KANBAN

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KANBAN

  1. 1. IT PROJECT MANAGEMENT A Presentation on KANBAN 30th October 2013
  2. 2. IT PROJECT MANAGEMENT AGENDA          Limitations in the current system History of Kanban What is Kanban? How does Kanban works? Kanban Principles Kanban Practices Benefits of Kanban Limitations of Kanban Few Kanban users
  3. 3. IT PROJECT MANAGEMENT Limitations in the system  Unidentified bottlenecks  Too much work stuffed into one sprint  Burnout  Frequent bugs on production  Complaints about productivity 30th October 2013
  4. 4. IT PROJECT MANAGEMENT History of KANBAN  Developed by Taiichi Ohno at Toyato in 1940‘s  Materials requirement planning technique     developed by Toyota Corporation Designed after the shelf-stocking techniques used by the supermarkets Demand controlled system where replenishment happened based on the market conditions Based on the pull based system rather than a push based system Use of the visual signals was essential to the system 30th October 2013
  5. 5. IT PROJECT MANAGEMENT What is Kanban?  Kanban is a way for teams and organizations to visualize their work, identify and eliminate bottlenecks and acheive dramatic operational improvements interms of throughput and quality.  Scheduling system used in manufacturing to help companies to improve their production process  Work-In-Progress limited pull system which exposes system problems through visualization  A big board with story cards  Board represents the state of the project at any point  Tries to limit the amount of work at any stage  Easy identification of bottlenecks in system  Aims at minimizing waste 30th October 2013
  6. 6. IT PROJECT MANAGEMENT Kanban in Software and IT  Kanban is a new technique for managing a software development process in a highly efficient way.  David J. Anderson developed Kanban Method for software development.  Kanban reinforces Toyota's "just-in-time" (JIT) production system. Although producing software is a creative activity and therefore different to mass-producing cars, the underlying mechanism for managing the production line can still be applied. 30th October 2013
  7. 7. In software development, Kanban is “a method for developing products with an emphasis on just-intime delivery while not overloading the developers. It emphasizes that developers pull work from a queue, and the process, from definition of a task to its delivery to the customer, is displayed for participants to see”. -- WIKIPEDIA
  8. 8. IT PROJECT MANAGEMENT Fig. One typical Kanban board 30th October 2013
  9. 9. IT PROJECT MANAGEMENT How does KANBAN works? An event driven Kanban example The board layout looks as follows:  To Do with three categories  Backlog – things to do at some time in future  Waiting – limited number of selected tasks waiting for some event to happen (approval or rejection)  Ready – things ready to start working on  In Progress with limit to keep you from doing too many things at the same time  Done for reference and to performance track your 30th October 2013
  10. 10. IT PROJECT MANAGEMENT KANBAN Principles  Start with what you do now  Agree to pursue incremental, evolutionary change  Respect the current process, roles, responsibilities and titles  Leadership at all levels 30th October 2013
  11. 11. IT PROJECT MANAGEMENT KANBAN Practices  Visualize the workflow: Visualizing the flow of work and making it visible is core to understanding how work proceeds. Without understanding the workflow, making the right changes is harder.  Limit work in process: The critical elements are that work-in-process at each state in the workflow is limited and that new work is “pulled” into the new information discovery activity when there is available capacity within the local WIP limit.  Manage flow: The flow of work through each state in the workflow should be monitored, measured and reported. 30th October 2013
  12. 12.  Make process policies explicit: With an explicit understanding it is possible to move to a more rational, empirical, objective discussion of issues.  Implement feedback loops: Organizations that have not implemented the second level of feedback - the operations review - have generally not seen process improvements beyond a localized team level.  Improve collaboratively: The Kanban method encourages small continuous, incremental and evolutionary changes that stick
  13. 13. IT PROJECT MANAGEMENT Benefits of KANBAN  Simple to implement, use and improve  Reduce inventory  Reduces waste and scrap  Provides flexibility in production  Increases output  Reduces total cost 30th October 2013
  14. 14. IT PROJECT MANAGEMENT Limitations of KANBAN  Keeping the Kanbans resized as demand changes can be slow and difficult to manage.  Lost of hardcopy tags/forms and Kanban cards leads to difficult situations.  Utilizing the Kanban system results in less opportunity to work ahead of schedule placing performance pressures on staffs.  In order to facilitate the logistics process of moving the materials to other work stations, a well organized is needed. 30th October 2013
  15. 15. IT PROJECT MANAGEMENT The name of the few companies that are really satisfied being a Kanban user. 30th October 2013
  16. 16. IT PROJECT MANAGEMENT “As a Project Manager with Kanban Software , I always know what actually is going on with my project, problems need to be solved and what my team is working on.” -- Christopher Harris 30th October 2013

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