Kanban Overview and
 Experience Report

      David Joyce
     BBC Worldwide




           1
Kanban Overview
Kanban is a transparent, work-limited,
        value pulling system.




                             Eric...
Start with what you do now.
                                       Modify it slightly to implement
                       ...
Work in Process

        Because we want to deliver new value quickly,
        we want to limit the amount of work that we...
Pull Work not Push




    There is a queue of work, which goes through
    a number of stages until its done.



        ...
Kanban Pull

Backlog   Step 1    Step 2        Step n    Done
             In        In            In
          Process   ...
Kanban Pull With Limits

That looks very like a typical Agile Task Board.

However, there is one more important element wh...
WIP Limits




Governs the maximum number of work items
that can be in that state at any instant




                     ...
Queues and Queue Limits

A queue distinguishes work that is eligible to
be pulled, from work that is still in process.

Th...
Queues and Limits

Backlog      Step 1            Step 2         …        Step n        Done
          Queue      In      ...
Leading Indicators
Agile development has long rallied around “inspect and adapt”.

Early agile methods built their feedbac...
Bottlenecks - Stall




         12
Bottlenecks - Vacant Space




             13
Kanban Workflow

We ensure the right work is done at the right time,
rather than who is doing the work.




               ...
New Kind of Standup




         15
A New Kind of Planning

Planning can be ‘de-coupled’




                               16
Releasing

Releasing can be ‘de-coupled’




                                17
Iterations

Iterative Development Without Iterations



                    tim




                                   gth...
Retrospectives

We have more choice on when and how to reflect and improve




                              19
De-Coupling




     20
Metrics

    Metrics are a tool for everybody
 The team is responsible for its metrics
Metrics allow for continuous improv...
Cumulative Flow




       22
Work Breakdown




       23
Kanban for Everyone




         24
Lean Decision Filter

1. Value trumps flow 
    Expedite at the expense of flow to maximise value

2. Flow trumps waste elim...
Kanban Usage




      26
Kanban

Summary



         John Seddon - Freedom from Command & Control
   27
Experience Report




              Eric Willeke - Kanbandev Yahoo! group
        28
Kanban began
    in one product
  team in mid 2008




Continually evolving...   29
Kanban began
    in one product
  team in mid 2008




Continually evolving...   30
The Kanban “flu”
 soon spreads to
   other teams


 Application Support
The Kanban “flu”
 soon spreads to
   other teams


 Application Support

         Pro duct Teams




                      ...
The Kanban “flu”
 soon spreads to
   other teams


 Application Support

         Pro duct Teams


    Design Team




    ...
The Kanban “flu”
 soon spreads to
   other teams


 Application Support

         Pro duct Teams


    Design Team


    CO...
Now entering new
     territory




Had looked at Agile before

  small team sizes didn’t
  fit
  specialisation
  constant...
Future Media & Technology!




                             36
No Single Solution     Recipe for success

                               Focus on Quality

      Based on a set of       ...
Mean reduced from 22 to 14 days (33%)
     Lead Time   50% drop in the spread in variation.
                 Each of the o...
Mean reduced from 9 to 3 days (67%)
                        77% drop in the spread in variation.
     Development Time   T...
Reduction in lead and cycle times, and increase in
                      throughput are not at the expense of quality.
   ...
Mean reduced from 25 to 5 days (81%)
                      Large drop in the spread in variation.
     # Days Blocked   Th...
Upward trend. Rising to almost every working day.
Throughput   Expected as code base is decoupled, work items
            ...
43
Scrum to Kanban
                                                     Data split at end and in July




                ...
Kanban

Summary



         John Seddon - Freedom from Command & Control
Scrumban

 Scrumban is useful for existing Scrum
teams, who are looking to improve their
          scale or capability



...
More information on Kanban

My blog http://leanandkanban.wordpress.com/


Kanban community site http://www.limitedwipsocie...
Thank you

Questions?



        John Seddon - Freedom from Command & Control
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David Joyce of the BBC presents a Kanban experience report at Valtech's Agile Edge March 2010.

Published in: Technology, Business

Kanban Overview And Experience Report Export

  1. 1. Kanban Overview and Experience Report David Joyce BBC Worldwide 1
  2. 2. Kanban Overview Kanban is a transparent, work-limited, value pulling system. Eric Willeke - Kanbandev Yahoo! group 2
  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 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
  4. 4. 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
  5. 5. Pull Work not Push There is a queue of work, which goes through a number of stages until its done. 5
  6. 6. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process Flow 6
  7. 7. 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
  8. 8. WIP Limits Governs the maximum number of work items that can be in that state at any instant 8
  9. 9. 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
  10. 10. Queues and Limits Backlog Step 1 Step 2 … Step n Done Queue In In In Process Queue Process Queue Process (3) (2) … 10
  11. 11. 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
  12. 12. Bottlenecks - Stall 12
  13. 13. Bottlenecks - Vacant Space 13
  14. 14. Kanban Workflow We ensure the right work is done at the right time, rather than who is doing the work. 14
  15. 15. New Kind of Standup 15
  16. 16. A New Kind of Planning Planning can be ‘de-coupled’ 16
  17. 17. Releasing Releasing can be ‘de-coupled’ 17
  18. 18. Iterations Iterative Development Without Iterations tim gth e len 18
  19. 19. Retrospectives We have more choice on when and how to reflect and improve 19
  20. 20. De-Coupling 20
  21. 21. 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
  22. 22. Cumulative Flow 22
  23. 23. Work Breakdown 23
  24. 24. Kanban for Everyone 24
  25. 25. 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
  26. 26. Kanban Usage 26
  27. 27. Kanban Summary John Seddon - Freedom from Command & Control 27
  28. 28. Experience Report Eric Willeke - Kanbandev Yahoo! group 28
  29. 29. Kanban began in one product team in mid 2008 Continually evolving... 29
  30. 30. Kanban began in one product team in mid 2008 Continually evolving... 30
  31. 31. The Kanban “flu” soon spreads to other teams Application Support
  32. 32. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 32
  33. 33. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 33
  34. 34. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 34
  35. 35. 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
  36. 36. Future Media & Technology! 36
  37. 37. 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
  38. 38. 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
  39. 39. 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
  40. 40. 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
  41. 41. 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
  42. 42. Upward trend. Rising to almost every working day. Throughput Expected as code base is decoupled, work items broken into MMFs, and cycle time reduces.
  43. 43. 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.
  44. 44. Kanban Summary John Seddon - Freedom from Command & Control
  45. 45. Scrumban Scrumban is useful for existing Scrum teams, who are looking to improve their scale or capability 45
  46. 46. 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
  47. 47. Thank you Questions? John Seddon - Freedom from Command & Control
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