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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. Ken Pugh 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 AM!Half(day!Tutorial! 11/12/2013!8:30!AM! ! ! ! ! ! "Eight Steps to Kanban" ! ! ! Presented by: Ken Pugh Net Objectives ! ! ! ! ! Brought(to(you(by:( ! ! ! 340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073! 888(268(8770!H!904(278(0524!H!sqeinfo@sqe.com!H!www.sqe.com
  • 2. ! ! !!Ken!Pugh! !!Net!Objectives! ! A fellow consultant with Net Objectives, Ken Pugh helps companies transform into lean-agile organizations through training and coaching. His special interests are in communication (particularly effectively communicating requirements), delivering business value, and using lean principles to deliver high quality quickly. Ken trains, mentors, and testifies on technology topics from object-oriented design to Linux/Unix. He has written several programming books, including the 2006 Jolt Award winner Prefactoring and his latest Lean-Agile Acceptance Test Driven Development: Better Software Through Collaboration. Ken has helped clients from London to Boston to Sydney to Beijing to Hyderabad. He enjoys snowboarding, windsurfing, biking, and hiking the Appalachian Trail. Reach Ken at ken.pugh@netobjectives.com!
  • 3. Implemen'ng)Kanban)For)Your)Team) ) Eight Steps to Kanban! Ken Pugh Fellow Consultant Net Objectives "Eight#Steps#to#Kanban”# KP#November#2011# Introductions ! !  Background ? –  Years in software –  Experience with !  Scrum !  Kanban !  Lean !  Why are you here? 2 Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 1#
  • 4. Implemen'ng)Kanban)For)Your)Team) ) Ken Pugh! !  Fellow#Consultant# !  OOA&D,#Design#PaZerns,#Lean,#Scrum,#Kanban,# Photo# Size:# ###Height:#2.25# Posi9on:## ##from#top#leR#corner# ##Horizontal#0.75## ##Ver9cal#1.# Picture##Style:#Simple#Black## ###Frame# # Test6Driven#Development# !  Over#2/5#century#of#soRware#development# experience# !  Author#of#seven#books,#including:# ken.pugh# @netobjec9ves.com# –  #Prefactoring:#Extreme#Abstrac+on,#Extreme# Separa+on,#Extreme#Readability##(2006#Jolt#Award)# –  #Interface#Oriented#Design# –  Lean#Agile#Acceptance#TestGDriven#Development:# BeJer#SoKware#Through#Collabora+on# No#code#goes#in#+ll#the#test#goes#on.# A#journey#of#two#thousand#miles#begins#with#a#single#step.# Lean for Executives Product Portfolio Management ASSESSMENTS" CONSULTING" T RAINING " COACHING" Business Lean Enterprise Manage ment Team technical Kanban / Scrum ATDD / TDD / Design Patterns Lean Management Project Management Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 2#
  • 5. Implemen'ng)Kanban)For)Your)Team) ) Agenda! Beginnings Lean / Agility Flow Value Stream Mapping Kanban Policies Transitioning Eight Steps To Kanban ! !  !  !  !  !  !  !  !  !  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" David#Anderson.#XTC,#London#2009,#October# Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 3#
  • 6. Implemen'ng)Kanban)For)Your)Team) ) Section 1" Beginnings! TABLE WORK" Issues with Software Development" Issue 3 Issue 2 A projec t is done when… Issue 1 Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 4#
  • 7. Implemen'ng)Kanban)For)Your)Team) ) Section 1" Lean Agile ! Agile t on r Dilbe Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 5#
  • 8. Implemen'ng)Kanban)For)Your)Team) ) Agility" is where you have" Predictability" of " Business Value " Realization" @#agility deliver value at a # consistent pace over the # long haul Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 6#
  • 9. Implemen'ng)Kanban)For)Your)Team) ) 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).!!! !! business trum ps f value low s Trump ucing Red Waste Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 7#
  • 10. Implemen'ng)Kanban)For)Your)Team) ) Lean" Visioning" Iterative Agile" Business Project" Incremental! DecompApproval" Development! osition" Incremental" Support & " Deploy-" Feedback" ment" drive&'om&& Business&Value& Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 8#
  • 11. Implemen'ng)Kanban)For)Your)Team) ) SMALL INCREMENTS! think and deliver in the appropriate size incrementally and frequently Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 9#
  • 12. Implemen'ng)Kanban)For)Your)Team) ) mak e al l wo rk visibl e ! # Flow and Delay! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 10#
  • 13. Implemen'ng)Kanban)For)Your)Team) ) FLOW BUSINESS VALUE! ! ! Give Feedback ! Selecting what to work on ! Developing It PIPELINE! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 11#
  • 14. Implemen'ng)Kanban)For)Your)Team) ) DELAY IS" finding" redoing" reworking" waiting" hand-offs bottlenecks information delay untested code unread requirements transaction related coordination related @#waste, delay, and complexity Concept# Regional)Coordinators) Business)Leaders) Trainers)&)Educators) Product)Managers) Business) Customers) Consump9on# Customer) Product)Champion(s)) Capabilities New Requirements Software Product Software Release Support) Product)Related) Product)Related) Product)Related) Shared)Components) Shared)Components) Development) Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 12#
  • 15. Implemen'ng)Kanban)For)Your)Team) ) 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 _s# Testers#are# overloaded Tes'ng)occurs) long)aFer)coding) further)delays)in) feedback) Devs)don’t)get) immediate)feedback) #Testers)w/more)work) Systems)w/more)defects) Devs)create) more)defects) _s# Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 13#
  • 16. Implemen'ng)Kanban)For)Your)Team) ) Throughput vs. Utilization! how much of what you do is valuable? rework? Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 14#
  • 17. Implemen'ng)Kanban)For)Your)Team) ) What Work Do You Do?! Getting Requirements Design Faste r met hods Planning Collaboration Programming Testing Auto matio n Integration Deployment s elay ve D o Rem Re-doing requirements ys e Dela Remov Working from old requirements Delays Remove “Fixing” bugs ys e Dela Remov “Integration” errors Lack o f feed Building unneeded features back Lack o fT knowl ech edge Over-building frameworks Just-in-Time! Pull a story from the backlog Build it quickly Work only on it If possible: this is even better! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 15#
  • 18. Implemen'ng)Kanban)For)Your)Team) ) Value Stream Map ! Value Stream Mapping: 
 Define the Boundaries! !  Value Stream Mapping starts with clear boundaries: Suppliers Part)of)the)Total)Value) Stream) Inputs) Triggers' Outputs) Customers or Internal Partners Done' • ))Who)Are)The)Suppliers?))) •  What)Are)The)Triggers?) •  Who)Are)The)Customers)Or) Internal)Partners?))) • ))What)Are)The)Inputs?) •  What)Are)The)Major)Process) Steps)?) •  What)Are)The)Outputs?) •  What)Func'ons)Are)Involved?) Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 16#
  • 19. Implemen'ng)Kanban)For)Your)Team) ) Step 1: Identify Actions! Request ) Approve ) Reqts# Sign)Off ) Review ) Design) Code) Analysis# Test) Deploy ) 1.  Iden9fy#the#ac9ons#taken#in#the#value#stream# i.  Try#star9ng#from#the#end#of#the#process#and#work#back#up#stream# _1dd Step 2: Determine Calendar Time! 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.  Iden9fy#the#ac9ons#taken#in#the#value#stream# 2.  Calculate#the#calendar#9me#for#each#ac9on.### i.  Easiest#to#do#by#when#the#ac9on#started#and#when#it#ended.## ii.  If#it#is#part#of#a#mee9ng,#the#9me#is#the#en9re#mee9ng.# _1dd Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 17#
  • 20. Implemen'ng)Kanban)For)Your)Team) ) Step 3: Calculate Time Actually 
 Worked on the Action! Request ) Approve ) .1#hr#avg # 60#hrs#avg# Reqts) Sign)Off ) 1#hr#avg # 40#hrs#avg# 0.5#hrs# 8#hrs# 160#hrs# 8hrs# 100#hrs# 0.5#hr#avg # Design) Review) ) 2#hrs#avg # 80#hrs#avg# 40#hrs#avg# 3#hrs#avg # 120#hrs# 2####hrs# 280#hrs# 240#hrs# 8#hrs# 40#hrs#avg# Code) Analysis) Test) Deploy ) 1.  Iden9fy#the#ac9ons#taken#in#the#value#stream# 2.  Calculate#the#calendar#9me#for#each#ac9on# 3.  Calculate#9me#actually#worked#on#each#ac9on# i.  Take)Avg.)'me)if)more)than)one)person)works)the)step) _1dd Step 4: Identify Time Between Actions! Request ) 0.5#hr#avg # Approve ) .1#hr#avg # 320#hrs# 1.  2.  3.  4.  160#hrs# Sign)Off ) 2#hrs#avg # 2####hrs# 80#hrs# 40#hrs#avg# 8hrs# Code) 80#hrs# Analysis) 1#hr#avg # 320#hrs# 160#hrs# Review) ) Design) 120#hrs# 60#hrs#avg# 8#hrs# 0.5#hrs# 40#hrs#avg# Reqts) 80#hrs# 80#hrs#avg# 280#hrs# Test) 80#hrs# 80#hrs# 100#hrs# 40#hrs#avg# Deploy ) 80#hrs# 240#hrs# 3#hrs#avg # 8#hrs# Iden9fy#the#ac9ons#taken#in#the#value#stream# Calculate#the#calendar#9me#for#each#ac9on# Calculate#9me#actually#worked#on#each#ac9on# Iden9fy#9me#between#ac9ons# _1dd Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 18#
  • 21. Implemen'ng)Kanban)For)Your)Team) ) Step 5: Identify Any Loop Backs Required! Request ) 0.5#hr#avg # Approve ) Reqts) .1#hr#avg # 320#hrs# 80#hrs# 60#hrs#avg# Review) ) Design) 40#hrs#avg# 2#hrs#avg # 160#hrs# Code) 2####hrs# 120#hrs# Test) 40#hrs#avg# 80#hrs# 80#hrs# 100#hrs# Deploy ) 3#hrs#avg # 80#hrs# 8#hrs# 240#hrs# 280#hrs# 20%#Rejected# Repeat#1X# 1.  2.  3.  4.  5.  40#hrs#avg# 80#hrs# 8hrs# 80#hrs#avg# 80#hrs# Analysis) 1#hr#avg # 160#hrs# 8#hrs# 0.5#hrs# Sign)Off ) 320#hrs# 65%#Defec+ve# Repeat#3X# Iden9fy#the#ac9ons#taken#in#the#value#stream# Calculate#the#calendar#9me#for#each#ac9on# Calculate#9me#actually#worked#on#each#ac9on# Iden9fy#9me#between#ac9ons# Iden9fy#any#loop#backs#required# _1dd Request Request! " 0.5 // 0.0 hrs" 0.0 hrs " Reqts" Reqts! Approve Approve! " 320 hrs" .1 / 7.9 hrs " 80 hrs" 60 / 100 hrs" Sign Off! Sign Off " 320 hrs" Analysis! Analysis" 1 / 7 hrs " 160 hrs" 8 hrs" 0.5 hrs" 16#October#2013# 80 hrs" 40 / 60 hrs" 8 hrs" 8hrs" 100 hrs" 80 hrs" Review"! Review Design! Design" 40 / 80 hrs" 160 hrs" 2 / 0 hrs " 2 hrs" 120 hrs" 20% rejected" Repeat 1X" Code! Code" 80 hrs" Test! Test" 80 / 200 hrs" 280 hrs" 80 hrs" 40 / 200 hrs" Deploy Deploy! " 80 hrs" 240 hrs" 3 / 5 hrs " 8 hrs" 65% defective" 65% defective" Repeat 3X" Repeat 3X" PCE = hrs" 509 hrs! hrs" 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 Cycle Time! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 19#
  • 22. Implemen'ng)Kanban)For)Your)Team) ) Request ! 0.5 / 0.0 hrs " Approve ! 320 hrs" .1 / 7.9 hrs " Reqts! 80 hrs" Sign Off ! 320 hrs" 1 / 7 hrs " 160 hrs" 8 hrs" 0.5 hrs" 60 / 100 hrs" Analysis! 80 hrs" 40 / 60 hrs" 8hrs" 100 hrs" 80 hrs" Review! Design! 40 / 80 hrs" 2 / 0 hrs " 160 hrs" 2 hrs" 120 hrs" 20% rejected" Repeat 1X" Code! 80 hrs" Test! 80 / 200 hrs" 280 hrs" 80 hrs" Deploy ! 40 / 200 hrs" 80 hrs" 240 hrs" 65% defective" 65% defective" Repeat 3X" Repeat 3X" 3 / 5 hrs " 8 hrs" 3433 – 509 = 2924 ! Which gives a better return? Getting better at what you do Eliminating delays between what you do Create Value Stream Map Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 20#
  • 23. Implemen'ng)Kanban)For)Your)Team) ) TABLE WORK" What features are you working one? Already Done, Working On, To-Do List features separately on post-it notes and put up on board. Kanban! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 21#
  • 24. Implemen'ng)Kanban)For)Your)Team) ) Kanban in a Nutshell! Prioritized list of Features Team works on items as they come in. They follow Lean principles. Focus on work in progress and shortening cycle time. Deliver value on a regular basis based on features in and value out. visualize the entire value stream # Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 22#
  • 25. Implemen'ng)Kanban)For)Your)Team) ) Kanban suggests limit # of items Lean suggests limit TIME between steps being worked on in each step time size of queue Kanban Tenets" “ Lean thinking is far more concerned that the right work is being done at the right time than about who is doing the work” Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 23#
  • 26. Implemen'ng)Kanban)For)Your)Team) ) Kanban Work Item" Tracking # If late against the target lead time Description ## ## *" ## ## # Entry Date g Do ne Q Te sti n R to eady te st Q Co din g R fo eady rc od e Q De sig n R de eady sig fo n r An Q aly sis ---------------------------------------- Development Team ---------------------------------------- R fo eady rd ev M be MFs re ing fin ed A M ppro M Fs ved -- Product Managers -- Required Delivery Date Q Note: Testing is for tests that cannot be accomplished during the coding phase Feature Story# flowing features and stories Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 24#
  • 27. Implemen'ng)Kanban)For)Your)Team) ) 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 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#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 25#
  • 28. Implemen'ng)Kanban)For)Your)Team) ) Bus Req Spec. Spec. Comp. Dev. ready Dev. Dev. Comp. Build ready Test Release ready Stage Prod. Standard design the kanban board Courtesy Olav Maassen QNH Entry and Exit Criteria! Entry < 5 requests, sequenced order Specify Exit Entry SME defined Exit Readiness Dev Stories written Complete design review Test cases UAT & IST defined Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 26#
  • 29. Implemen'ng)Kanban)For)Your)Team) ) 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#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 27#
  • 30. Implemen'ng)Kanban)For)Your)Team) ) 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) Laying out the Kanban Board! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 28#
  • 31. Implemen'ng)Kanban)For)Your)Team) ) ban board the kan reflects
 process" work and your Creating the Kanban board! 1.  Start with what you do now 2.  Modify slightly to implement pull 3.  Use transparent method for viewing work 4.  Limit WIP; pull work when the team has capacity 5.  Evolve by recognizing bottlenecks, waste and variability that affect performance 6.  Continuously (and incrementally) improve the process Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 29#
  • 32. Implemen'ng)Kanban)For)Your)Team) ) Kanban Board" Prioritize" Specify" Execute" Deploy & Ready to Use" Implement" Deploy & Ready to Use" Implement" Exit" Entry" " " " " " " " " " " " " " " " " " " Kanban Board" Prioritize" Business priority" Business Sequ" Specify" Define Business Req" Define Tech Req" Define Test Scenarios" Execute" System Analysis & Design" Build" Prep IST Run IST & UAT" & UAT" Update Baseline" Update Business PO Processes & Promote" Acceptance" Conduct Training" Business Value Retrospection" Extracted from Feature" Exit" Entry" " " " " " " " " " " " " " " " " " " Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 30#
  • 33. Implemen'ng)Kanban)For)Your)Team) ) Waiting for approval -- Product Managers -- 320 map to kanban board Waiting for approval Working on approval -- Product Managers -- 320 .1 8 map to kanban board Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 31#
  • 34. Implemen'ng)Kanban)For)Your)Team) ) Waiting for approval Working on approval Ready for Requirements -- Product Managers -- 320 .1 8 80 map to kanban board .1 8 Requirements Working on approval 320 Ready for Requirements Waiting for approval -- Product Managers -- 60 80 160 map to kanban board Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 32#
  • 35. Implemen'ng)Kanban)For)Your)Team) ) 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 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 Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 33#
  • 36. Implemen'ng)Kanban)For)Your)Team) ) Ready for Deploy Deploy 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 Ready for Deploy Deploy 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 to kanban board Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 34#
  • 37. Implemen'ng)Kanban)For)Your)Team) ) Create Kanban Board From Your VSM WIP Limits! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 35#
  • 38. Implemen'ng)Kanban)For)Your)Team) ) 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 Delays go up Average length of projects goes up Setting WIP Limits! !  Want flow to be consistent across value stream !  Set on – Overall flow – Resource allocation – Size of work items Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 36#
  • 39. Implemen'ng)Kanban)For)Your)Team) ) Classes of Service! " Classes of Service influence the behavior of the work Expedite" Special handling" Time " Risk " Date driven" Flow" Policy" Normal" Intangible" " Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 37#
  • 40. Implemen'ng)Kanban)For)Your)Team) ) Classes of Service" Expedite" Outside Impact" Specific Delivery Date" Impediment" Standard Maintenance or Break-Fix Work Time" Risk" Flow" Policy" Standard New or Value-Added Work @#service level A kanban board simulation 5 4 3 Bus) Req) Spec.) Spec.) Comp.) 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#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 38#
  • 41. Implemen'ng)Kanban)For)Your)Team) ) the SILVER card" when and what to challenge" Create WIP limits and Classes of Service Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 39#
  • 42. Implemen'ng)Kanban)For)Your)Team) ) Daily Standup ! 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#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 40#
  • 43. Implemen'ng)Kanban)For)Your)Team) ) Discussion points! WIP Limits Stories in process for more than five days (stalled) Impediments (inter-team) Issues (intra-team) Empty spots on the board Place features on Kanban Board and do a stand-up Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 41#
  • 44. Implemen'ng)Kanban)For)Your)Team) ) Section 9" Explicit Policies! 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#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 42#
  • 45. Implemen'ng)Kanban)For)Your)Team) ) Cadence! !  Input – how often are things put onto the input queue !  Output – how often are things in output released? !  Retrospective – how often review and improve Create Explicit Policies Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 43#
  • 46. Implemen'ng)Kanban)For)Your)Team) ) Section 12" Transitioning To Kanban! Getting started with kanban !  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" David#Anderson.#XTC,#London#2009,#October# Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 44#
  • 47. Implemen'ng)Kanban)For)Your)Team) ) Getting started with kanban !  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" David#Anderson.#XTC,#London#2009,#October# Getting started with kanban !  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" David#Anderson.#XTC,#London#2009,#October# Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 45#
  • 48. Implemen'ng)Kanban)For)Your)Team) ) Getting started with kanban !  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" David#Anderson.#XTC,#London#2009,#October# Educate the team" Start doing it" Getting started with kanban !  !  !  !  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" David#Anderson.#XTC,#London#2009,#October# Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 46#
  • 49. Implemen'ng)Kanban)For)Your)Team) ) Getting started with kanban !  !  !  !  !  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" David#Anderson.#XTC,#London#2009,#October# Getting started with kanban !  !  !  !  !  !  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" David#Anderson.#XTC,#London#2009,#October# Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 47#
  • 50. Implemen'ng)Kanban)For)Your)Team) ) Getting started with kanban !  !  !  !  !  !  !  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" David#Anderson.#XTC,#London#2009,#October# Getting started with kanban !  !  !  !  !  !  !  !  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" David#Anderson.#XTC,#London#2009,#October# Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 48#
  • 51. Implemen'ng)Kanban)For)Your)Team) ) Wrap Up! Not an ending, but a beginning Summary! !  Focus on –  Value –  Flow –  Waste –  Transparency !  Break into small work items !  Deliver Quality Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 49#
  • 52. Implemen'ng)Kanban)For)Your)Team) ) This is an Agile Course! !  You are the customers !  You have given requirements (e.g. the “what”) !  You are the testers –  Have your requirements been met? –  What else needs to be done? 99############################ Supplementary! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 50#
  • 53. Implemen'ng)Kanban)For)Your)Team) ) Alternative Boards! Buffers, queue limits, and SWIP Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 51#
  • 54. Implemen'ng)Kanban)For)Your)Team) ) Tiers expand, collapse to track work Expediting and swim lanes Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 52#
  • 55. Implemen'ng)Kanban)For)Your)Team) ) Expediting and SWIP 5 Input Queue 4 Analysis In Prog Done Courtesy David J. Anderson 8 2 Dev & Test Dev In Prog Done 2 Test Ready Test Release Ready ... Open Column for Concurrent Activities Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 53#
  • 56. Implemen'ng)Kanban)For)Your)Team) ) 5 4 4 2 2 Test Ready Test 4 Input Queue Analysis Dev In Prog In Prog Done Done Release Ready ... Combine Split 4 Test Dev In Prog Split Column for Concurrent Activities Courtesy David J. Anderson 5 Input Queue 4 Analysis In Prog Done 8 In Prog UI Design 2 Done 2 Test Ready Test Release Ready ... Security Persistence Business Logic Courtesy David J. Anderson Split Column for Multiple unordered activities Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 54#
  • 57. Implemen'ng)Kanban)For)Your)Team) ) Any alterations to your Kanban Board? Transition Risk! Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 55#
  • 58. Implemen'ng)Kanban)For)Your)Team) ) 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 Effectiveness of Change !  Poor technical practices Not enough change to have a significant benefit Sweet#Spot# Hawthorne Effect More change than the system can bear Rate of Change Delivered Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 56#
  • 59. Effectiveness of Change Implemen'ng)Kanban)For)Your)Team) ) Not enough change to have a significant benefit Semi-sweet More change than the system can bear Spot Hawthorne Effect Rate of Change Delivered Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.# 16#October#2013# 57#