Lean & Kanban:                        Além da Agilidade@diego_pachecoabout.me/diegopacheco
Sim, Eu trabalho com TI…(Gosto de Dinossauros)      diego.pacheco@ilegra.com      @diego_pacheco      diego-pacheco.blogsp...
#leankbilegra11
Yes,Agile !!!
http://agilemanifesto.org/
Empty your mind...
We may need some recycle!
2006
Agile Mindsets and COREvalues are BIGGER THANScrum. You also need XPbecause CODE Matters.          Bla bla bla,you must pa...
Agile>Scrum
2Things!
Thomas Jefferson (don’t copy the tools)                       In matters of                       style, swim with        ...
Why Lean ? We Have Agile !!!
There are gaps in Agile !!!
Lean has great synergy with Agile
Lean fills the Gap !!!
Lean  XCMMI
CMMI Assumption 1: A system is best        managed       by disaggregating    it    into identifiable work products that a...
Lean Assumption 1: A mature organization looks at the whole system; it does not focus      on      optimizing disagreggreg...
Lean    XTraditional
Traditional     Work Harder     Work Smarter
60-95% of our time doing things thatincrease cost but don’t add value!
64% Features are Rarely or never used
Lean Why do it at all ? Remove Waste
What is Lean anyway ?
Scientific Management & Taylor                1910                People are not Smart, enough to                know the ...
W. Edwards Deming             1940              The Humanist              “All anyone asks for is a chance to work with pr...
Respect People
Deming’s 14 Points
…Intrinsic Motivation
Lean Origins…                TPS -   1948 Taichii Ohno
Lean Manufacturing
Lean/Kanban Origins in Software…                             ~2002  (Mary & Tom Poppendieck)          ~2003              (...
Lean is aboutThinking...
Symphony of the Thousand
A Complex System
Understanding… but WHY ?
Lean is about… (Why ?)
Right Feature, Right Time… (Why ?)
Business Agility
Lean Principles (Cultural Changes)
#1 Built-in Quality
In Agile World…
#2 Empower the Team
Make conditions to people be…
In Agile World…
#3 Deliver as Fast as possible
Bucket approach
Hose approach
Batch Size Reduction
Continuous Deployment/Deliver
#4 Decide as Late as Possible
Plan SUCKS! Planning Rocks!
Uncertain Cone
In Agile World… AMDD                  Simple Design
#5 Optimize the Whole
We are Local…
…To the Extreme!
Beware: Taboo ahead !!!
System Thinking
5 whys Don’t attackthe symptoms!
Critical Chain
In Agile World…
#6 Create/Amplify knowledge
In Agile World…
#7 Eliminate Waste
You need learn how to see waste !!!
Wastes
#7-1 Overproduction (Extra Features)
#7-2 Inventory (Backlog / Partial done)
#7-3 Extra Processing Steps (Extra Steps/ Rework)
#7-4 Motion (Finding Information / Task Switching)
#7-5 Defects (BUGS not caught by tests)
#7-6 Waiting (waiting for decisions, including customers / delays)
#7-7 Transportation (Handoff’s)
Pull vs Push
Push
Bucket approach == PUSH
Pull
Hose approach == PULL
Command Intent VS C2
Value Stream Mapping -> Kanban board
#J.I.T
…Just the tip of the iceberg…
Kaizen ( Continuous Improvements)
Kaizen is involvement
Leaders/Coaches must be breathing kaizenIts not have the best perfect way of doing work up-to-front. It’smotivate people t...
Improvements at daily basis NOT in events !!!
Hold On…
Toyota Kata: Continuous Improvement* http://www-personal.umich.edu/~mrother/Homepage.html
Toyota Kata: Coaching
Kanban
Kanban is 80% about People!"Putting people in good systems results in better results than putting people in bad systems – ...
The Essence of Kanban is…1.   Visualize the Workflow2.   Limit WIP3.   Manage Flow4.   Make Process Policies Explicit5.   ...
Make Explicit Policies
Kanban is visual card
Kanban is more than a index card
Kanban: Visual Flow | See to Believe
Visual Informarion Rules!* Boards over Tools | tools sucks!* Process Enforcements + Metrics* Not ONLY flow
Common SPECIFIC Understanding
Classes of Services
Classes of Services: Based on Cost of Delay!
In Agile World(Remember the XP Roads Approach ?)       Dirt Road      Cobblestone Road   Highway      Time ComplexityValue...
Classes of Services Based on post-its colors
Priority always in the TOP
Kanban Swim lanes
Kanban: Focus on the Right!                              Finish a Story  Begin a new Story   -                  FOCUS     +
Kanban: DEMO & RetrospectivesRetrospectiveDEMO
Kanban: Release it anytime.
Kanban: Re-prioritize anytime…
Super Team
Visualize W.I.P
Manage/Limit W.I.P
Queues size | Less is better !!!
…You seek for Cadence
Kanban shows hidden issues
Kanban let you see bottlenecks!
Kanban enables Tactics!
Kanban let you have buffers (I don’t like it)DEV(3)                           DEPLOY(5)              WAIT             DEPL...
Sometimes things get wild!
Stopping the line | the “controversial”                                    SHIT
Kanban was metrics !!!
Two Goals: Improve CT & Exploit BT
Bottleneck will define your speed limit.
Cyclic time = w.i.p / t.h | Small CT better !!!Little’s Law
Waterfall, Scrum and Kanban (Samples)     Waterfall                     (100) Everything at same time       Kanban        ...
VARIATION: The mini-game !!!
VARIATION: Good OR Bad ?                     DEV             OPS* The Answer is in the next slide.
Make a Cheeseburger X Sell a Cheeseburger                                (1975)
http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.html
Cumulative Flow Diagram
Cumulative Flow Diagram
Kanban X Scrum
Kanban X Scrum            Typical flow of a Scrum process            Typical flow of a Kanban process
Kanban X Scrum | tasks & wip
Kanban X Scrum | process cadence
Kanban X Scrum | Main Differences p1
Kanban X Scrum | Main Differences p2
Scrumban | Mixing Scrum and Kanban
Scrum and kanban comparison“Kinds of Kanban” | Process fit
Recommended Books
Recommended Books
Kanban CASES & Live DEMO
Fishbowl Discussion
Thank You!                        Lean & Kanban:                        Além da Agilidade@diego_pachecoabout.me/diegopacheco
30/07/2011                  #leankbilegra1110:00   – 10:15    – Warm Up10:15   - 12:00    - Lean & Kanban Lecture / Mini-g...
The “Names” Mini-game
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
Lean & kanban alem da agilidade
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Lean & kanban alem da agilidade

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Lean & kanban alem da agilidade

  1. 1. Lean & Kanban: Além da Agilidade@diego_pachecoabout.me/diegopacheco
  2. 2. Sim, Eu trabalho com TI…(Gosto de Dinossauros) diego.pacheco@ilegra.com @diego_pacheco diego-pacheco.blogspot.com github.com/diegopacheco
  3. 3. #leankbilegra11
  4. 4. Yes,Agile !!!
  5. 5. http://agilemanifesto.org/
  6. 6. Empty your mind...
  7. 7. We may need some recycle!
  8. 8. 2006
  9. 9. Agile Mindsets and COREvalues are BIGGER THANScrum. You also need XPbecause CODE Matters. Bla bla bla,you must pay attention on XP Scrum, Bla bladude, stop being a faggot! bla, Scrum, Bla bla bla, Scrum, bla, bla and bla… SCRUM!
  10. 10. Agile>Scrum
  11. 11. 2Things!
  12. 12. Thomas Jefferson (don’t copy the tools) In matters of style, swim with the current; In matters of principle, stand like a rock.
  13. 13. Why Lean ? We Have Agile !!!
  14. 14. There are gaps in Agile !!!
  15. 15. Lean has great synergy with Agile
  16. 16. Lean fills the Gap !!!
  17. 17. Lean XCMMI
  18. 18. CMMI Assumption 1: A system is best managed by disaggregating it into identifiable work products that are transformed from a input to output to archive Assumption 2 A mature specific goal. organization is one in which everything is carefully planned and then controlled to meet the plan.
  19. 19. Lean Assumption 1: A mature organization looks at the whole system; it does not focus on optimizing disagreggregated parts. Assumption 2 A mature organization focuses on learning effectively and empowers the people who do the work to make decisions.
  20. 20. Lean XTraditional
  21. 21. Traditional Work Harder Work Smarter
  22. 22. 60-95% of our time doing things thatincrease cost but don’t add value!
  23. 23. 64% Features are Rarely or never used
  24. 24. Lean Why do it at all ? Remove Waste
  25. 25. What is Lean anyway ?
  26. 26. Scientific Management & Taylor 1910 People are not Smart, enough to know the best way to do it! They are lazy! Workers will do as little as possible. Workers do not care about quality. Experts tell workers exactly what to do! Do the best and cheapest way! Pay extra if they do it the best way right! Experts(management/supervisors) break the work in small parts so the workers can do it.
  27. 27. W. Edwards Deming 1940 The Humanist “All anyone asks for is a chance to work with pride.” People are good. People care !!! Respect People. People are about Trust, Pride, and applause not numbers. Continuous improvements in work process: PDCA. Intrinsic Motivation
  28. 28. Respect People
  29. 29. Deming’s 14 Points
  30. 30. …Intrinsic Motivation
  31. 31. Lean Origins… TPS - 1948 Taichii Ohno
  32. 32. Lean Manufacturing
  33. 33. Lean/Kanban Origins in Software… ~2002 (Mary & Tom Poppendieck) ~2003 (David Anderson)
  34. 34. Lean is aboutThinking...
  35. 35. Symphony of the Thousand
  36. 36. A Complex System
  37. 37. Understanding… but WHY ?
  38. 38. Change the System, Changes the Culture!
  39. 39. Lean is about… (Why ?)
  40. 40. Right Feature, Right Time… (Why ?)
  41. 41. Business Agility
  42. 42. Lean Principles (Cultural Changes)
  43. 43. #1 Built-in Quality
  44. 44. In Agile World…
  45. 45. #2 Empower the Team
  46. 46. Make conditions to people be…
  47. 47. In Agile World…
  48. 48. #3 Deliver as Fast as possible
  49. 49. Bucket approach
  50. 50. Hose approach
  51. 51. Batch Size Reduction
  52. 52. Continuous Deployment/Deliver
  53. 53. #4 Decide as Late as Possible
  54. 54. Plan SUCKS! Planning Rocks!
  55. 55. Uncertain Cone
  56. 56. In Agile World… AMDD Simple Design
  57. 57. #5 Optimize the Whole
  58. 58. We are Local…
  59. 59. …To the Extreme!
  60. 60. Beware: Taboo ahead !!!
  61. 61. System Thinking
  62. 62. 5 whys Don’t attackthe symptoms!
  63. 63. Critical Chain
  64. 64. In Agile World…
  65. 65. #6 Create/Amplify knowledge
  66. 66. In Agile World…
  67. 67. #7 Eliminate Waste
  68. 68. You need learn how to see waste !!!
  69. 69. Wastes
  70. 70. #7-1 Overproduction (Extra Features)
  71. 71. #7-2 Inventory (Backlog / Partial done)
  72. 72. #7-3 Extra Processing Steps (Extra Steps/ Rework)
  73. 73. #7-4 Motion (Finding Information / Task Switching)
  74. 74. #7-5 Defects (BUGS not caught by tests)
  75. 75. #7-6 Waiting (waiting for decisions, including customers / delays)
  76. 76. #7-7 Transportation (Handoff’s)
  77. 77. Pull vs Push
  78. 78. Push
  79. 79. Bucket approach == PUSH
  80. 80. Pull
  81. 81. Hose approach == PULL
  82. 82. Command Intent VS C2
  83. 83. Value Stream Mapping -> Kanban board
  84. 84. #J.I.T
  85. 85. …Just the tip of the iceberg…
  86. 86. Kaizen ( Continuous Improvements)
  87. 87. Kaizen is involvement
  88. 88. Leaders/Coaches must be breathing kaizenIts not have the best perfect way of doing work up-to-front. It’smotivate people to always get better ways to do work.
  89. 89. Improvements at daily basis NOT in events !!!
  90. 90. Hold On…
  91. 91. Toyota Kata: Continuous Improvement* http://www-personal.umich.edu/~mrother/Homepage.html
  92. 92. Toyota Kata: Coaching
  93. 93. Kanban
  94. 94. Kanban is 80% about People!"Putting people in good systems results in better results than putting people in bad systems – soattending to the systems will help the peoples behavior" via @alshalloway
  95. 95. The Essence of Kanban is…1. Visualize the Workflow2. Limit WIP3. Manage Flow4. Make Process Policies Explicit5. Improve Collaboratively (using Models and the Scientific Method)
  96. 96. Make Explicit Policies
  97. 97. Kanban is visual card
  98. 98. Kanban is more than a index card
  99. 99. Kanban: Visual Flow | See to Believe
  100. 100. Visual Informarion Rules!* Boards over Tools | tools sucks!* Process Enforcements + Metrics* Not ONLY flow
  101. 101. Common SPECIFIC Understanding
  102. 102. Classes of Services
  103. 103. Classes of Services: Based on Cost of Delay!
  104. 104. In Agile World(Remember the XP Roads Approach ?) Dirt Road Cobblestone Road Highway Time ComplexityValue Added Scalability Risk
  105. 105. Classes of Services Based on post-its colors
  106. 106. Priority always in the TOP
  107. 107. Kanban Swim lanes
  108. 108. Kanban: Focus on the Right! Finish a Story Begin a new Story - FOCUS +
  109. 109. Kanban: DEMO & RetrospectivesRetrospectiveDEMO
  110. 110. Kanban: Release it anytime.
  111. 111. Kanban: Re-prioritize anytime…
  112. 112. Super Team
  113. 113. Visualize W.I.P
  114. 114. Manage/Limit W.I.P
  115. 115. Queues size | Less is better !!!
  116. 116. …You seek for Cadence
  117. 117. Kanban shows hidden issues
  118. 118. Kanban let you see bottlenecks!
  119. 119. Kanban enables Tactics!
  120. 120. Kanban let you have buffers (I don’t like it)DEV(3) DEPLOY(5) WAIT DEPLOY (3)
  121. 121. Sometimes things get wild!
  122. 122. Stopping the line | the “controversial” SHIT
  123. 123. Kanban was metrics !!!
  124. 124. Two Goals: Improve CT & Exploit BT
  125. 125. Bottleneck will define your speed limit.
  126. 126. Cyclic time = w.i.p / t.h | Small CT better !!!Little’s Law
  127. 127. Waterfall, Scrum and Kanban (Samples) Waterfall (100) Everything at same time Kanban (20) Managed WIP flow Scrum (1) Piece flow*The numbers are just a example.
  128. 128. VARIATION: The mini-game !!!
  129. 129. VARIATION: Good OR Bad ? DEV OPS* The Answer is in the next slide.
  130. 130. Make a Cheeseburger X Sell a Cheeseburger (1975)
  131. 131. http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.html
  132. 132. Cumulative Flow Diagram
  133. 133. Cumulative Flow Diagram
  134. 134. Kanban X Scrum
  135. 135. Kanban X Scrum Typical flow of a Scrum process Typical flow of a Kanban process
  136. 136. Kanban X Scrum | tasks & wip
  137. 137. Kanban X Scrum | process cadence
  138. 138. Kanban X Scrum | Main Differences p1
  139. 139. Kanban X Scrum | Main Differences p2
  140. 140. Scrumban | Mixing Scrum and Kanban
  141. 141. Scrum and kanban comparison“Kinds of Kanban” | Process fit
  142. 142. Recommended Books
  143. 143. Recommended Books
  144. 144. Kanban CASES & Live DEMO
  145. 145. Fishbowl Discussion
  146. 146. Thank You! Lean & Kanban: Além da Agilidade@diego_pachecoabout.me/diegopacheco
  147. 147. 30/07/2011 #leankbilegra1110:00 – 10:15 – Warm Up10:15 - 12:00 - Lean & Kanban Lecture / Mini-game12:00 - 13:00 - Break for Lunch13:00 - 13:30 – Warm Up / Mini-Game13:30 - 14:30 - Lean/Kanban DEMO & Cases14:30 - 15:00 – Coffee Break15:00 - 17:00 - Fish Bowl17:00 - 17:30 - Retrospective
  148. 148. The “Names” Mini-game

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