Kanban Overview And Experience Report
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Kanban Overview And Experience Report

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

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

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  • 1. Kanban Overview and Experience Report David Joyce BBC Worldwide 1 Monday, 7 December 2009
  • 2. Kanban Overview Kanban is a transparent, work-limited, value pulling system. Eric Willeke - Kanbandev Yahoo! group 2 Monday, 7 December 2009
  • 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. 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. Work in Process 4 Monday, 7 December 2009
  • 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. Pull Work not Push 5 Monday, 7 December 2009
  • 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. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process 6 Monday, 7 December 2009
  • 10. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process Flow 6 Monday, 7 December 2009
  • 11. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process Flow 6 Monday, 7 December 2009
  • 12. Kanban Pull With Limits 7 Monday, 7 December 2009
  • 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. WIP Limits 8 Monday, 7 December 2009
  • 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. Queues and Queue Limits 9 Monday, 7 December 2009
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. Bottlenecks - Stall 12 Monday, 7 December 2009
  • 27. Bottlenecks - Stall 12 Monday, 7 December 2009
  • 28. Bottlenecks - Vacant Space 13 Monday, 7 December 2009
  • 29. Bottlenecks - Vacant Space 13 Monday, 7 December 2009
  • 30. Kanban Workflow 14 Monday, 7 December 2009
  • 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. New Kind of Standup 15 Monday, 7 December 2009
  • 33. New Kind of Standup 15 Monday, 7 December 2009
  • 34. A New Kind of Planning 16 Monday, 7 December 2009
  • 35. A New Kind of Planning Planning can be ‘de-coupled’ 16 Monday, 7 December 2009
  • 36. Releasing 17 Monday, 7 December 2009
  • 37. Releasing Releasing can be ‘de-coupled’ 17 Monday, 7 December 2009
  • 38. Iterations Iterative Development Without Iterations tim gth e len 18 Monday, 7 December 2009
  • 39. Iterations Iterative Development Without Iterations tim gth e len 18 Monday, 7 December 2009
  • 40. Retrospectives 19 Monday, 7 December 2009
  • 41. Retrospectives We have more choice on when and how to reflect and improve 19 Monday, 7 December 2009
  • 42. De-Coupling 20 Monday, 7 December 2009
  • 43. De-Coupling 20 Monday, 7 December 2009
  • 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. 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. Cumulative Flow 22 Monday, 7 December 2009
  • 47. Cumulative Flow 22 Monday, 7 December 2009
  • 48. Work Breakdown 23 Monday, 7 December 2009
  • 49. Work Breakdown 23 Monday, 7 December 2009
  • 50. Kanban for Everyone 24 Monday, 7 December 2009
  • 51. Kanban for Everyone 24 Monday, 7 December 2009
  • 52. Lean Decision Filter 25 Monday, 7 December 2009
  • 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. Kanban Usage 26 Monday, 7 December 2009
  • 55. Kanban Usage 26 Monday, 7 December 2009
  • 56. Kanban Summary John Seddon - Freedom from Command & Control 27 Monday, 7 December 2009
  • 57. Experience Report Eric Willeke - Kanbandev Yahoo! group 28 Monday, 7 December 2009
  • 58. Kanban began in one product team in mid 2008 29 Monday, 7 December 2009
  • 59. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 60. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 61. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 62. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 63. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 64. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 65. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 66. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 67. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009
  • 68. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 69. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 70. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 71. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 72. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 73. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 74. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 75. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 76. Kanban began in one product team in mid 2008 Continually evolving... 30 Monday, 7 December 2009
  • 77. The Kanban “flu” soon spreads to other teams Monday, 7 December 2009
  • 78. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  • 79. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  • 80. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  • 81. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  • 82. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  • 83. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  • 84. The Kanban “flu” soon spreads to other teams Application Support Monday, 7 December 2009
  • 85. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  • 86. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  • 87. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  • 88. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  • 89. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009
  • 90. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  • 91. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  • 92. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  • 93. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009
  • 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. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 34 Monday, 7 December 2009
  • 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. Now entering new territory 35 Monday, 7 December 2009
  • 98. Now entering new territory Had looked at Agile before 35 Monday, 7 December 2009
  • 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. 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. 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. 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. 36 Monday, 7 December 2009
  • 104. 36 Monday, 7 December 2009
  • 105. 36 Monday, 7 December 2009
  • 106. Future Media & Technology! 36 Monday, 7 December 2009
  • 107. Future Media & Technology! 36 Monday, 7 December 2009
  • 108. Future Media & Technology! 36 Monday, 7 December 2009
  • 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. 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. 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. 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. 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. 38 Monday, 7 December 2009
  • 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. 39 Monday, 7 December 2009
  • 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. 40 Monday, 7 December 2009
  • 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. 41 Monday, 7 December 2009
  • 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. 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. 43 Scrum to Kanban Monday, 7 December 2009
  • 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. Kanban Summary John Seddon - Freedom from Command & Control Monday, 7 December 2009
  • 126. Scrumban Scrumban is useful for existing Scrum teams, who are looking to improve their scale or capability 45 Monday, 7 December 2009
  • 127. Scrumban Scrumban is useful for existing Scrum teams, who are looking to improve their scale or capability 45 Monday, 7 December 2009
  • 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. Thank you Questions? John Seddon - Freedom from Command & Control Monday, 7 December 2009