TI
Half‐day Tutorial 
6/4/2013 8:30 AM 
 
 
 
 
 
 
 

"Eight Steps to Kanban"
 
 
 

Presented by:
Alan Shalloway
Ne...
Alan Shalloway
Net Objectives
With more than forty years of experience, the founder and CEO of Net Objectives Alan
Shallow...
Lean-Agile Project Manager

4/12/2013

Eight Steps to Kanban
Al Shalloway, CEO
Net Objectives
"Eight Steps to Kanban”

KP ...
Lean-Agile Project Manager

4/12/2013

Lean for Executives
Product Portfolio Management
Business Product Owner
Scaled Agil...
Lean-Agile Project Manager

4/12/2013

AGENDA
Beginnings
Lean / Agility
Flow
Value Stream Mapping
Kanban
Explicit Policies...
Lean-Agile Project Manager

4/12/2013

TABLE W ORK
Issues with Software Development

Issue 3
Issue 2
Issue 1

© Copyright ...
Lean-Agile Project Manager

4/12/2013

© Copyright Net Objectives, Inc. All Rights Reserved

9

Agility
is where you have
...
Lean-Agile Project Manager

4/12/2013

deliver value
at a
consistent pace
over the
long haul

© Copyright Net Objectives, ...
Business
Priority

4/12/2013

Business
Planning

LEAN

Business
Staging

Ready
to Pull

Iteration
0

Input

Lean-Agile Pro...
Lean-Agile Project Manager

4/12/2013

Our Organizational Structure

Inspired by Dan North, BSC/ADP 2012
© Copyright Net O...
Lean-Agile Project Manager

4/12/2013

We Manage This Way

even though our value flows this way
© Copyright Net Objectives...
Lean-Agile Project Manager

4/12/2013

Hierarchical vs. Lean Management
What they can manage

What they need to manage

Th...
Lean-Agile Project Manager

4/12/2013

Time-to-Market

© Copyright Net Objectives, Inc. All Rights Reserved

21

Where Is ...
Lean-Agile Project Manager

4/12/2013

What happens when
adding value is delayed?
• Between getting requirements
•
•

and ...
Lean-Agile Project Manager

4/12/2013

First Order Solution – Create Cross
Functional Teams

© Copyright Net Objectives, I...
Lean-Agile Project Manager

4/12/2013

Leaves Several Problems

How do we handle
dependencies?

How do we feed
the teams?
...
Lean-Agile Project Manager

4/12/2013

how much of what you do is

valuable?
rework?

29

© Copyright Net Objectives, Inc....
Lean-Agile Project Manager

4/12/2013

Testers are
overloaded
further delays in
feedback

Testing occurs
long after coding...
Lean-Agile Project Manager

4/12/2013

DELAY IS finding
redoing

reworking
waiting

hand-offs
bottlenecks
information dela...
Lean-Agile Project Manager

4/12/2013

The Software Development Value Stream
Concept
New
Requirements

Regional Coordinato...
Lean-Agile Project Manager

4/12/2013

Request

Approve

Reqts

Sign Off

Analysis

0.5 hrs

8 hrs

160 hrs

8 hrs

100 hr...
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 ...
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 h...
Lean-Agile Project Manager

4/12/2013

Time Available for New Features

% of capacity

Maximum capacity of the team
Time t...
Lean-Agile Project Manager

4/12/2013

The Dot Game
© Copyright Net Objectives, Inc. All Rights Reserved

45

Kanban

copy...
Lean-Agile Project Manager

4/12/2013

Kanban
at the
Imperial Gardens

© Copyright Net Objectives, Inc. All Rights Reserve...
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 ...
Lean-Agile Project Manager

4/12/2013

Waiting for approval

Working on approval

-- Product Managers --

320

.1
8

© Cop...
Lean-Agile Project Manager

4/12/2013

.1
8

Requirements

Working on approval

320

Ready for Requirements

Waiting for a...
Lean-Agile Project Manager

4/12/2013

Sign Off

-------------------------------------- Development Team -----------------...
Lean-Agile Project Manager

4/12/2013

Lean
time
Kanban
queue size
limits

limits

57

© Copyright Net Objectives, Inc. Al...
Lean-Agile Project Manager

4/12/2013

Ready for Deploy

Deploy

40
80 240

80

3
8

© Copyright Net Objectives, Inc. All ...
Lean-Agile Project Manager

4/12/2013

Pull
Work enters a queue.
When someone needs new work,
they pull from the queue
Wor...
Lean-Agile Project Manager

4/12/2013

63

© Copyright Net Objectives, Inc. All Rights Reserved

Entry and Exit Criteria

...
Lean-Agile Project Manager

4/12/2013

You don’t discuss the
process because you must
follow it. You discuss it to
help pe...
Lean-Agile Project Manager

4/12/2013

Tiers expand, collapse to track work
67
© Copyright Net Objectives, Inc. All Rights...
Lean-Agile Project Manager

4/12/2013

Expediting and SWIP
69

© Copyright Net Objectives, Inc. All Rights Reserved

A kan...
Lean-Agile Project Manager

4/12/2013

5
Input
Queue

4

8

Analysis

2

Dev & Test Dev

In Prog Done

In Prog

Done

2

T...
Lean-Agile Project Manager

4/12/2013

5
Input
Queue

4

8

Analysis

In Prog
UI Design

In Prog Done

2
Test
Ready

Done
...
Lean-Agile Project Manager

4/12/2013

Classes of Service
influence the behavior of the work

Time
Risk
Flow
Policy

Exped...
Lean-Agile Project Manager

4/12/2013

Explicit Policies

Essence of Kanban
Visualize the work being done so
you can balan...
Lean-Agile Project Manager

4/12/2013

Explicit Policies









Process Flow
Input Cadence
Output Cadence
Work i...
Lean-Agile Project Manager

4/12/2013

Flow Measurement

40

35

number of stories

30

25

20

15

10
Backlog
Analysis
5
...
Lean-Agile Project Manager

4/12/2013

40

35

number of stories

30

25

20

15

10
Backlog
Analysis
5

Implmnt
Test
Done...
Lean-Agile Project Manager

4/12/2013

More mindset than toolset…
Start where you are
Enables you to improve your
methods
...
Lean-Agile Project Manager

4/12/2013

Little’s Law
Average number of projects is correlated with:
Average Rate Started * ...
Lean-Agile Project Manager

4/12/2013

Methods to Limit WIP
Organizing work by type
Backlog

Analysis
&Design
Doing

Code
...
Lean-Agile Project Manager

4/12/2013

Getting Started with
Kanban
• Kanban as a Development Process
and Change Management...
Lean-Agile Project Manager

4/12/2013

Risks
 Not understanding root cause of issues
 Assuming one size fits all
 Chall...
Lean-Agile Project Manager

4/12/2013

Getting started with kanban
David Anderson. XTC, London 2009, October

 Agree to g...
Lean-Agile Project Manager

4/12/2013

Getting started with kanban
David Anderson. XTC, London 2009, October

 Agree to g...
Lean-Agile Project Manager

4/12/2013

Getting started with kanban
David Anderson. XTC, London 2009, October






Agr...
Lean-Agile Project Manager

4/12/2013

The daily rhythm of work
Stand-up
• Do we have a bottleneck?
•
•
•
•
•

(congestion...
Lean-Agile Project Manager

4/12/2013

Getting started with kanban
David Anderson. XTC, London 2009, October







...
Lean-Agile Project Manager

4/12/2013

Getting started with kanban
David Anderson. XTC, London 2009, October







...
Lean-Agile Project Manager

4/12/2013

Summary
 Focus on understanding the nature of your work








–
–
–
–

Val...
Lean-Agile Project Manager

4/12/2013

Thank You!





Register at www.netobjectives.com/register
See www.netobjective...
Upcoming SlideShare
Loading in...5
×

Eight Steps to Kanban

354

Published on

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.

Published in: Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
354
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
30
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Transcript of "Eight Steps to Kanban"

  1. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

×