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5                  ARGUMENTS                   against                      KANBAN@NickOostvogels
Kanban is on the riseSource	  :	  VersionOne	  	  -­‐	  State	  of	  Agile	  Survey	  2011	  
When introducing new       ideas…h"p://www.flickr.com/photos/smannion/3385144016/	  
People compare it                      to what they knowh"p://www.flickr.com/photos/mvjantzen/4815422633/	  
… and         start to         criticizeh"p://www.flickr.com/photos/the-­‐g-­‐uk/3913466332/	  
Kanban is hard to explain                   briefly              h;p://www.flickr.com/photos/digitalmums/6310508350/	  
That’s normal•  Kanban is a change   management approach,    not a process	•  Less prescriptive	•  It’s roots go all the w...
What is Kanban?          In Industryhp://www.flickr.com/photos/scania/2869199313/	  
In Software Development                                                        Change Management                          ...
1.  Start with what you now	2.  Agree to pursue incremental,   evolutionary change	3.  Initially, respect current roles,  ...
then adopt the core practices	1.  Visualize	2.  Limit Work In Progress	3.  Manage Flow	4.  Make Process Policies Explicit	...
For me …Kanban is a way 	to change your process into one 	that focuses on end to end value	and getting stuff delivered.
And that’s hard to sell !
Available on	Leanpub.com/kanbanforskeptics
5toughquestions            hp://www.flickr.com/photos/40358860@N04/4250860618/	  
1.we loseour abilityto plan              hp://www.flickr.com/photos/40358860@N04/4250860618/	  
No    estimates?hp://www.flickr.com/photos/photojonny/2268845904/	  
Customers want estimates
estimates are used to decide	hp://www.flickr.com/photos/ol1/4605912815/	  
we   manage people by estimates	                     hp://www.flickr.com/photos/lambdachialpha/3795728748/	  
Typical Release             planning              Translation intoInitial 	               requirements 	specs	            ...
Issues of software development	•  Not a repeatable process•  Never built something alike•  (educated) GUESSING
Kanban : measuring
Different                                                       sizes ???hp://www.flickr.com/photos/jaydedman/2593673396/	  
Use a scale        compare
Standard size
Why sizing?       hp://www.flickr.com/photos/lawdeda/4094259672/	  
Planning with measurements
Reduce variation   1.  Working with averages                must be reliable             2.  Fast response       3.  Base ...
Small releasesKanban != continuous deployment
Small releasesKanban can lead to continuous deployment
Won’t this      annoy      our users?hp://www.flickr.com/photos/photojonny/2268845904/	  
Small releasesNO, because…•  Updates will be smaller•  Risk for bugs is lower+ Releasing early creates a sense ofurgency
options for Re-planning1.  Reprioritize the input queue	2.  Cadence	3.  Pull a planning meeting
2.it willtake longer              hp://www.flickr.com/photos/40358860@N04/4250860618/	  
Nodeadlines?hp://www.flickr.com/photos/photojonny/2268845904/	  
Parkinson’s law“The amount of time which one has to perform a task … 	… is the amount of time it will take to complete the...
From a cost perspectiveFrom a value perspectiveFrom an HR perspective
Healthy balance in Kanban                       Managing by measuring   http://www.flickr.com/photos/wok_design/2499217405/
Healthy balance in Kanban                 Helping to improve	          instead of command  control	   http://www.flickr.co...
Theory of Constraints                 for process                 improvement            http://www.flickr.com/photos/96dp...
the weakest chain determines  the rate of the entire system
the WIP Limits will let  you feel the TOC and   do something about it
Flow           •  Only work on customer orders	           •  Reduce guessing to avoid waste	           •  Limit WIP to red...
WIP limits create a pull system
Isn’t this    inefficient?hp://www.flickr.com/photos/photojonny/2268845904/	  
NO, it reduces risk  waste!	•  The risk of starting something that doesn’t   match expectations	•  The risk of declining v...
3.Things willget stuck,we can’t keepWIP limits!      hp://www.flickr.com/photos/40358860@N04/4250860618/	  
“Our testers can never keep up      the pace of our developers.       Developers would be idle for      half of the time!”...
Remember:   Kanban doesn’t focus onmaximizing utilization of people
End to end flow efficiencyhp://www.flickr.com/photos/serdar/125457544/	  
WIP limits will always cause         bottlenecksThat’s a good thing!	It drives continuous improvement  towards end to end ...
Being idle due to uneven flow distribution drives people crazy!	                         h;p://www.flickr.com/photos/annayan...
Ex. 1 - Requirements
Ex. 2 - Defects
Ex. 3 - Deployment
Ex. 4 - Emergencies
Ex. 4 - Emergencies
Collaboration is a curefor bottlenecks
4.Stakeholdersdon’t care about feedingthe flow 	                 hp://www.flickr.com/photos/40358860@N04/4250860618/	  
Prioritization doesn’t haveto be on a task level
Clear rules makeprioritization easier	•  What is the type of feature? (new, bug,   enhance- ment, ...)	•  What is the busi...
it forces stakeholders to do their                   homework!	                     hp://www.flickr.com/photos/cayusa/21941...
Encourages building an MVP	     Stakeholders care about        Return on       Investment	hp://www.flickr.com/photos/599374...
Stakeholder collaboration
Stop relying on statusreportsVisual progress instead
focus on economic decisions        instead of fighting for capacity	hp://www.flickr.com/photos/jpeepz/6236688/	  
5.we will lose team cohesion 	                hp://www.flickr.com/photos/40358860@N04/4250860618/	  
Won’t the team turn       into factory workers?	hp://www.flickr.com/photos/psit/5207166416/	  
WIP limits lead to cross-boundary communication
Good teams have acommon goal	               hp://www.flickr.com/photos/atomicshed/161716498/	  
Good teams have acommon goal	Vertically organizedcompanies lead to teamswith conflicting goals	                hp://www.flic...
in Kanban, everybody      contributes to the       end 2 end process 	hp://www.flickr.com/photos/saamiam/4203685689/	  
this is a powerful changemanagement approach	•  no theoretical frameworks	•  no new job descriptions	•  only some basic ru...
What about    creative    thinking?hp://www.flickr.com/photos/photojonny/2268845904/	  
The focus on improvingflow stimulates creativity	•  Team will start to investigate	•  Limit back-cycles	•  Lead  Cycle time...
Won’t it      cause a      death      march?hp://www.flickr.com/photos/photojonny/2268845904/	  
Measurements are used tounderstand reality have a base for improvement	                   hp://www.flickr.com/photos/usnavy...
Not pushing to go faster              but improving end 2 end	hp://www.flickr.com/photos/rwp-­‐roger/3854246685/	  
Now you have a response!1.  We lose our ability to plan2.  It will take longer3.  Things will get stuck4.  Stakeholders do...
Thanks!http://leanpub.com/kanbanforskeptics@NickOostvogels
6.Softwaredevelopment is not manufacturing!	                    hp://www.flickr.com/photos/40358860@N04/4250860618/	  
Kanban has 	it’s roots in 	the Toyota Production System		That’s why it feels so right forsupport teams.
It feels different	in product development
not all lean manufacturing    principles are valid for product    development		                     hp://www.flickr.com/pho...
Instead fast feedback loops are    more interesting	Removing waste by truncating a    bad path quickly
Product development characteristics:	•    creative thinking	•    continuous testing of new ideas	•    seeking as much feed...
Lean product development:	•     Strong leadership	•     Cross-functional teams	•     Set-Based Concurrent Engineering	•   ...
The application differs in Lean	•  Product development	•  Manufacturing	The same way it differs in Kanban for	•  Software ...
Nevertheless they are built on the same principles!
Thanks!http://leanpub.com/kanbanforskeptics@NickOostvogels
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Nick Oostvogels: 5 Arguments Against Kanban

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Transcript of "Nick Oostvogels: 5 Arguments Against Kanban"

  1. 1. 5 ARGUMENTS against KANBAN@NickOostvogels
  2. 2. Kanban is on the riseSource  :  VersionOne    -­‐  State  of  Agile  Survey  2011  
  3. 3. When introducing new ideas…h"p://www.flickr.com/photos/smannion/3385144016/  
  4. 4. People compare it to what they knowh"p://www.flickr.com/photos/mvjantzen/4815422633/  
  5. 5. … and start to criticizeh"p://www.flickr.com/photos/the-­‐g-­‐uk/3913466332/  
  6. 6. Kanban is hard to explain briefly h;p://www.flickr.com/photos/digitalmums/6310508350/  
  7. 7. That’s normal•  Kanban is a change management approach, not a process •  Less prescriptive •  It’s roots go all the way back to lean thinking
  8. 8. What is Kanban? In Industryhp://www.flickr.com/photos/scania/2869199313/  
  9. 9. In Software Development Change Management approach that employs a WIP limited pull systemhp://www.flickr.com/photos/adelcambre/2768856149/  
  10. 10. 1.  Start with what you now 2.  Agree to pursue incremental, evolutionary change 3.  Initially, respect current roles, responsibilities job titles Source  :  limitedwipsociety.org    
  11. 11. then adopt the core practices 1.  Visualize 2.  Limit Work In Progress 3.  Manage Flow 4.  Make Process Policies Explicit 5.  Improve Collaboratively Source  :  limitedwipsociety.org    
  12. 12. For me …Kanban is a way to change your process into one that focuses on end to end value and getting stuff delivered.
  13. 13. And that’s hard to sell !
  14. 14. Available on Leanpub.com/kanbanforskeptics
  15. 15. 5toughquestions hp://www.flickr.com/photos/40358860@N04/4250860618/  
  16. 16. 1.we loseour abilityto plan hp://www.flickr.com/photos/40358860@N04/4250860618/  
  17. 17. No estimates?hp://www.flickr.com/photos/photojonny/2268845904/  
  18. 18. Customers want estimates
  19. 19. estimates are used to decide hp://www.flickr.com/photos/ol1/4605912815/  
  20. 20. we manage people by estimates hp://www.flickr.com/photos/lambdachialpha/3795728748/  
  21. 21. Typical Release planning Translation intoInitial requirements specs Estimation Review Release estimations Plan
  22. 22. Issues of software development •  Not a repeatable process•  Never built something alike•  (educated) GUESSING
  23. 23. Kanban : measuring
  24. 24. Different sizes ???hp://www.flickr.com/photos/jaydedman/2593673396/  
  25. 25. Use a scale compare
  26. 26. Standard size
  27. 27. Why sizing? hp://www.flickr.com/photos/lawdeda/4094259672/  
  28. 28. Planning with measurements
  29. 29. Reduce variation 1.  Working with averages must be reliable 2.  Fast response 3.  Base for continuous improvement
  30. 30. Small releasesKanban != continuous deployment
  31. 31. Small releasesKanban can lead to continuous deployment
  32. 32. Won’t this annoy our users?hp://www.flickr.com/photos/photojonny/2268845904/  
  33. 33. Small releasesNO, because…•  Updates will be smaller•  Risk for bugs is lower+ Releasing early creates a sense ofurgency
  34. 34. options for Re-planning1.  Reprioritize the input queue 2.  Cadence 3.  Pull a planning meeting
  35. 35. 2.it willtake longer hp://www.flickr.com/photos/40358860@N04/4250860618/  
  36. 36. Nodeadlines?hp://www.flickr.com/photos/photojonny/2268845904/  
  37. 37. Parkinson’s law“The amount of time which one has to perform a task … … is the amount of time it will take to complete the task.”
  38. 38. From a cost perspectiveFrom a value perspectiveFrom an HR perspective
  39. 39. Healthy balance in Kanban Managing by measuring http://www.flickr.com/photos/wok_design/2499217405/
  40. 40. Healthy balance in Kanban Helping to improve instead of command control http://www.flickr.com/photos/wok_design/2499217405/
  41. 41. Theory of Constraints for process improvement http://www.flickr.com/photos/96dpi/3371440496/
  42. 42. the weakest chain determines the rate of the entire system
  43. 43. the WIP Limits will let you feel the TOC and do something about it
  44. 44. Flow •  Only work on customer orders •  Reduce guessing to avoid waste •  Limit WIP to reduce inventory, cost risk hp://www.flickr.com/photos/23945877@N05/2623633694/  
  45. 45. WIP limits create a pull system
  46. 46. Isn’t this inefficient?hp://www.flickr.com/photos/photojonny/2268845904/  
  47. 47. NO, it reduces risk waste! •  The risk of starting something that doesn’t match expectations •  The risk of declining value
  48. 48. 3.Things willget stuck,we can’t keepWIP limits! hp://www.flickr.com/photos/40358860@N04/4250860618/  
  49. 49. “Our testers can never keep up the pace of our developers. Developers would be idle for half of the time!” hp://www.flickr.com/photos/wheaKields/4774087006/  
  50. 50. Remember: Kanban doesn’t focus onmaximizing utilization of people
  51. 51. End to end flow efficiencyhp://www.flickr.com/photos/serdar/125457544/  
  52. 52. WIP limits will always cause bottlenecksThat’s a good thing! It drives continuous improvement towards end to end efficiency
  53. 53. Being idle due to uneven flow distribution drives people crazy! h;p://www.flickr.com/photos/annayanev/3491617954/  
  54. 54. Ex. 1 - Requirements
  55. 55. Ex. 2 - Defects
  56. 56. Ex. 3 - Deployment
  57. 57. Ex. 4 - Emergencies
  58. 58. Ex. 4 - Emergencies
  59. 59. Collaboration is a curefor bottlenecks
  60. 60. 4.Stakeholdersdon’t care about feedingthe flow hp://www.flickr.com/photos/40358860@N04/4250860618/  
  61. 61. Prioritization doesn’t haveto be on a task level
  62. 62. Clear rules makeprioritization easier •  What is the type of feature? (new, bug, enhance- ment, ...) •  What is the business value? •  What is the cost of delay and which type? •  Any dependencies on other features? •  …
  63. 63. it forces stakeholders to do their homework! hp://www.flickr.com/photos/cayusa/2194119780/  
  64. 64. Encourages building an MVP Stakeholders care about Return on Investment hp://www.flickr.com/photos/59937401@N07/5929491095/  
  65. 65. Stakeholder collaboration
  66. 66. Stop relying on statusreportsVisual progress instead
  67. 67. focus on economic decisions instead of fighting for capacity hp://www.flickr.com/photos/jpeepz/6236688/  
  68. 68. 5.we will lose team cohesion hp://www.flickr.com/photos/40358860@N04/4250860618/  
  69. 69. Won’t the team turn into factory workers? hp://www.flickr.com/photos/psit/5207166416/  
  70. 70. WIP limits lead to cross-boundary communication
  71. 71. Good teams have acommon goal hp://www.flickr.com/photos/atomicshed/161716498/  
  72. 72. Good teams have acommon goal Vertically organizedcompanies lead to teamswith conflicting goals hp://www.flickr.com/photos/atomicshed/161716498/  
  73. 73. in Kanban, everybody contributes to the end 2 end process hp://www.flickr.com/photos/saamiam/4203685689/  
  74. 74. this is a powerful changemanagement approach •  no theoretical frameworks •  no new job descriptions •  only some basic rules
  75. 75. What about creative thinking?hp://www.flickr.com/photos/photojonny/2268845904/  
  76. 76. The focus on improvingflow stimulates creativity •  Team will start to investigate •  Limit back-cycles •  Lead Cycle time measuring stimulates close collaboration
  77. 77. Won’t it cause a death march?hp://www.flickr.com/photos/photojonny/2268845904/  
  78. 78. Measurements are used tounderstand reality have a base for improvement hp://www.flickr.com/photos/usnavy/6083504722/  
  79. 79. Not pushing to go faster but improving end 2 end hp://www.flickr.com/photos/rwp-­‐roger/3854246685/  
  80. 80. Now you have a response!1.  We lose our ability to plan2.  It will take longer3.  Things will get stuck4.  Stakeholders don’t care about feeding the flow5.  We will lose team cohesion
  81. 81. Thanks!http://leanpub.com/kanbanforskeptics@NickOostvogels
  82. 82. 6.Softwaredevelopment is not manufacturing! hp://www.flickr.com/photos/40358860@N04/4250860618/  
  83. 83. Kanban has it’s roots in the Toyota Production System That’s why it feels so right forsupport teams.
  84. 84. It feels different in product development
  85. 85. not all lean manufacturing principles are valid for product development hp://www.flickr.com/photos/chrism70/104302940/  
  86. 86. Instead fast feedback loops are more interesting Removing waste by truncating a bad path quickly
  87. 87. Product development characteristics: •  creative thinking •  continuous testing of new ideas •  seeking as much feedback as possible •  intense discussions
  88. 88. Lean product development: •  Strong leadership •  Cross-functional teams •  Set-Based Concurrent Engineering •  Short feedback loops •  Focus on the customer and supplier •  Cadence, Pull, and Flow
  89. 89. The application differs in Lean •  Product development •  Manufacturing The same way it differs in Kanban for •  Software development •  Support operations
  90. 90. Nevertheless they are built on the same principles!
  91. 91. Thanks!http://leanpub.com/kanbanforskeptics@NickOostvogels
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