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Lean & kanban alem da agilidade
 

Lean & kanban alem da agilidade

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Lean & kanban alem da agilidade

Lean & kanban alem da agilidade

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    Lean & kanban alem da agilidade Lean & kanban alem da agilidade Presentation Transcript

    • 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.blogspot.com github.com/diegopacheco
    • #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 pay attention on XP Scrum, Bla bladude, stop being a faggot! bla, Scrum, Bla bla bla, Scrum, bla, bla and bla… SCRUM!
    • Agile>Scrum
    • 2Things!
    • Thomas Jefferson (don’t copy the tools) In matters of style, swim with the current; In matters of principle, stand like a rock.
    • 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 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.
    • 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.
    • 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 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.
    • 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
    • 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 (David Anderson)
    • Lean is aboutThinking...
    • Symphony of the Thousand
    • A Complex System
    • Understanding… but WHY ?
    • Change the System, Changes the Culture!
    • 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 to always get better ways to do work.
    • 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 – soattending to the systems will help the peoples behavior" via @alshalloway
    • 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)
    • 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 Added Scalability Risk
    • 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 DEPLOY (3)
    • 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 (20) Managed WIP flow Scrum (1) Piece flow*The numbers are just a example.
    • 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-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
    • The “Names” Mini-game