How to Get Started with Kanban, and Why
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How to Get Started with Kanban, and Why

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Kanban 101, with a bit of agile basics and Kanban 201

Kanban 101, with a bit of agile basics and Kanban 201

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  • 1. KanbanIn Software Development Ingvald Skaug img: http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/
  • 2. What Is Kanban? Intro What Is Kanban Why FlowLightweight framework for evolutionary change, Why Kanbanstep-by-step improvementEncourages continuous flowNot a process Some background: David Anderson: The Principles of the Kanban Method
  • 3. Kanban:What Is Kanban? Most adaptive tool (Number = artifacts) ill.: Henrik Kniberg, Kanban and Scrum - making the most of both (with Mattias Skarin) http://www.infoq.com/minibooks/kanban-scrum-minibook
  • 4. Why Flow? Intro What Is Kanban Why Flow Inestimable work Why Kanban Unplanned work Unclear work Blocked work - need input from unavailable stakeholder Parking - unfinished work, - waiting b/c of interruptions, multi-tasking Changed work/ requirements Legacy code Normative estimates => tech debt Specialists => uncertain accessJørn Ola Birkeland, Bekk, at XP2010,Experience report: From a timebox tangle to a more flexible flowhttp://xp2010.org/program?sid=11&o=1
  • 5. Why Kanban? Intro What Is Kanban Why FlowYou can: Why KanbanStart where you areManage change, improve step by stepExpose problems on quality and processEnable higher qualityMore predictable delivery, due date performanceSustainable developmentBalance demand against capacityIncrease trust with customersImprove productivityMore agile organization...Seems like a tall order...
  • 6. Everything Is Connected Why Kanban
  • 7. Start: Visualize + WIP Limit Why Kanban Everything Is Connected
  • 8. Simple Kanban "Kanban 101" / How-to1. Visualize!2. Limit WIP! WIP = work in progress Simple = not easyimg: http://blog.crisp.se/henrikkniberg/2009/09/15/1253019240000.htmlSome background: http://agilemanagement.net/index.php/Blog/back_to_basics_with_kanban/
  • 9. Visualize! Kanban 101 Visualize Limit WIP Use a Kanban board Reflect real workflow Dashboard visible for everyone Transparent policies WIP limits Specific column names - dont use "Done"...
  • 10. Why Visualize? Agile Basics Visualize Limit WIP=> Shared mental model=> More engaged stakeholders=> More effective thinking, collaborationEx.: Kanban board,permanently visible to dev.team, management, sales...http://skaug.no/ingvald/2010/12/agile-basics-visualize-more.htmlimg from Tom Wujecs TED talk
  • 11. Limit WIP! Kanban 101 Visualize Limit WIPStart with generous limitsBetter with big limits than no limits- no limits, no improvement- big limits: minimize resistanceKeep WIP limits visible on Kanban board WIP = work in progress
  • 12. Why Limit WIP? Agile Basics Visualize Limit WIPWork in progress expires- e.g., requirements change over time WIP = work in progress ill.: Aslak Hellesøy, Smidig 2009: Kanban for nybegynnere http://tcs.java.no/tcs/?id=20B8314B-4EE8-4C87-A418-2AA08F4AB3E6
  • 13. Why Limit WIP? Agile Basics Visualize Limit WIPReduce multi-tasking Some background, ill.: Karl Scotland: Kanban, Flow and Cadence http://availagility.co.uk/2008/10/28/kanban-flow-and-cadence/
  • 14. Why Limit WIP? Agile Basics Visualize Limit WIPExpose quality and process problems- like bottlenecks WIP = work in progress http://ingvald.posterous.com/kanban-reduce-wip-limits-to-discover-bottlene
  • 15. Q?Simple Kanban1. Visualize!2. Limit WIP! Keep It Simple Be Pragmatic Flow
  • 16. Kanban vs Scrum Kanban ScrumBatching of work, Works with anything Iteration (+/- 30d),feedback-loop Natural fit: continuous flow sprint backlog to demoTolerance for Yes (with flow) - swimlanes, classes of No, process needs hacking (e.g.,variations, distractions service extra buffer)Control mechanism WIP limit Commitment - stand-up (personal) - sprint: dates, features (team)Initial change Small - low threshold Revolution - prescribed processEventual changes in Evolution - step by step improvements No, Scrum is a fixed processprocess in "process under Kanban" regarding its artifactsWhat can improve If you keep visualizing, limiting WIP: XP practices etc pretty much everythingEstimating/ Works with anything. Estimating needed for burn-downPredictability Best: use lead time after the fact as predictor, not detailed estimatesSpecialists No problem Should be cross-functional teamsSome background:http://agilemanagement.net/index.php/Blog/thoughts_on_how_kanban_differs_from_scrum/http://availagility.co.uk/2009/06/15/how-is-kanban-different-from-other-approaches/http://availagility.co.uk/2010/07/27/a-pattern-for-using-scrum-and-kanban/http://blog.crisp.se/henrikkniberg/2009/12/21/1261410240000.html (Kanban and Scrum - making the most of both)
  • 17. Forward "Kanban 201"David J Anderson: 5 core properties of a Kanbanimplementation 1. Visualize Workflow 2. Limit work-in-progress 3. Measure & Manage Flow 4. Make Process Policies Explicit 5. Use Models to Recognize Improvement Opportunities Background: David Anderson: Five Core Properties of a Kanban Implementation
  • 18. Forward "Kanban 201"QualityTech DebtFlowClasses of ServiceSlackCadence - separate development, deliveryMetrics a small selection Some more: Aspects of Kanban, by Karl Scotland, including cadence, slack Dennis Stevens on SLAs in Kanban, including cost of delay Classes of Service and Policies, by David Joyce Kanban and Systems Thinking, by Karl Scotland
  • 19. Become More Agile More or less Not either/ or img: http://www.flickr.com/photos/42429527@N03/5063150948/
  • 20. Tech Debt vs Quality Legacy Maintenance Unpredictabilityill.: Jørn Ola Birkeland, XP2010: From a timebox tangle to a more flexible flow http://xp2010.org/program?sid=11&o=1
  • 21. Improve Quality Kanban 201 ill.: Jørn Ola Birkeland, XP2010: From a timebox tangle to a more flexible flow http://xp2010.org/program?sid=11&o=1
  • 22. Enable and Use Kanban 201Swarming, Slack 1. Can you help progress an existing kanban? Work on that. 2. Don’t have the right skills? Find bottleneck and work to release it. (SWARMING) 3. Don’t have the right skills? Do work which - won’t create any work downstream, - will improve future throughput and - can be paused as soon as existing kanban related work is available. (SLACK)http://ingvald.posterous.com/kanban-slack-creates-opportunities-for-improv
  • 23. Cumulative Flow DiagramMetrics Sources of Error Some work off the board Work items vary too much in sizeill.: Henrik Kniberg & Mattias Skarin: Kanban and Scrum - making the most of bothhttp://blog.crisp.se/henrikkniberg/2009/12/21/1261410240000.html
  • 24. ResourcesDavid Anderson: Kanbanhttp://agilemanagement.netHenrik Kniberghttp://blog.crisp.se/henrikkniberg/Especially One day in Kanban landLinks in slides, particularly:Karl Scotland (articles)Jørn Ola Birkeland (video)http://skaug.no/ingvald/kanban/http://twitter.com/ingvald