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Kanban Explained: “Go with the flow” @jonRStahl jonstahl.com
jon.stahl@leandog.com @jonRstahl Co-Founded 1 Year Ago BS in CIS  + Econ Minor Grew up in Pittsburgh, in Clev last 18 years
Leandog Studies	 ,[object Object]
eXtreme Programming
Lean
Group Dynamics,[object Object]
Agile Audience Perspective Basic Understanding of ,[object Object]
Story Carding
Sprint/Iteration Planning
Card Estimation
Velocity
Stand Ups
Show & TellsPracticing for 1 year IT Orgs from 10 to 2000 Implemented at 8 clients, many teams Coach IT and Business Proven to work for large programs Convert existing agile teams or start new. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
Our Backlog See The Whole More Queue Signals Team Signals Retrospective Board Team Process Changes Credit Q&A Kanban Create the WIP Queues Set Limits Pull Value MMF / MUF Cycle Time / Throughput Backlog Boards Stahl Warning:  I talk fast so stop me if necessary, I don’t mind!
Kanban pronounced [kamban] Signboard or Billboard Kan means "visual," and ban, means "card" or "board”  Is a signaling system to trigger action Uses cards to signal the need for work to be done Another Toyota Lean lesson focusing on Just in Time production Example: 20 car doors, 5 left = “time to make more doors”
See your limits! I could have carried more than that!
Work In Progress (WIP) Board Create Columns for Each Step in your process Pick Limits for “Active” Queues (team size divided by 2 or just be logical) Set “Wait” Queues to 2 or 3, keep small, Eliminate waste, get feedback FIFO If a slot is full, can’t start more work (A.K.A. PULL) Team sets Queue sizes to be most efficient, experiment Designed to Limit WIP, More WIP means slower flow
WIP Board Visible feature goals to minimize thrashing MMF = minimal marketable feature  or MUF = minimal usable feature Can Only reorder in “Wait” Queue to move MUF forward Put Team Signals/Rules Above WIP Queue & Cross Team Signals On Bottom  Could add a Queue for External Team 3 Rules: Strict Limit, Pull Value, Visible
Queue Signal:Update Cycle Time
What Goes On A Card
Your wait time from here is…
Card Sizing
Cycle Time / Throughput Goal is to get optimum flow How many days does it take to flow through the team once it enters the WIP? Keep a chart: Wait/Cycle Time for each card size Good teams/systems: XS to Medium cards, Large = Bad If 22 ~same size cards in WIP, track 22 as well  Velocity is a trailing indicator Throughput is a measure of demonstrated capacity
Backlog Board 3 Queues to show priorities Set back log limit for each board to equal number of slots on WIP Make assumption relative sizes will be close Same number of items in WIP on each board (22 in this example) Can now forecast based on logical assumptions Schedule Regular Backlog Honing meetings with customer, Rules at Top Trigger Release Planning Meetings when necessary
Yin Yang Kaizen yin yang = Chinese, used to describe how seemingly disjunct or opposing forces are interconnected & interdependent in the natural world, giving rise to each other in turn kaizen = Japanese for “improvement” Yin = WIP Board Yang = Continuous Improvement, Retrospective Board If WIP takes all the demand, no room for continuous improvement A congested highway does not flow efficiently. Must allow room for. improvement
More Queue Signals
Team Signals: Agreements that Impact Cycle Time
Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
Retrospective Board Retro’s Scheduled Bi-Weekly Courage comes easier when together, so we recommend scheduled retro’s  Take New items and rework board to limit of 12 AND have a retro when New limit is reached Columns: New, Backlog, Next, In Progress, Show & Tell, Done Developer could have worked on Retro Wall Requires strong team to have courage to post new items
Agile/Scrum Cadence Sprint/Iteration Close Show & Tell Review Velocity Retrospective Sprint/Iteration Open Target Velocity Review Cards Sign Up for Work
Flow is Continuous Sprint/Iteration Close Show & Tell  Triggered or Scheduled Review Velocity Retrospective  Triggered & Scheduled Sprint/Iteration Open Target Velocity Review Cards Sign Up for Work
What’s Changed:Optimize/Continuous Flow No Iteration Planning Meetings FIFO work order, don’t sign up Cycle Time replaces velocity, always updated Signal Event Show & Tell RPM Scheduled Events  Retrospectives Releases per MMF/MUF or Cadence
Daily Scrum/Standup	 Used to Be What did I do yesterday What am I going to do today Do I have any road blocks Could Now Be How are things flowing? Team stands and reviews the WIP Talk about blocks & constraints Downstream work is most important Take Turns with each person “reading” the flow
Source:  http://agileproductdesign.com by Jeff Patton – Great Read!
David Anderson Dave Laribee Jeff Patton Mary & Tom Poppendieck HenrikKniberg Corey Ladas Yahoo! KANBANDEV Group PRACTICE, ADAPT, PRACTICE
“The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.”                                                           - William Arthur Ward
See Constraints

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Seeing Constraints, Kanban Explained by Jon Stahl

  • 1. Kanban Explained: “Go with the flow” @jonRStahl jonstahl.com
  • 2. jon.stahl@leandog.com @jonRstahl Co-Founded 1 Year Ago BS in CIS + Econ Minor Grew up in Pittsburgh, in Clev last 18 years
  • 3.
  • 6.
  • 7.
  • 13. Show & TellsPracticing for 1 year IT Orgs from 10 to 2000 Implemented at 8 clients, many teams Coach IT and Business Proven to work for large programs Convert existing agile teams or start new. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
  • 14. Our Backlog See The Whole More Queue Signals Team Signals Retrospective Board Team Process Changes Credit Q&A Kanban Create the WIP Queues Set Limits Pull Value MMF / MUF Cycle Time / Throughput Backlog Boards Stahl Warning: I talk fast so stop me if necessary, I don’t mind!
  • 15. Kanban pronounced [kamban] Signboard or Billboard Kan means "visual," and ban, means "card" or "board” Is a signaling system to trigger action Uses cards to signal the need for work to be done Another Toyota Lean lesson focusing on Just in Time production Example: 20 car doors, 5 left = “time to make more doors”
  • 16.
  • 17. See your limits! I could have carried more than that!
  • 18.
  • 19. Work In Progress (WIP) Board Create Columns for Each Step in your process Pick Limits for “Active” Queues (team size divided by 2 or just be logical) Set “Wait” Queues to 2 or 3, keep small, Eliminate waste, get feedback FIFO If a slot is full, can’t start more work (A.K.A. PULL) Team sets Queue sizes to be most efficient, experiment Designed to Limit WIP, More WIP means slower flow
  • 20. WIP Board Visible feature goals to minimize thrashing MMF = minimal marketable feature or MUF = minimal usable feature Can Only reorder in “Wait” Queue to move MUF forward Put Team Signals/Rules Above WIP Queue & Cross Team Signals On Bottom Could add a Queue for External Team 3 Rules: Strict Limit, Pull Value, Visible
  • 22. What Goes On A Card
  • 23. Your wait time from here is…
  • 24.
  • 26. Cycle Time / Throughput Goal is to get optimum flow How many days does it take to flow through the team once it enters the WIP? Keep a chart: Wait/Cycle Time for each card size Good teams/systems: XS to Medium cards, Large = Bad If 22 ~same size cards in WIP, track 22 as well Velocity is a trailing indicator Throughput is a measure of demonstrated capacity
  • 27.
  • 28. Backlog Board 3 Queues to show priorities Set back log limit for each board to equal number of slots on WIP Make assumption relative sizes will be close Same number of items in WIP on each board (22 in this example) Can now forecast based on logical assumptions Schedule Regular Backlog Honing meetings with customer, Rules at Top Trigger Release Planning Meetings when necessary
  • 29.
  • 30. Yin Yang Kaizen yin yang = Chinese, used to describe how seemingly disjunct or opposing forces are interconnected & interdependent in the natural world, giving rise to each other in turn kaizen = Japanese for “improvement” Yin = WIP Board Yang = Continuous Improvement, Retrospective Board If WIP takes all the demand, no room for continuous improvement A congested highway does not flow efficiently. Must allow room for. improvement
  • 32. Team Signals: Agreements that Impact Cycle Time
  • 33. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
  • 34. Retrospective Board Retro’s Scheduled Bi-Weekly Courage comes easier when together, so we recommend scheduled retro’s Take New items and rework board to limit of 12 AND have a retro when New limit is reached Columns: New, Backlog, Next, In Progress, Show & Tell, Done Developer could have worked on Retro Wall Requires strong team to have courage to post new items
  • 35. Agile/Scrum Cadence Sprint/Iteration Close Show & Tell Review Velocity Retrospective Sprint/Iteration Open Target Velocity Review Cards Sign Up for Work
  • 36. Flow is Continuous Sprint/Iteration Close Show & Tell  Triggered or Scheduled Review Velocity Retrospective  Triggered & Scheduled Sprint/Iteration Open Target Velocity Review Cards Sign Up for Work
  • 37. What’s Changed:Optimize/Continuous Flow No Iteration Planning Meetings FIFO work order, don’t sign up Cycle Time replaces velocity, always updated Signal Event Show & Tell RPM Scheduled Events Retrospectives Releases per MMF/MUF or Cadence
  • 38. Daily Scrum/Standup Used to Be What did I do yesterday What am I going to do today Do I have any road blocks Could Now Be How are things flowing? Team stands and reviews the WIP Talk about blocks & constraints Downstream work is most important Take Turns with each person “reading” the flow
  • 39. Source: http://agileproductdesign.com by Jeff Patton – Great Read!
  • 40. David Anderson Dave Laribee Jeff Patton Mary & Tom Poppendieck HenrikKniberg Corey Ladas Yahoo! KANBANDEV Group PRACTICE, ADAPT, PRACTICE
  • 41. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward
  • 43. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward Fire Away! ;) QUESTIONS only please
  • 44. Lessons Learned Our Learning's
  • 45. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.
  • 46. Stikki Clips & Bingo br />

Editor's Notes

  1. Then there is the view that the internet is a series of trucks.People hate twitter. At first, I mean; did you hate twitter?