KANBAN – NOT „YET ANOTHER DEVELOPMENT PROCESS“ (FLORIAN EISENBERG) - LKCE13
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KANBAN – NOT „YET ANOTHER DEVELOPMENT PROCESS“ (FLORIAN EISENBERG) - LKCE13

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Way too often is Kanban portrayed as an agile, flow based development process close to the classical waterfall competing with Scrum. Kanban is supposed to unite all the advantages that waterfall......

Way too often is Kanban portrayed as an agile, flow based development process close to the classical waterfall competing with Scrum. Kanban is supposed to unite all the advantages that waterfall processes offer (like clearly defined responsibilities, working in specialization, and all of that really efficiently!) with the agility of Scrum. You’re successful, however, without planning, estimation, nobody hast o leave their comfort zone. Awesome, isn’t it!? But that isn’t really Kanban. It’s just FAKE – False, accumulated Kanban expectations. Kanban is, contrary to a lot of expectations, a evolutionary change management method. A central aspect of this method is the establishment of a work-in-progress limited pull system. Through this system, demand is approached to the real system capacity. Limiting the work-in-progress and the other five core practises create a pressure for change. The four principles support changing the system evolutionary and collaboratively. The basics of Kanban – principles and practises – will be presented and discussed during this talk. It is directly especially at an audience with no or little knowledge of Kanban as a change management method. Kanban can be implemented deeply or, the majority of implementations I see, in a shallow way. Therefore, members of the audience who are already using visualization as a first practice should be able to take away fresh impulses.

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  • 1. Kanban Donnerstag, 7. November 13
  • 2. Florian Eisenberg Consultant for agile product development Accredited Kanban Trainer Kanban Coaching Professional Donnerstag, 7. November 13
  • 3. Donnerstag, 7. November 13
  • 4. Donnerstag, 7. November 13
  • 5. We‘re not doing Scrum any more... We have a Kanban process now! Donnerstag, 7. November 13
  • 6. Waterfall project management is too slow for us. We have a Kanban process now! Donnerstag, 7. November 13
  • 7. Kanban Evolutionary, incremental Change-Management Donnerstag, 7. November 13
  • 8. Change-Management Donnerstag, 7. November 13
  • 9. Donnerstag, 7. November 13
  • 10. Donnerstag, 7. November 13
  • 11. Donnerstag, 7. November 13
  • 12. Donnerstag, 7. November 13
  • 13. Donnerstag, 7. November 13
  • 14. Donnerstag, 7. November 13
  • 15. Donnerstag, 7. November 13
  • 16. Donnerstag, 7. November 13
  • 17. Donnerstag, 7. November 13
  • 18. Revolution Donnerstag, 7. November 13
  • 19. Evolution Donnerstag, 7. November 13
  • 20. Kanban Evolutionary, incremental Change-Management Donnerstag, 7. November 13
  • 21. Waste Muda Muri Donnerstag, 7. November 13 Mura
  • 22. Waste Waste Muda Muri Donnerstag, 7. November 13 Mura
  • 23. Waste Waste Muda Muri Overburdening Donnerstag, 7. November 13 Mura
  • 24. Waste Waste Muda Muri Overburdening Donnerstag, 7. November 13 Mura Variability in flow
  • 25. Start with what you do now. Donnerstag, 7. November 13
  • 26. Backlog Donnerstag, 7. November 13 Next Analyse Develop Done
  • 27. 3 Backlog Next Analyse 4 Develop I‘ve got nothing to do! Donnerstag, 7. November 13 Done
  • 28. 3 Backlog Donnerstag, 7. November 13 Next Analyse 4 Develop Done
  • 29. 5 Backlog 3 Geplant Analysieren 4 Entwickeln ??? Donnerstag, 7. November 13 Fertig
  • 30. 5 Backlog Donnerstag, 7. November 13 3 Geplant Analysieren 4 Entwickeln Fertig
  • 31. 5 Backlog 3 Geplant Analysieren Herr Schmidt ist nicht erreichbar 4 Entwickeln IUT nicht deploybar Wartet auf Betrieb wg. Rückfrage DB IUT nicht fertig Herr Schmidt ist nicht erreichbar Tests rot. Donnerstag, 7. November 13 Fertig
  • 32. Collect Blockers Customer interaction Tests rot. Herr Schmidt ist nicht erreichbar Herr Schmidt ist nicht erreichbar IUT nicht fertig IUT nicht deploybar Investments in Wartet auf Betrieb wg. Rückfrage DB technology Donnerstag, 7. November 13 Technical capabilities
  • 33. Quality Donnerstag, 7. November 13
  • 34. Multitasking Donnerstag, 7. November 13
  • 35. Lower the water level http://www.flickr.com/photos/dcysurfer/4887143149 Donnerstag, 7. November 13
  • 36. Limiting Work-in-Progress Donnerstag, 7. November 13
  • 37. http://www.flickr.com/photos/bertknot/8124135825/ Donnerstag, 7. November 13
  • 38. Backlog Geplant Analysieren Entwickeln Fertig Overburdening & Variability in flow Donnerstag, 7. November 13
  • 39. 3 Backlog Overburdening Donnerstag, 7. November 13 Geplant Analysieren 4 Entwickeln Fertig Variability addressed
  • 40. Demand Capabilities M. Czekszentmihayli Donnerstag, 7. November 13
  • 41. Demand Boredom Boredom Capabilities M. Czekszentmihayli Donnerstag, 7. November 13
  • 42. Demand Anxiety Boredom Boredom Capabilities M. Czekszentmihayli Donnerstag, 7. November 13
  • 43. Demand Anxiety Flow Boredom Boredom Capabilities M. Czekszentmihayli Donnerstag, 7. November 13
  • 44. Capability Donnerstag, 7. November 13 Demand
  • 45. Capability Demand Donnerstag, 7. November 13
  • 46. Capability Donnerstag, 7. November 13
  • 47. Improve capability Donnerstag, 7. November 13
  • 48. Demand Donnerstag, 7. November 13
  • 49. Failure Demand Value Demand Donnerstag, 7. November 13
  • 50. Capability erhöhen 1. Form demand 2. Eliminate failure demand Kanban-System Donnerstag, 7. November 13
  • 51. Kanban-System Work-in-progress limited Pull-System Donnerstag, 7. November 13
  • 52. Donnerstag, 7. November 13
  • 53. Donnerstag, 7. November 13
  • 54. Donnerstag, 7. November 13
  • 55. Great Utilisation! Donnerstag, 7. November 13
  • 56. Great Utilisation! Donnerstag, 7. November 13
  • 57. Start everything simultaneously Donnerstag, 7. November 13 Great Utilisation!
  • 58. Creative Commons, Author: epSos.de Donnerstag, 7. November 13
  • 59. Start everything simultaneously Donnerstag, 7. November 13 Great Utilisation!
  • 60. Start everything simultaneously Donnerstag, 7. November 13 Great Utilisation!
  • 61. Start everything simultaneously Donnerstag, 7. November 13 Great Utilisation!
  • 62. Start everything simultaneously Donnerstag, 7. November 13 Great Utilisation! Early feedback
  • 63. Start everything simultaneously Donnerstag, 7. November 13 Great Utilisation! Early feedback
  • 64. Start everything simultaneously Late commitment Donnerstag, 7. November 13 Great Utilisation! Early feedback
  • 65. Speed http://www.flickr.com/photos/amalakar/8111811112 Donnerstag, 7. November 13
  • 66. Little‘s law: Lead time Donnerstag, 7. November 13 = Work-in-progress Throughput
  • 67. Little‘s law: Lead time Donnerstag, 7. November 13 = Work-in-progress Throughput
  • 68. 5 3 Next Analyse 4 Develop Done Less variability in flow Donnerstag, 7. November 13
  • 69. 5 3 Next Analyse 4 Develop Done Less variability in flow Donnerstag, 7. November 13
  • 70. 5 3 Next Analyse 4 Develop Done Less variability in flow Donnerstag, 7. November 13
  • 71. Cost of Delay, Risk, Dependencies 5 3 Next Analyse 4 Develop Done Less variability in flow Donnerstag, 7. November 13
  • 72. Cost of Delay, Risk, Dependencies 5 3 Next Analyse 4 Develop Done Changed Less variability in flow overburdening to collaboration Donnerstag, 7. November 13
  • 73. Cost of Delay, Risk, Dependencies 3 Next Donnerstag, 7. November 13 5 Analyse 4 Develop Done
  • 74. I can decide at a very late point in time and get it faster. Donnerstag, 7. November 13
  • 75. AA 1* 3 Backlog Geplant Analysieren 4 Entwickeln Boss! 1!!! A++ Donnerstag, 7. November 13 2 Testen ...
  • 76. AA 1* 3 Backlog Geplant Analysieren 4 2 Entwickeln Testen ... Let‘s change something! Boss! 1!!! A++ Donnerstag, 7. November 13
  • 77. Queue Replenishment AA 5 Backlog Boss! 1!!! 1* A++ Donnerstag, 7. November 13 Geplant 3 Analysieren 4 Entwickeln 2 Testen ...
  • 78. The problem is not the problem. Donnerstag, 7. November 13
  • 79. 6 practices Manage the flow Limit work-in-progress Visualize Develop feedback cycles Make process policies explicit Improve collaboratively, evolve experimentally (using models & scientific method) Donnerstag, 7. November 13
  • 80. Grundlage: 4 Prinzipien I. Beginne dort, wo du dich gerade befindest. II. Schaffe ein gemeinsames Verständnis, dass inkrementelle und evolutionäre Veränderung angestrebt wird. III. Respektiere anfänglich aktuelle Rollen, Verantwortlichkeiten und Job-Titel. IV. Sorge für Leadership auf allen Ebenen. Donnerstag, 7. November 13
  • 81. Kanban • • • • • • • Change-Management Develop solutions for muri und mura Kanban system / WIP-limited pull system Discussion and collaborative improvement Improve towards service orientation Organizational change capability evolutionary and incremental Donnerstag, 7. November 13
  • 82. Teaser Donnerstag, 7. November 13
  • 83. Relevance to customer 4 - Portfolio of your enterprise 2 - Queue Replenishment - Scrum Overburdening Donnerstag, 7. November 13 3 - Kanban on parts of the value stream 1 - Personal Kanban - Team Kanban Variability in flow
  • 84. Questions? Florian Eisenberg +49 172 429 76 28 @fjeisenberg florian.eisenberg@it-agile.de www.it-agile.de Donnerstag, 7. November 13