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Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
Kanban At Roots 2011
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Kanban At Roots 2011

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Slides used before and after playing the getKanban game created by Russel Healy

Slides used before and after playing the getKanban game created by Russel Healy

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  • Hi, My name is Ketil Jensen and I work as a consultant for a company called Miles. I’m primarily a developer but have a really strong interest in processes and methodologies I’m here today to share some of the experiences we’ve had since we started using Kanban in the autumn 2009 at one of our clients NetCom, which is the second largest Telecom operator in Norway. The experiences is seasoned with some of my own opinions about how a good software development process should look like.
  • “ The goal isn’t to continue working, the goal is to continue flowing”
  • A means to classify work to provide acceptable levels of customer satisfaction
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • But remember: Be patient. Apply changes in small steps Because………(pause) First and foremost: Kanban is a tool for change management. Do a change Let the system stabilize Observe the result And repeat
  • Transcript

    1. Roots Conference Bergen Wednesday 25.05.2011 Arild Strømhylden – Ketil Jensen Kanban Game
    2. Outline <ul><li>A really short introduction to Kanban </li></ul><ul><li>Playing the getKanban game </li></ul><ul><li>Experience exchange / summary </li></ul>
    3. About us @stromhylden @ketilj
    4. Show of Hands - How many have heard about Kanban? - How many uses it or have used it?
    5. What is Kanban?
    6. The “Father” of TPS and Kanban
    7. Kanban in Software Development 2004…..2006….2007….2008….2009….2010 David Anderson introduced Kanban at XIT Microsoft Kanban introduced at Corbis for team with +50 people Several sessions about Kanban at Agile 2008
    8. Kan Ban – Visual Card
    9. Visualizing the Workflow And Limiting WIP Creates a Pull System For Just In Time Work
    10. Kanban is About Flow and Sustainable Pace
    11. Classes of service
    12. Typical Class-of-Service Definitions <ul><li>Expedite </li></ul><ul><ul><li>Fix now </li></ul></ul><ul><li>Fixed Delivery Date </li></ul><ul><ul><li>Significant delay incurred on or from a specific date in near future </li></ul></ul><ul><li>Standard Class </li></ul><ul><ul><li>(Near) linear cost of delay beginning immediately </li></ul></ul><ul><li>Intangible Class </li></ul><ul><ul><li>No tangible cost of delay within reasonable lead time to delivery window </li></ul></ul>
    13. 3. Tracking
    14. Cumulative Flow Diagram http://open.bekk.no/2009/11/03/cumulative-flow-diagrams-with-google-spreadsheets
    15. Control chart
    16. Let’s play the getKanban game!
    17. Things to Remember While Playing <ul><li>- One person keep an eye on time : < 7 mins per day </li></ul><ul><li>- 3000 $ bonus to the team finishing first </li></ul><ul><li>- On day 14: Play both event card 14 and 19! </li></ul><ul><li>- Standard (yellow) and Intangible stories (green) should be pulled into ready queue in sequence </li></ul><ul><li>- Have a problem ? Ask </li></ul><ul><li>- Have fun  </li></ul>
    18. Game Debrief <ul><li>What stragegies did teams use? </li></ul>
    19. Game Debrief <ul><li>Events: </li></ul><ul><li>- Blocker </li></ul><ul><li>- Carlos arrival and departure </li></ul><ul><li>- Expedite request </li></ul><ul><li>- Fixed date stories </li></ul><ul><li>- Q reduction - What happened to lead time? </li></ul>
    20. Decisions <ul><li>- Daily </li></ul><ul><li>- Expedite </li></ul><ul><li>- Q replenishment </li></ul>
    21. Game Debrief <ul><li>Cost of Delay: </li></ul><ul><li>- What were the Cost of Delay curves for the Fixed dates? </li></ul><ul><li>- What about the other stories </li></ul>
    22. Cost of Delay for Classes of Service
    23. Game Debrief <ul><li>Visualization: </li></ul><ul><li>- Was the work visualized and status of work apparent? </li></ul>
    24. Go Live Often
    25. Game Debrief <ul><li>Flow of work / Pull: </li></ul><ul><li>- Did you start considering about pull from the right? </li></ul><ul><li>- Was there any swarming going on? When? Was it effective? </li></ul>
    26. Game Debrief <ul><li>- Was planning effective? </li></ul><ul><li>Were the retrospectives useful, or were issues visible enough when they arose </li></ul>
    27. Little’s law Wq is the average time in the queue for a standard job Lq is the average number of things in the queue to be processed The denominator  (Lambda) is the average processing rate for jobs in the queue http://scalingsoftwareagility.wordpress.com/2009/12/14
    28. Little’s law for a sub system http://scalingsoftwareagility.wordpress.com/2009/12/14 Backlog = 100 stories Iteration length = 2 weeks Velocity = 8 stories per sprint = 12.5 iterations or 25 weeks to get into the sprint + 2 weeks to finsish = 27 weeks
    29. Little’s law for a system http://scalingsoftwareagility.wordpress.com/2009/12/14 Number of projects = 50 Velocity = 10 projects per year 50 projects / 10 projects per year = 5 years per project (in average)
    30. Process Control Chart David J. Anderson – Kanban Traning Class material
    31. <ul><li>Visualize the work flow as is today </li></ul><ul><li>Limit Work-in-Progress </li></ul><ul><li>Measure and manage flow </li></ul>Getting Started
    32. References - David J. Anderson – Kanban Traning Class material - Aslak Hellsøy - http://open.bekk.no/2009/11/03/cumulative-flow-diagrams-with-google-spreadsheets - http://scalingsoftwareagility.wordpress.com/2009/12/14 - Silver Stripe Blog – http//toolsforagile/blog/archives/647
    33. Thank you!

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