Kanban Overview And Experience Report

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Presentation by David Joyce of BBC Worldwide to http://www.agileyorkshire.org/

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Kanban Overview And Experience Report

  1. 1. Kanban Overview and Experience Report David Joyce BBC Worldwide 1 Monday, 7 December 2009
  2. 2. Kanban Overview Kanban is a transparent, work-limited, value pulling system. Eric Willeke - Kanbandev Yahoo! group 2 Monday, 7 December 2009
  3. 3. Start with what you do now. Modify it slightly to implement pull Use a transparent method for viewing work, and organising the team David Anderson 3 Monday, 7 December 2009
  4. 4. Start with what you do now. Modify it slightly to implement pull Use a transparent method for viewing work, and organising the team Limit WIP and pull work when the team has capacity. Evolve from there by recognising bottlenecks, waste and Stop Starting - Start Finishing! variability that affect performance David Anderson 3 Monday, 7 December 2009
  5. 5. Work in Process 4 Monday, 7 December 2009
  6. 6. Work in Process Because we want to deliver new value quickly, we want to limit the amount of work that we take on at one time We want to finish items before starting others 4 Monday, 7 December 2009
  7. 7. Pull Work not Push 5 Monday, 7 December 2009
  8. 8. Pull Work not Push There is a queue of work, which goes through a number of stages until its done. 5 Monday, 7 December 2009
  9. 9. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process 6 Monday, 7 December 2009
  10. 10. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process Flow 6 Monday, 7 December 2009
  11. 11. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process Flow 6 Monday, 7 December 2009
  12. 12. Kanban Pull With Limits 7 Monday, 7 December 2009
  13. 13. Kanban Pull With Limits That looks very like a typical Agile Task Board. However, there is one more important element which really defines a Kanban system - limits.  There are two basic limits WIP limits and Queue limits 7 Monday, 7 December 2009
  14. 14. WIP Limits 8 Monday, 7 December 2009
  15. 15. WIP Limits Governs the maximum number of work items that can be in that state at any instant 8 Monday, 7 December 2009
  16. 16. Queues and Queue Limits 9 Monday, 7 December 2009
  17. 17. Queues and Queue Limits A queue distinguishes work that is eligible to be pulled, from work that is still in process. The queue allows for slack 9 Monday, 7 December 2009
  18. 18. Queues and Limits Backlog Step 1 Step 2 … Step n Done In In In Process Queue Process Queue Process … 10 Monday, 7 December 2009
  19. 19. Queues and Limits Backlog Step 1 Step 2 … Step n Done Queue In In In Process Queue Process Queue Process (3) (2) … 10 Monday, 7 December 2009
  20. 20. Queues and Limits Backlog Step 1 Step 2 … Step n Done Queue In In In Process Queue Process Queue Process (3) (2) … 10 Monday, 7 December 2009
  21. 21. Queues and Limits Backlog Step 1 Step 2 … Step n Done Queue In In In Process Queue Process Queue Process (3) (2) … 10 Monday, 7 December 2009
  22. 22. Queues and Limits Backlog Step 1 Step 2 … Step n Done Queue In In In Process Queue Process Queue Process (3) (2) … 10 Monday, 7 December 2009
  23. 23. Queues and Limits Backlog Step 1 Step 2 … Step n Done Queue In In In Process Queue Process Queue Process (3) (2) … 10 Monday, 7 December 2009
  24. 24. Leading Indicators Agile development has long rallied around “inspect and adapt”. Early agile methods built their feedback around velocity. This is a trailing indicator. With the regulating power of limits, it tells you about problems in your process, while you are experiencing the problem! 11 Monday, 7 December 2009
  25. 25. Leading Indicators Agile development has long rallied around “inspect and adapt”. Early agile methods built their feedback around velocity. This is a trailing indicator. With the regulating power of limits, it tells you about problems in your process, while you are experiencing the problem! 11 Monday, 7 December 2009
  26. 26. Bottlenecks - Stall 12 Monday, 7 December 2009
  27. 27. Bottlenecks - Stall 12 Monday, 7 December 2009
  28. 28. Bottlenecks - Vacant Space 13 Monday, 7 December 2009
  29. 29. Bottlenecks - Vacant Space 13 Monday, 7 December 2009
  30. 30. Kanban Workflow 14 Monday, 7 December 2009
  31. 31. Kanban Workflow We ensure the right work is done at the right time, rather than who is doing the work. 14 Monday, 7 December 2009
  32. 32. New Kind of Standup 15 Monday, 7 December 2009
  33. 33. New Kind of Standup 15 Monday, 7 December 2009
  34. 34. A New Kind of Planning 16 Monday, 7 December 2009
  35. 35. A New Kind of Planning Planning can be ‘de-coupled’ 16 Monday, 7 December 2009
  36. 36. Releasing 17 Monday, 7 December 2009
  37. 37. Releasing Releasing can be ‘de-coupled’ 17 Monday, 7 December 2009
  38. 38. Iterations Iterative Development Without Iterations tim gth e len 18 Monday, 7 December 2009
  39. 39. Iterations Iterative Development Without Iterations tim gth e len 18 Monday, 7 December 2009
  40. 40. Retrospectives 19 Monday, 7 December 2009
  41. 41. Retrospectives We have more choice on when and how to reflect and improve 19 Monday, 7 December 2009
  42. 42. De-Coupling 20 Monday, 7 December 2009
  43. 43. De-Coupling 20 Monday, 7 December 2009
  44. 44. Metrics Metrics are a tool for everybody The team is responsible for its metrics Metrics allow for continuous improvement Red, Amber, Green is not enough. 21 Monday, 7 December 2009
  45. 45. Metrics Metrics are a tool for everybody The team is responsible for its metrics Metrics allow for continuous improvement Red, Amber, Green is not enough. 21 Monday, 7 December 2009
  46. 46. Cumulative Flow 22 Monday, 7 December 2009
  47. 47. Cumulative Flow 22 Monday, 7 December 2009
  48. 48. Work Breakdown 23 Monday, 7 December 2009
  49. 49. Work Breakdown 23 Monday, 7 December 2009
  50. 50. Kanban for Everyone 24 Monday, 7 December 2009
  51. 51. Kanban for Everyone 24 Monday, 7 December 2009
  52. 52. Lean Decision Filter 25 Monday, 7 December 2009
  53. 53. Lean Decision Filter 1. Value trumps flow  Expedite at the expense of flow to maximise value 2. Flow trumps waste elimination Increase WIP, if required to maintain flow, even though it may add waste 3. Eliminate waste to improve efficiency  25 Monday, 7 December 2009
  54. 54. Kanban Usage 26 Monday, 7 December 2009
  55. 55. Kanban Usage 26 Monday, 7 December 2009
  56. 56. Kanban Summary John Seddon - Freedom from Command & Control 27 Monday, 7 December 2009
  57. 57. Experience Report Eric Willeke - Kanbandev Yahoo! group 28 Monday, 7 December 2009
  58. 58. Kanban began in one product team in mid 2008 29 Monday, 7 December 2009
  59. 59. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  60. 60. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  61. 61. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  62. 62. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  63. 63. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  64. 64. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  65. 65. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  66. 66. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  67. 67. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  68. 68. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  69. 69. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  70. 70. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  71. 71. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  72. 72. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  73. 73. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  74. 74. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  75. 75. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  76. 76. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  77. 77. The Kanban “flu” soon spreads to other teams Monday, 7 December 2009
  78. 78. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  79. 79. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  80. 80. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  81. 81. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  82. 82. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  83. 83. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  84. 84. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  85. 85. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  86. 86. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  87. 87. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  88. 88. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  89. 89. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  90. 90. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  91. 91. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  92. 92. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  93. 93. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  94. 94. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 34 Monday, 7 December 2009
  95. 95. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 34 Monday, 7 December 2009
  96. 96. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 34 Monday, 7 December 2009
  97. 97. Now entering new territory 35 Monday, 7 December 2009
  98. 98. Now entering new territory Had looked at Agile before 35 Monday, 7 December 2009
  99. 99. Now entering new territory Had looked at Agile before small team sizes didn’t fit specialisation constant mix of new development & support irregular release cadence 35 Monday, 7 December 2009
  100. 100. Now entering new territory Had looked at Agile before small team sizes didn’t fit specialisation constant mix of new development & support irregular release cadence 35 Monday, 7 December 2009
  101. 101. Now entering new territory Had looked at Agile before small team sizes didn’t fit specialisation constant mix of new development & support irregular release cadence 35 Monday, 7 December 2009
  102. 102. Now entering new territory Had looked at Agile before small team sizes didn’t fit specialisation constant mix of new development & support irregular release cadence 35 Monday, 7 December 2009
  103. 103. 36 Monday, 7 December 2009
  104. 104. 36 Monday, 7 December 2009
  105. 105. 36 Monday, 7 December 2009
  106. 106. Future Media & Technology! 36 Monday, 7 December 2009
  107. 107. Future Media & Technology! 36 Monday, 7 December 2009
  108. 108. Future Media & Technology! 36 Monday, 7 December 2009
  109. 109. No Single Solution Based on a set of principles Better practice NOT best practice Coupled with sound engineering practices and a team willing to reflect, adapt and improve David Anderson 37 Monday, 7 December 2009
  110. 110. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound engineering practices and a team willing to reflect, adapt and improve David Anderson 37 Monday, 7 December 2009
  111. 111. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to reflect, adapt and improve David Anderson 37 Monday, 7 December 2009
  112. 112. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to Let the data tel l yo u, reflect, adapt and what to do w ith the data improve David Anderson 37 Monday, 7 December 2009
  113. 113. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to Let the data tel l yo u, reflect, adapt and what to do w ith the data improve Control Statistical David Anderson 37 Monday, 7 December 2009
  114. 114. 38 Monday, 7 December 2009
  115. 115. Mean reduced from 22 to 14 days (33%) Lead Time 50% drop in the spread in variation. Each of the outliers were proved to be special cause. 38 Data split at financial year end and in July Monday, 7 December 2009
  116. 116. 39 Monday, 7 December 2009
  117. 117. Mean reduced from 9 to 3 days (67%) 77% drop in the spread in variation. Development Time The major reduction factor has been to limit work in process. 39 Data split at financial year end and in July Monday, 7 December 2009
  118. 118. 40 Monday, 7 December 2009
  119. 119. Reduction in lead and cycle times, and increase in throughput are not at the expense of quality. # Live Defects Number of live bugs is within statistical control, and seeing a reduction since July. 40 Data split at end and in July Monday, 7 December 2009
  120. 120. 41 Monday, 7 December 2009
  121. 121. Mean reduced from 25 to 5 days (81%) Large drop in the spread in variation. # Days Blocked The outliers was proved to be special cause, waiting for a 3rd party. # blockers actually increased. 41 Data split at financial year end and in July Monday, 7 December 2009
  122. 122. Upward trend. Rising to almost every working day. Throughput Expected as code base is decoupled, work items broken into MMFs, and cycle time reduces. Monday, 7 December 2009
  123. 123. 43 Scrum to Kanban Monday, 7 December 2009
  124. 124. 43 Scrum to Kanban Data split at end and in July Mean reduced from 10 to 4 days (60%) Engineering Time 64% drop in the spread in variation. Monday, 7 December 2009
  125. 125. Kanban Summary John Seddon - Freedom from Command & Control Monday, 7 December 2009
  126. 126. Scrumban Scrumban is useful for existing Scrum teams, who are looking to improve their scale or capability 45 Monday, 7 December 2009
  127. 127. Scrumban Scrumban is useful for existing Scrum teams, who are looking to improve their scale or capability 45 Monday, 7 December 2009
  128. 128. More information on Kanban My blog http://leanandkanban.wordpress.com/ Kanban community site http://www.limitedwipsociety.org Kanban for Software Engineering http://bit.ly/hz9Ju Soon to be published academic paper on BBCW and Kanban case study 46 Monday, 7 December 2009
  129. 129. Thank you Questions? John Seddon - Freedom from Command & Control Monday, 7 December 2009

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