picture © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 24 12
  • 15. Lean-Agile Project Manager 4/12/2013 First Order Solution – Create Cross Functional Teams © Copyright Net Objectives, Inc. All Rights Reserved 25 First Order Solution © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 26 13
  • 16. Lean-Agile Project Manager 4/12/2013 Leaves Several Problems How do we handle dependencies? How do we feed the teams? How do we handle product portfolio management? What do we do with those that don’t quite fit the model? © Copyright Net Objectives, Inc. All Rights Reserved How do we best integrate? 27 Lean Changes Our View • Tells us to look at the workflow, • • not the people We can’t manage it if we don’t see it Managing the workflow indirectly is not as powerful as managing workflow directly © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 28 14
  • 17. Lean-Agile Project Manager 4/12/2013 how much of what you do is valuable? rework? 29 © Copyright Net Objectives, Inc. All Rights Reserved Customer: I need new features yesterday Devs hear: Get it done; Fast, at all costs! code base: Exponential increase in time to add features code base: Sloppy changes code base: Increased defects code base: Increased complexity © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved _s 30 15
  • 18. Lean-Agile Project Manager 4/12/2013 Testers are overloaded further delays in feedback Testing occurs long after coding Devs don’t get immediate feedback Testers w/more work Systems w/more defects Devs create more defects © Copyright Net Objectives, Inc. All Rights Reserved _s 31 What Work Do You Do? Getting Requirements Design Re-doing requirements Planning Collaboration Working from old requirements Programming Testing Integration “Fixing” bugs Deployment Documentation “Integration” errors Training Building unneeded features Overbuilding frameworks Essentially duplicating components © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 32 16
  • 19. Lean-Agile Project Manager 4/12/2013 DELAY IS finding redoing reworking waiting hand-offs bottlenecks information delay untested code unread requirements transaction related coordination related © Copyright Net Objectives, Inc. All Rights Reserved @ waste, delay, and complexity 33 Value Stream Mapping copyright 2012. Net Objectives, Inc. All Rights Reserved 17
  • 20. Lean-Agile Project Manager 4/12/2013 The Software Development Value Stream Concept New Requirements Regional Coordinators Business Leaders Trainers & Educators Product Managers Business Customers Customer Consumption Product Champion(s) Capabilities Software Release Software Product Ops & Support Product Related Shared Components Product Related Shared Components Product Related Development 35 © Copyright Net Objectives, Inc. All Rights Reserved Request Design Approve Review Reqts Sign Off Code Analysis Test Deploy 1. Identify the actions taken in the value stream © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 36 18
  • 21. Lean-Agile Project Manager 4/12/2013 Request Approve Reqts Sign Off Analysis 0.5 hrs 8 hrs 160 hrs 8 hrs 100 hrs Design Review Code Test Deploy 120 hrs 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 37 © Copyright Net Objectives, Inc. All Rights Reserved Request Approve Reqts Sign Off Analysis 0.5 / 0.0 hr .1 / 7.9 hrs 60 / 100 hrs 1 / 7 hrs 40 / 60 hrs 0.5 hrs 8 hrs 160 hrs 8hrs 100 hrs Design Review Code Test Deploy 40 / 80 hrs 2 / 0 hrs 80 / 200 hrs 40 / 200 hrs 3 / 5 hrs 120 hrs 2 hrs 280 hrs 240 hrs 8 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 38 19
  • 22. Lean-Agile Project Manager 4/12/2013 Request 0.5 / 0.0 hr Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 80 hrs 40 / 60 hrs 8hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 2 / 0 hrs 160 hrs Code 80 hrs 2 hrs 120 hrs Test 80 / 200 hrs 80 hrs Deploy 40 / 200 hrs 3 / 5 hrs 80 hrs 8 hrs 240 hrs 280 hrs 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 39 © Copyright Net Objectives, Inc. All Rights Reserved Request 0.5 / 0.0 hr Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 80 hrs 40 / 60 hrs 8hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 160 hrs 2 / 0 hrs 2 hrs 120 hrs Code 80 hrs 80 / 200 hrs Test 80 hrs 40 / 200 hrs 240 hrs 280 hrs 20% rejected Repeat 1X Deploy 80 hrs 3 / 5 hrs 8 hrs 65% defective Repeat 3X 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 12 April 2013 40 20
  • 23. Lean-Agile Project Manager 4/12/2013 Request Request 0.5 / 0.0 hrs / 0.0 hrs Reqts Approve 320 hrs .1 / 7.9 hrs 80 hrs Analysis Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 40 / 60 hrs 80 hrs 8 hrs 8hrs 100 hrs 80 hrs Review Review Design 40 / 80 hrs 2 / 0 hrs 160 hrs Code 80 hrs 2 hrs 120 hrs Test 80 / 200 hrs 80 hrs 3 / 5 hrs 80 hrs 8 hrs 240 hrs 280 hrs 20% rejected Repeat 1X Deploy Deploy 40 / 200 hrs 65% defective 65% defective Repeat 3X Repeat 3X 509 hrs PCE = 3433 hrs = 14.9% 1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required Avg Time Worked Avg Time Worked 6. Calculate Process Cycle Efficiency: Total Cycle Time Total 41 © Copyright Net Objectives, Inc. All Rights Reserved Request 0.5 / 0.0 hrs Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 80 hrs 40 / 60 hrs 8hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 160 hrs 2 / 0 hrs 2 hrs 120 hrs Code 80 hrs 80 / 200 hrs Test 80 hrs 80 hrs 65% defective 65% defective Repeat 3X Repeat 3X 3 / 5 hrs 8 hrs 240 hrs 280 hrs 20% rejected Repeat 1X Deploy 40 / 200 hrs 3433 – 509 = 2924 Which gives a better return? Getting better at what you do © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved Eliminating delays between what you do 42 21
  • 24. Lean-Agile Project Manager 4/12/2013 Time Available for New Features % of capacity Maximum capacity of the team Time to add new functionality Time Spent Fixing Bugs Within and Across Systems Current ??? Years? Years in future © Copyright Net Objectives, Inc. All Rights Reserved 43 Here’s a spot! …and another! © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 44 22
  • 25. Lean-Agile Project Manager 4/12/2013 The Dot Game © Copyright Net Objectives, Inc. All Rights Reserved 45 Kanban copyright 2012. Net Objectives, Inc. All Rights Reserved 23
  • 26. Lean-Agile Project Manager 4/12/2013 Kanban at the Imperial Gardens © Copyright Net Objectives, Inc. All Rights Reserved kanban improves quality and lowers cost by eliminating delays by managing WIP © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 47 48 24
  • 27. Lean-Agile Project Manager 4/12/2013 Request 0.5 / 0.0 hr Approve 320 hrs .1 / 7.9 hrs Reqts 80 hrs Analysis 1 / 7 hrs 320 hrs 160 hrs 8 hrs 0.5 hrs Sign Off 60 / 100 hrs 80 hrs 40 / 60 hrs 8hrs 100 hrs 80 hrs Review Design 40 / 80 hrs 160 hrs 2 / 0 hrs 2 hrs 120 hrs Code 80 hrs 80 / 200 hrs Test 80 hrs 40 / 200 hrs 240 hrs 280 hrs 20% rejected Repeat 1X Deploy 80 hrs 3 / 5 hrs 8 hrs 65% defective Repeat 3X © Copyright Net Objectives, Inc. All Rights Reserved 12 April 2013 49 © Copyright Net Objectives, Inc. All Rights Reserved map to kanban board 50 Waiting for approval -- Product Managers -- 320 copyright 2012. Net Objectives, Inc. All Rights Reserved 25
  • 28. Lean-Agile Project Manager 4/12/2013 Waiting for approval Working on approval -- Product Managers -- 320 .1 8 © Copyright Net Objectives, Inc. All Rights Reserved map to kanban board 51 © Copyright Net Objectives, Inc. All Rights Reserved map to kanban board 52 Waiting for approval Working on approval Ready for Requirements -- Product Managers -- 320 .1 8 80 copyright 2012. Net Objectives, Inc. All Rights Reserved 26
  • 29. Lean-Agile Project Manager 4/12/2013 .1 8 Requirements Working on approval 320 Ready for Requirements Waiting for approval -- Product Managers -- 60 80 160 © Copyright Net Objectives, Inc. All Rights Reserved map to kanban board 53 Ready for sign off .1 8 Requirements Working on approval 320 Ready for Requirements Waiting for approval -- Product Managers -- 60 80 160 320 map value stream to kanban board 54 © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 27
  • 30. Lean-Agile Project Manager 4/12/2013 Sign Off -------------------------------------- Development Team -------------------------------------- Ready for sign off .1 8 60 80 160 320 1 8 Requirements Working on approval 320 Ready for Requirements Waiting for approval -- Product Managers -- map value stream to kanban board 55 © Copyright Net Objectives, Inc. All Rights Reserved Ready for Deplay Deplay 40 80 240 80 3 8 Done Test 80 80 280 Ready for Test Code 2 2 Ready for Code Review 40 80 120 160 Design Ready for Review 40 80 100 Ready for Design 1 8 Analysis 60 80 160 320 Ready for Analysis Sign Off -------------------------------------- Development Team -------------------------------------- Ready for sign off .1 8 Requirements Working on approval 320 Ready for Requirements Waiting for approval -- Product Managers -- map value stream to kanban board 56 © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 28
  • 31. Lean-Agile Project Manager 4/12/2013 Lean time Kanban queue size limits limits 57 © Copyright Net Objectives, Inc. All Rights Reserved Kanban Work Item Tracking # If late against the target lead time Description Entry Date * Required Delivery Date © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 58 29
  • 32. Lean-Agile Project Manager 4/12/2013 Ready for Deploy Deploy 40 80 240 80 3 8 © Copyright Net Objectives, Inc. All Rights Reserved Done Test 80 80 280 Ready for Test Code 2 2 Ready for Code Review 40 80 120 160 Design Ready for Review 40 80 100 Ready for Design 1 8 Analysis 60 80 160 320 Ready for Analysis Sign Off -------------------------------------- Development Team -------------------------------------- Ready for sign off .1 8 Requirements Working on approval 320 Ready for Requirements Waiting for approval -- Product Managers -- map to kanban board 59 PULL Queuing theory Capacity utilization No multi-tasking © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 60 30
  • 33. Lean-Agile Project Manager 4/12/2013 Pull Work enters a queue. When someone needs new work, they pull from the queue Work goes through stages. When work is done in a stage, it flows to next stage. Until it is done © Copyright Net Objectives, Inc. All Rights Reserved 61 Laying out the Kanban Board copyright 2012. Net Objectives, Inc. All Rights Reserved 31
  • 34. Lean-Agile Project Manager 4/12/2013 63 © Copyright Net Objectives, Inc. All Rights Reserved Entry and Exit Criteria Entry < 5 requests, sequenced order Exit Entry Specify SME defined Exit Readiness Dev Stories written Complete design review Test cases UAT & IST defined © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 64 32
  • 35. Lean-Agile Project Manager 4/12/2013 You don’t discuss the process because you must follow it. You discuss it to help people understand what each other is doing. © Copyright Net Objectives, Inc. All Rights Reserved 65 Buffers, queue limits, and WIP 66 © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 33
  • 36. Lean-Agile Project Manager 4/12/2013 Tiers expand, collapse to track work 67 © Copyright Net Objectives, Inc. All Rights Reserved Expediting and swim lanes 68 © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 34
  • 37. Lean-Agile Project Manager 4/12/2013 Expediting and SWIP 69 © Copyright Net Objectives, Inc. All Rights Reserved A kanban board simulation 4 5 Bus Req Spec. Spec. Comp. 3 Dev. ready 4 Dev. 2 Dev. Comp. 2 Build ready Test Release ready Stage Prod. “Standard” Blocked Flow “Defect” “Fixed Date” Courtesy Olav Maassen QNH © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 70 35
  • 38. Lean-Agile Project Manager 4/12/2013 5 Input Queue 4 8 Analysis 2 Dev & Test Dev In Prog Done In Prog Done 2 Test Ready Test Release Ready ... Open Column for Concurrent Activities 71 Courtesy David J. Anderson © Copyright Net Objectives, Inc. All Rights Reserved 5 4 4 Input Queue Analysis 2 2 Test Ready Test 4 In Prog Done Dev In Prog Done Release Ready ... Combine Split 4 Test Dev In Prog Courtesy David J. Anderson Split Column for Concurrent Activities 72 © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 36
  • 39. Lean-Agile Project Manager 4/12/2013 5 Input Queue 4 8 Analysis In Prog UI Design In Prog Done 2 Test Ready Done 2 Test Release Ready ... Security Persistence Business Logic Split Column for Multiple unordered activities Courtesy David J. Anderson 73 © Copyright Net Objectives, Inc. All Rights Reserved Monitoring flow: Kanban for portfolio Status Backlog Specify (right size) Execute Validate Done/ Released Support From Roadmap Project X Project Y Project Z WIP Limit 14 4 3 3 Smooth Flow © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 74 37
  • 40. Lean-Agile Project Manager 4/12/2013 Classes of Service influence the behavior of the work Time Risk Flow Policy Expedite Special handling Date driven Normal Intangible 75 © Copyright Net Objectives, Inc. All Rights Reserved Classes of Service User Story Developer Story Spike Outside Impact Maintenance Date Required Expedite Impediment Red Flag Issue @ service level agreements © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 76 38
  • 41. Lean-Agile Project Manager 4/12/2013 Explicit Policies Essence of Kanban Visualize the work being done so you can balance the workload across your people to increase their efficiency Stop Starting Start Finishing and © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 78 39
  • 42. Lean-Agile Project Manager 4/12/2013 Explicit Policies         Process Flow Input Cadence Output Cadence Work in Process Limits Definition of Done Entry and Exit Criteria Handling Rework Handling Classes of Service © Copyright Net Objectives, Inc. All Rights Reserved 79 the SILVER card when and what to challenge © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 80 40
  • 43. Lean-Agile Project Manager 4/12/2013 Flow Measurement 40 35 number of stories 30 25 20 15 10 Backlog Analysis 5 Implmnt Test Done 0 0 1 2 3 4 5 6 7 8 9 week number @ cumulative flow diagram © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 82 41
  • 44. Lean-Agile Project Manager 4/12/2013 40 35 number of stories 30 25 20 15 10 Backlog Analysis 5 Implmnt Test Done 0 0 1 2 3 4 5 6 7 8 9 week number © Copyright Net Objectives, Inc. All Rights Reserved 83 WIP Limits copyright 2012. Net Objectives, Inc. All Rights Reserved 42
  • 45. Lean-Agile Project Manager 4/12/2013 More mindset than toolset… Start where you are Enables you to improve your methods In the way you talk about and view your work In the way you manage your work © Copyright Net Objectives, Inc. All Rights Reserved 85 WIP Limit… Governs maximum number of work items that can be in a state at any instant. Below its limit: Pull a work item from upstream At its limit: Wait for an item to be done and flowed downstream © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 86 43
  • 46. Lean-Agile Project Manager 4/12/2013 Little’s Law Average number of projects is correlated with: Average Rate Started * Average Time in System Project size increases # of active projects goes up Task switching goes up Average length of projects goes up Delays go up © Copyright Net Objectives, Inc. All Rights Reserved 87 Setting WIP Limits  Want flow to be consistent across value stream  Set on – Overall flow – Resource allocation – Size of work items © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 88 44
  • 47. Lean-Agile Project Manager 4/12/2013 Methods to Limit WIP Organizing work by type Backlog Analysis &Design Doing Code Ready Test Doing Ready Deploy Production Doing Ready Doing Done Test Ready to Deploy Ready Deploy Production Doing Done Deploy Production Doing Done Organizing work to smallest level Backlog Analysis & Dssign Doing Ready to Code Ready Code Doing Ready to Test Ready Doing Organizing work to make decisions Backlog Analysis &Design Doing Done Code Doing Test Done Doing Done © Copyright Net Objectives, Inc. All Rights Reserved 89 Transitioning To Kanban copyright 2012. Net Objectives, Inc. All Rights Reserved 45
  • 48. Lean-Agile Project Manager 4/12/2013 Getting Started with Kanban • Kanban as a Development Process and Change Management System © Copyright Net Objectives, Inc. All Rights Reserved 91 Transition Risk © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 92 46
  • 49. Lean-Agile Project Manager 4/12/2013 Risks  Not understanding root cause of issues  Assuming one size fits all  Challenges outside of product development team – Hard to get ancillary organizations to adopt agile  Lack of true teams – Calling a team “team” is not enough  Poor technical practices © Copyright Net Objectives, Inc. All Rights Reserved 93 Amount of change attempted Ideal Rate of Change Dependent Upon Ability to Handle Change Ability to change © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 94 47
  • 50. Lean-Agile Project Manager 4/12/2013 Getting started with kanban David Anderson. XTC, London 2009, October  Agree to goals         Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it © Copyright Net Objectives, Inc. All Rights Reserved 95 Getting started with kanban David Anderson. XTC, London 2009, October  Agree to goals  Map the value stream – Define where you start – Define where you finish        Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 96 48
  • 51. Lean-Agile Project Manager 4/12/2013 Getting started with kanban David Anderson. XTC, London 2009, October  Agree to goals  Map the value stream  Define a set of work item types – User stories – Bugs – …       Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it 97 © Copyright Net Objectives, Inc. All Rights Reserved Getting started with kanban David Anderson. XTC, London 2009, October  Agree to goals  Map the value stream  Define a set of work item types  Meet with external stakeholders – – – – –      Set WIP limits Agree to input cadence Agree to delivery cadence Agree to classes of service (minimum 2, typically 5-6). Agree to cycle cadence for each level of service Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 98 49
  • 52. Lean-Agile Project Manager 4/12/2013 Getting started with kanban David Anderson. XTC, London 2009, October     Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders  Create board for tracking     Agree to standup Agree to operational review Educate the team Start doing it © Copyright Net Objectives, Inc. All Rights Reserved 99 Getting started with kanban David Anderson. XTC, London 2009, October      Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking  Agree to standup  Agree to operational review  Educate the team  Start doing it © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 100 50
  • 53. Lean-Agile Project Manager 4/12/2013 The daily rhythm of work Stand-up • Do we have a bottleneck? • • • • • (congestion or gaps in the queues?) Do we have a blocker not dealt with? Are we keeping to WIP limits? Are priorities clear? What did we do yesterday? What are we planning today? After the Stand-up • Update charts • Remove done items off the board © Copyright Net Objectives, Inc. All Rights Reserved 101 Discussion points WIP Limits Stories in process for more than five days (stalled) Impediments (inter-team) Issues (intra-team) Empty spots on the board © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 102 51
  • 54. Lean-Agile Project Manager 4/12/2013 Getting started with kanban David Anderson. XTC, London 2009, October       Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup  Agree to operational review  Educate the team  Start doing it © Copyright Net Objectives, Inc. All Rights Reserved 103 Getting started with kanban David Anderson. XTC, London 2009, October        Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review  Educate the team  Start doing it © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 104 52
  • 55. Lean-Agile Project Manager 4/12/2013 Getting started with kanban David Anderson. XTC, London 2009, October         Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team  Start doing it © Copyright Net Objectives, Inc. All Rights Reserved 105 Wrap Up Not an ending, but a beginning copyright 2012. Net Objectives, Inc. All Rights Reserved 53
  • 56. Lean-Agile Project Manager 4/12/2013 Summary  Focus on understanding the nature of your work       – – – – Value Flow Waste Transparency Visualize your workflow Make agreements Break work into small items Discuss your workflow Refine your work flow to improve it Deliver Quality 107 © Copyright Net Objectives, Inc. All Rights Reserved Net Objectives’ Webinars Business & Agile Webinar Series – April – December 2013  An Introduction to Agile from a Business / Executive Point of View  Agile Implementations: Overviews of Scrum, Kanban, and Scrumban  How to Start an Agile Implementation  Team Kanban: Manifesting Lean at the Team Level  Enhancing and Extending Scrum With Lean  Patterns of Scaling Agile Across Teams  Patterns of Scaling Agile Across an Enterprise (will discuss the Scaled Agile Framework as well as our own Lean-Agile Roadmap  The Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption Technical Agility Series  Technical Agility: What Design Patterns Were Made For  Emergent Design: The Practical Application of Design Patterns in the Agile World  Acceptance Test-Driven Development: An Essential Practice That Saves More Time Than It Takes  Sustainable Test-Driven Development: How to Have TDD Improve Your Designs and Tests Without Slowing You Down See www.netobjectives.com/events to learn more Register at www.netobjectives.com/register for slides & more © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved _s 108 54
  • 57. Lean-Agile Project Manager 4/12/2013 Thank You!     Register at www.netobjectives.com/register See www.netobjectives.com/resources Contact me at alshall@netobjectives.com Twitter tag @alshalloway © Copyright Net Objectives, Inc. All Rights Reserved Q U E S T I O N S ? Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework Business ASSESSMENTS CONSULTING T RAINING COACHING Lean Enterprise Manage ment Team technical copyright © 2010 Net Objectives109 Inc. For more info on free resources see: www.netobjectives.com/resources process Lean Management Project Management Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns © Copyright Net Objectives, Inc. All Rights Reserved copyright 2012. Net Objectives, Inc. All Rights Reserved 110 55

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