Kanban = Violet Pill

Kanbanviolet pill Gaetano Mazzanti @mgaewsj Gama-Tech

disruptiveno change change

révolution?

inspired by Joakim Sunden

changes often end up being local:big impact on a few people,small/no impacton the whole org

a storm in a glass?company technical dept SW teams change impacts just here

(scared) orgs, prefer smallimprovements, no change inroles and responsibilities(and they don’t like to be told thatmanagers should be kept out of the loop)

no cross functional team?

no product owner?

firefighting?

people working onmultiple projects?

scared to change?

sometimes you cannottransform first observe, visualize work, apply continuous improvement,then transform

Purpose > Observe, Measure > Method method should come last!

a complex journey, unknown destinationsame pattern:Code un ProductProcess (BTW you need a Vision…)

Kanban 101make work visiblelimit Work In Process(WIP)help work to flow

kanban vs Kanban 1950 2004

kanban & JIT in manufacturingonly what is neededonly in the amounts neededonly when it is needed pull

simple kanbanhome milk delivery

muri, mura, muda

if you can’t see ityou can’t manage it

Limit WIP

let work flowlet work flow

context matters

principles of the Kanban methodstart with what you do nowpursue incremental, evolutionarychangerespect the current process,roles, responsibilities & titles David J Anderson

five core propertiesvisualize the workflowlimit WIPmanage flowmake process policies explicitimprove collaboratively(let people design their own process)

yes, and…two rules for improv…isation:1. agree2. add Tina Fey EMENT

“the aim of kanban is to maketroubles come to the surface andlink them to kaizen activity” Taichi Ohno, 1984

map the mess empower the team to fix it workflow bottlenecks queuesmake visible teamwork time type of work

expose dysfunctionsdo you keep stinky food in the fridge?

visualize your actual work(flow)backlog to do in progress test done A B C D E F

visualize your actual work(flow)backlog to do in progress test done B A C D E F

visualize your actual work(flow)backlog to do in progress test done A C B D E F

visualize your actual work(flow)backlog to do in progress test done C A B D E F

limit WIPbacklog to do in progress test done F C A E G D B H I J

limit WIP measure flowbacklog to do in progress test done F C A E G D B H I J cycle time lead time

why should we limit WIP? Little’s Law cycle time = WIP / throughput(throughput = average completion rate)

why should we limit WIP? Little’s Law length of queue =arrival rate * average wait time

why should we limit WIP?too much WIP increases cycle timetoo much WIP leads to queuesqueues lead to delaysqueues lead to multitaskingqueues lead to … many additionaldysfunctions (variability, lowerquality, demotivation, higher risks, etc.)

Cost of Delay source David J Anderson

causes of delay

multitasking sucks ABC ABC ABC AAA BBB CCC

multitasking sucks multitaskers optimize for capacity, not for throughput 100 80 percent 60 ABC ABC ABC AAA BBB CCC 40 20 0 context switching 4me 1 2 working 4me 3 4 5 number of simultaneous projects working 4me context switching 4me source Jerry Weinberg

let work flow backlog to do in progress test done H F C E A I G J D B can’t push anything here

let work flowbacklog to do in progress test done H F C E A I G J D B

let work flowbacklog to do in progress test done H F C A I E G J D B

who’s working on what?backlog to do in progress test done F C A E G D B H I J

total WIPbacklog to do in progress test done F C A E G D B H I J total WIP = 4

buffersbacklog [ to do in progress test done [ G H C A I F J E D B

buffers with no WIP limitbacklog to do in progress test done I G C A J D B K E L F H

no WIP limits => queuebacklog to do in progress test done C O N K A D M P L E B F Q G H I J

no WIP limits => queuebacklog to do in progress test done O N K A M P L B Q

flow = speed * density

flow = speed x density density flow vehiclesvehicles per Kmper hour Km per hour speed Km per hour

queues cumulative flow diagram cycle timecumulative WIP quantity time

cumulative flow diagram large batches => long queuescumulative quantity time

cumulative flow diagram small batches => short queuescumulative quantity time

what to do next (help)backlog to do in progress test done G F C A H B I E D J

what to do next (pull)backlog to do in progress test done G F C A H D B I E J

stuck (cannot break WIP limit)backlog to do in progress test done H G D A F I J E B C

stuck (nothing to pull)backlog to do in progress test done G E D A H I F B C

slack (%) absorb variations 25 20 15 queue size 10 queue size 5 grows exponentially 0 0 10 20 30 40 50 60 70 80 90 100 at high capacity % capacity utilization

no testers

non-instant availability

non instant availability external parking

what’s on a stickie?ID 326 As a user I want to So that blocked due date 12 Nov 2011 this is just an example

type of work

types of workstandard due dateexpedite bug

classes of service and WIP standard work = 60% expedite = 10% due date = 20% bug = 10%

classes of service, WIP, expedite lane backlog to do in progress test done G H E A C J F D B I 6 M L K 2 O N EXPEDITE LANE 1 Q P 1

cost of delay & classes of servicecost 6me cost 6me cost 6me

explicit policies -‐ standups at 11.45 am -‐ 2 hours pairing 3 days/week -‐ retrospec6ve every Friday at 2pm backlog to do in progress test done => In Progress: => Done: -‐ Acceptance Test defined -‐ Acceptance Tests verified on test server -‐ Signed Off by Marke6ng -‐ Test coverage > 80%

multiple projects project A project B project C

multiple projectsbacklog to do in progress test done G E A C J F B M L K D O N H

peopleworking on multiple parallel projects

portfolio Kanban ouch!

portfolio Kanban one month later

world is not linear…backlog to do in progress test done

multiple routes DEVELOPERS design code test H E BACKLOG DONE backlog to do D deploy done N M C A L SUPPORT B script test I F G

networked Kanban source Jurgen Appelo

Kanban is not a processKanban is something that isoverlaid over an existing processKanban is a catalyst for change

a drug for all seasons Agile Teams running out of steamprocess maturity traditional chaotic

gateway drug theory softer drugs (Kanban) can lead to harder drugs (Scrum, XP, whatever…) Michael Sahota

a trojan horse?

dogma? no, thanks

don’t stop improving

don’t stop improving Z Z Z Z Z process time

overburden task switching command & controlKan’t Ban?YESB UT Kan…but?

it’s a never ending journey K anban enjoy the ride learn from the peopleGaetano Mazzanti plan with the people@mgaewsj begin with what they haveGama-Tech build on what they know Lao-Tzu

it’s a never ending journey K anban enjoy the rideGaetano Mazzanti@mgaewsjGama-Tech

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Kanban = Violet Pill

by Gaetano Mazzanti on Nov 19, 2011

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Kanban = Violet Pill — Presentation Transcript