“The only person who likes change is a baby with a wet diaper.”                                                           ...
   Evolutionary adoption of agile principles           in traditional organizations           ◦ First introduce Kanban an...
Charan AtreyaProjectWorld Atlantic Canada2011
   >70% in lead time          >35% effort          >24% in defects          Stress          WasteCharan AtreyaProject...
   Critical Chain – plan projects          Kanban – execute tasksCharan AtreyaProjectWorld Atlantic Canada2011
WC1   WC2   WC3   WC4            Identify the system constraint            Exploit the constraint            Subordinat...
 Neither               good nor bad - it         just is        Manage them or they will         control your process   ...
Charan AtreyaProjectWorld Atlantic Canada2011
   Longest chain of dependent           steps, longest in time; slack = 0          Is the project constraint ; dictates ...
 Milestone    management                                    Task Estimates            2M                      Measureme...
“90% of the project is finished in one year and   the remaining 10% takes another full year”Charan AtreyaProjectWorld Atla...
Charan AtreyaProjectWorld Atlantic Canada2011
Charan AtreyaProjectWorld Atlantic Canada2011
Aggressive, but possible time                      Minimum time                                                        Mos...
Aggressive, but possible time                                                   Estimate                                  ...
Aggressive, but possible time                                                   Estimate                                  ...
   If every task has a 90% likelihood of                  finishing on time, will the project finish                  on ...
Charan AtreyaProjectWorld Atlantic Canada2011
Measurement Issues          Progress – Lagging indicators           ◦ Earned value (compare plan to actual)           ◦ V...
“ART OF SCREWING EVERYTHING UP AT ONCE”                   10 days                    10 days             10 days          ...
   Estimates are a range          Safety is added to each task          Waste of safety time           ◦ Parkinson’s la...
   Strip safety estimates from each task          50% confidence level on estimates is good           enough           ◦...
Charan AtreyaProjectWorld Atlantic Canada2011
Charan AtreyaProjectWorld Atlantic Canada2011
Aggressive End DateCharan AtreyaProjectWorld Atlantic Canada2011
Leading Indicator of Project Success – Protecting                                              DURATION  ACT              ...
Leading Indicator of Project Success – Protecting EFFORT                               100%                               ...
   Leading indicator on project status          Protect project completion date          Reduce scramble towards the en...
   Critical Chain – plan projects           ◦ Address Estimation Issues           ◦ Measurement System          Kanban –...
   Software development is a creative process           ◦ Task variability           ◦ Solutions are derived dynamically ...
   “Tyranny” of time-boxed iterations           ◦ Development items small enough for iterations AND             deliver b...
 Japanese             term - means “visual          cards”         Synchronized pullCharan AtreyaProjectWorld Atlantic C...
   Goal is to match throughput to demand          Work “pulled” based on system status           ◦ Start new task after ...
   Limit work-in-progress           ◦ Create Synchronized PULL           ◦ Focus on flow           ◦ Focus on quality – e...
   Step 1                                                 Unbelievably           ◦ Map current flow                      ...
   Visualize actual work flow     Highlights value times and wait times     Answers to questions:      ◦ Does this step...
WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
   Enables laser like focus          Helps address bottlenecks to the flow as they           appear          Enables sw...
More Rules                                                             Less Rules Least Flexible                          ...
WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
   Little’s Law                               Work in progress for the period            Cycle Time =                    ...
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan Atreya                               Used with Henrik Knibergs permissionProjectWorld Atlantic Canada2011
Charan AtreyaProjectWorld Atlantic Canada   Used with Henrik Knibergs permission2011
Charan AtreyaProjectWorld Atlantic Canada2011
   Dynamically highlights bottlenecks           ◦ Swarming behavior tackles bottlenecks          Teamwork           ◦ En...
   Case Study: Kanban at BBC Worldwide           http://leanandkanban.files.wordpress.com/2           010/02/lean-softwar...
agileconsulting.blogsopt.com   Unbelievably          infoq.com                        Simple          leansoftwareengineer...
   Critical Chain encourages     protecting project end dates     only (global optimization)    Kanban ensures tasks get...
   Evolutionary adoption of agile principles           in traditional organizations           ◦ First introduce Kanban an...
“In times of change, learners inherit the earth,       while the learned are beautifully equipped to       deal with a wor...
   Dreamer – Big Hairy Audacious Goals          Motto – Deliver faster, deliver often,           deliver quality       ...
Upcoming SlideShare
Loading in...5
×

Agile project management using kanban & to c

1,018

Published on

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,018
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Transcript of "Agile project management using kanban & to c"

  1. 1. “The only person who likes change is a baby with a wet diaper.” Mark TwainCharan “CA” AtreyaProjectWorld Atlantic CanadaNovember - 2011
  2. 2.  Evolutionary adoption of agile principles in traditional organizations ◦ First introduce Kanban and get better at focusing  Increase velocity of project delivery ◦ Then adopt Critical Chain for project and scale it to program and portfolio managementCharan AtreyaProjectWorld Atlantic Canada2011
  3. 3. Charan AtreyaProjectWorld Atlantic Canada2011
  4. 4.  >70% in lead time  >35% effort  >24% in defects  Stress  WasteCharan AtreyaProjectWorld Atlantic Canada2011
  5. 5.  Critical Chain – plan projects  Kanban – execute tasksCharan AtreyaProjectWorld Atlantic Canada2011
  6. 6. WC1 WC2 WC3 WC4  Identify the system constraint  Exploit the constraint  Subordinate everything else to the constraint  Focus improvement efforts on the constraintCharan AtreyaProjectWorld Atlantic Canada WC = Work Center2011
  7. 7.  Neither good nor bad - it just is  Manage them or they will control your process  Bottlenecks travel ◦ No synchronous pullCharan AtreyaProjectWorld Atlantic Canada2011
  8. 8. Charan AtreyaProjectWorld Atlantic Canada2011
  9. 9.  Longest chain of dependent steps, longest in time; slack = 0  Is the project constraint ; dictates project throughput  Project is late if tasks on the critical path are lateCharan AtreyaProjectWorld Atlantic Canada2011
  10. 10.  Milestone management  Task Estimates 2M  Measurement systems are lagging indicators  MultitaskingCharan AtreyaProjectWorld Atlantic Canada2011
  11. 11. “90% of the project is finished in one year and the remaining 10% takes another full year”Charan AtreyaProjectWorld Atlantic Canada2011
  12. 12. Charan AtreyaProjectWorld Atlantic Canada2011
  13. 13. Charan AtreyaProjectWorld Atlantic Canada2011
  14. 14. Aggressive, but possible time Minimum time Most likely timeCharan AtreyaProjectWorld Atlantic Canada Credit: Critical Chain by Eli Goldratt2011
  15. 15. Aggressive, but possible time Estimate provided Median 50% 40% Safety Minimum time Most likely timeCharan AtreyaProjectWorld Atlantic Canada Credit: Critical Chain by Eli Goldratt2011
  16. 16. Aggressive, but possible time Estimate provided Median 50% Safety added to every task 40% Safety Minimum time Most likely timeCharan AtreyaProjectWorld Atlantic Canada Credit: Critical Chain by Eli Goldratt2011
  17. 17.  If every task has a 90% likelihood of finishing on time, will the project finish on time?  Work expands to fill (and often exceed) allocated time – Parkinson’s Law  Negotiate aggressively for more time. Use up safety buffers upfront – scramble as deadline looms – Student SyndromeCharan AtreyaProjectWorld Atlantic Canada2011
  18. 18. Charan AtreyaProjectWorld Atlantic Canada2011
  19. 19. Measurement Issues  Progress – Lagging indicators ◦ Earned value (compare plan to actual) ◦ Velocity (e.g. Burn down charts)  Does not differentiate between work done on a critical path and work on other pathsCharan AtreyaProjectWorld Atlantic Canada2011
  20. 20. “ART OF SCREWING EVERYTHING UP AT ONCE” 10 days 10 days 10 days 20 days 20 days 20 daysCharan AtreyaProjectWorld Atlantic Canada2011
  21. 21.  Estimates are a range  Safety is added to each task  Waste of safety time ◦ Parkinson’s law ◦ Student syndrome ◦ Multitasking  Task delays propagate throughout the project  Early task finish does not benefit the project  Measurement systems are lagging indicatorsCharan AtreyaProjectWorld Atlantic Canada2011
  22. 22.  Strip safety estimates from each task  50% confidence level on estimates is good enough ◦ Remaining 50% is added to project or feeding buffer  Add the following buffers: ◦ Project buffer ◦ Feeding path buffer ◦ Resource bufferCharan AtreyaProjectWorld Atlantic Canada2011
  23. 23. Charan AtreyaProjectWorld Atlantic Canada2011
  24. 24. Charan AtreyaProjectWorld Atlantic Canada2011
  25. 25. Aggressive End DateCharan AtreyaProjectWorld Atlantic Canada2011
  26. 26. Leading Indicator of Project Success – Protecting DURATION ACT Protects Duration PlanCharan AtreyaProjectWorld Atlantic Canada2011
  27. 27. Leading Indicator of Project Success – Protecting EFFORT 100% 90% ACT 80% Protects 70% Effort % Buffer Consumed 60% 50% Plan 40% 30% 20% 10% 0% 0% 4% 8% 100% 12% 16% 20% 24% 28% 32% 36% 40% 44% 48% 52% 56% 60% 64% 68% 72% 76% 80% 84% 88% 92% 96% % Effort ExpendedCharan AtreyaProjectWorld Atlantic Canada2011
  28. 28.  Leading indicator on project status  Protect project completion date  Reduce scramble towards the end  Increase the probability of completing the project on timeCharan AtreyaProjectWorld Atlantic Canada2011
  29. 29.  Critical Chain – plan projects ◦ Address Estimation Issues ◦ Measurement System  Kanban – address MultitaskingCharan AtreyaProjectWorld Atlantic Canada2011
  30. 30.  Software development is a creative process ◦ Task variability ◦ Solutions are derived dynamically  Scheduling ◦ Large number of interactions ◦ Availability of subject matter experts when needed ◦ Capacity constrained resources ◦ Do not have complete information ◦ Constantly shifting priorities  Trailing indicators around executionCharan AtreyaProjectWorld Atlantic Canada2011
  31. 31.  “Tyranny” of time-boxed iterations ◦ Development items small enough for iterations AND deliver business value – leading change challenge ◦ Churn within iterations, for example ◦ Cannot co-locate the entire team ◦ Quality suffers as team rushes to meet iteration deadlinesCharan AtreyaProjectWorld Atlantic Canada2011
  32. 32.  Japanese term - means “visual cards”  Synchronized pullCharan AtreyaProjectWorld Atlantic Canada2011
  33. 33.  Goal is to match throughput to demand  Work “pulled” based on system status ◦ Start new task after completing current task ◦ Team pulling from backlog does not make it a pull system  Flow/Throughput driven  Encourages single taskingCharan AtreyaProjectWorld Atlantic Canada2011
  34. 34.  Limit work-in-progress ◦ Create Synchronized PULL ◦ Focus on flow ◦ Focus on quality – embed it in  Visualize work ◦ Highlight bottlenecks as they appear ◦ Empower the team ◦ Optimize the whole  Balance throughput to demand  Ensure right work is done at the right timeCharan AtreyaProjectWorld Atlantic Canada2011
  35. 35.  Step 1 Unbelievably ◦ Map current flow Simple ◦ Visualize it  Step 2 ◦ Introduce work-in-progress limits  Step 3 ◦ Develop rules and improveCharan AtreyaProjectWorld Atlantic Canada2011
  36. 36.  Visualize actual work flow  Highlights value times and wait times  Answers to questions: ◦ Does this step add value? ◦ What determines how long this step takes? ◦ Can we do this work faster?Charan AtreyaProjectWorld Atlantic Canada2011
  37. 37. WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
  38. 38. WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
  39. 39.  Enables laser like focus  Helps address bottlenecks to the flow as they appear  Enables swarming behavior Have low WIP limitsCharan AtreyaProjectWorld Atlantic Canada2011
  40. 40. More Rules Less Rules Least Flexible Most Flexible RUP XP Scrum KanbanCharan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  41. 41. WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
  42. 42. WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
  43. 43. WorkflowCharan AtreyaProjectWorld Atlantic Canada2011
  44. 44.  Little’s Law Work in progress for the period Cycle Time = # of tasks closed for the periodCharan AtreyaProjectWorld Atlantic Canada2011
  45. 45. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  46. 46. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  47. 47. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  48. 48. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  49. 49. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  50. 50. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  51. 51. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  52. 52. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  53. 53. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  54. 54. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  55. 55. Charan Atreya Used with Henrik Knibergs permissionProjectWorld Atlantic Canada2011
  56. 56. Charan AtreyaProjectWorld Atlantic Canada Used with Henrik Knibergs permission2011
  57. 57. Charan AtreyaProjectWorld Atlantic Canada2011
  58. 58.  Dynamically highlights bottlenecks ◦ Swarming behavior tackles bottlenecks  Teamwork ◦ Encourages collaboration ◦ Empowers  Reduces multi-tasking  Focuses on throughput ◦ Enables smooth flow of workCharan AtreyaProjectWorld Atlantic Canada2011
  59. 59.  Case Study: Kanban at BBC Worldwide http://leanandkanban.files.wordpress.com/2 010/02/lean-software-management-bbc- worldwide-case-study.pdf  University of Helsinki, Finland On the impact of Kanban on Software Project Work: An Empirical Case Study InvestigationCharan AtreyaProjectWorld Atlantic Canada2011
  60. 60. agileconsulting.blogsopt.com Unbelievably infoq.com Simple leansoftwareengineering.comCharan AtreyaProjectWorld Atlantic Canada2011
  61. 61.  Critical Chain encourages protecting project end dates only (global optimization)  Kanban ensures tasks get done as fast as possible – addresses multitasking  Create high performance teams using the twoCharan AtreyaProjectWorld Atlantic Canada2011
  62. 62.  Evolutionary adoption of agile principles in traditional organizations ◦ First introduce Kanban and get better at focusing  Increase velocity of project delivery ◦ Then adopt Critical Chain for project and scale it to program and portfolio managementCharan AtreyaProjectWorld Atlantic Canada2011
  63. 63. “In times of change, learners inherit the earth, while the learned are beautifully equipped to deal with a world that no longer exists!” Roland Barth Are you willing to take on evolutionary change? Thank You!Charan AtreyaProjectWorld Atlantic Canada2011 http://www.kanbanway.com
  64. 64.  Dreamer – Big Hairy Audacious Goals  Motto – Deliver faster, deliver often, deliver quality  Theory of Constraints aficionado ◦ Electronic Engineer, MBA, PMP, Six Sigma Green Belt http://www.linkedin.com/in/catreya @kanbanPM http://www.kanbanway.comCharan AtreyaProjectWorld Atlantic Canada2011

×