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Agile, Lean, And Kanban –
Friends Or Foes?
Michael Mahlberg – Agile BI Conference 2013

2013 Michael Mahlberg

Slide # 1
IS THIS REALLY TRUE?
Agile make a team fast and good	

(fact or fiction?)	


Lean makes an organization more 	

cost effective	

(fact or fiction?)	


!
(from a poll @ agile cologne, 2013-11-22)

2013 Michael Mahlberg

Slide # 2
CONFERENCE ON SOFTWARE
ENGINEERING

1968
Picture Credit:	

http://homepages.cs.ncl.ac.uk/brian.randell/NATO/N1968/GROUP4.html

2013 Michael Mahlberg

Slide # 3
REALITY CHECK

~1994

Picture Credit:	

http://www.flickr.com/photos/raneko/2469861680/sizes/o/
2013 Michael Mahlberg

Slide # 4
Challenged

Successful

Impaired

THE CHAOS REPORT
published since 1994 by “The Standish Group”
2013 Michael Mahlberg

Slide # 5
ITERATIVELY  INCREMENTALLY
New Iteration = New Goal

Final Product
Initial Goal

2013 Michael Mahlberg

Slide # 6
COMPLEMENTARY TECHNIQUES
Ambiguous 	

Specification

Constant Customer
Collaboration

Little Requirement
Specification

DRY
Continuous 	

integration
System metaphor
TDD
Refactoring

Many others
Little Documentation

2013 Michael Mahlberg

Pair Programming

Unmaintainable
Product

Slide # 7
values

2013 Michael Mahlberg

Slide # 8
PRINCIPLES BEHIND THE AGILE
MANIFESTO
-

Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.	


-

Welcome changing requirements, even late in 

development. Agile processes harness change
for the customer's competitive advantage.	


-

Deliver working software frequently, from a 

couple of weeks to a couple of months, with a
preference to the shorter timescale.	


-

Business people and developers must work 

together daily throughout the project.	

Build projects around motivated individuals. 

Give them the environment and support they
need, and trust them to get the job done.	

The most efficient and effective method of 

conveying information to and within a
development team is face-to-face
conversation.	


2013 Michael Mahlberg

-

Working software is the primary measure of
progress.	


-

Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.	


-

Continuous attention to technical excellence 

and good design enhances agility.	


-

Simplicity--the art of maximizing the amount 

of work not done--is essential.	


-

The best architectures, requirements, and
designs emerge from self-organizing teams.	


-

At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.

Slide # 9
PRINCIPLES BEHIND THE AGILE
MANIFESTO

-

Working Software/	

Happy Customer
Welcome changing requirements, even late in 

Change is Good
development. Agile processes harness change

-

Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.	


Deliver working software frequently, from a 

couple of weeks to a couple of months, with a
preference to the shorter timescale.	


-

Continuous attention to technical excellence 

and good design enhances agility.	


-

Simplicity--the art of maximizing the amount 

of work not done--is essential.	


-

The best architectures, requirements, and
designs emerge from self-organizing teams.	


-

At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.

Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.	


for the customer's competitive advantage.	


-

Deliver Often
Involvement

Business people and developers must work 

together daily throughout the project.	

Build projects around motivated individuals. 

Give them the environment and support they
need, and trust them to get the job done.	


Capable Team

The most efficient and effective method of 

conveying information to and within a
development team is face-to-face
conversation.	


Face-to-Face

2013 Michael Mahlberg

Working software is the primary measure of
progress.	


Working Software (again)
Sustainable Pace

Technical Excellence

Simplicity  Work not Done
Self-Organization

Improve regularly

Slide # 10
REALITY CHECK
Michael Sahota 2010
2013 Michael Mahlberg

Slide # 11
2013 Michael Mahlberg

Slide # 12
WHY?
• Agile
• in

works best:	


small teams with 	


• constant
• face




customer collaboration and	


to face communication 


(at least ‘The Manifesto’ says so)

2013 Michael Mahlberg

Slide # 13
WHY?

There is more to successful 

Projects that writing Software

2013 Michael Mahlberg

Slide # 14
ALTERNATIVES?
2013 Michael Mahlberg

Slide # 15
A LEAN LOOK ON FEATURE FLOW

2013 Michael Mahlberg

Slide # 16
WHAT IS LEAN?
The way Mary and Tom Poppendiek put the book together
2013 Michael Mahlberg

Slide # 17
LEAN SOFTWARE DEVELOPMENT
PRINCIPLES
Eliminate waste	

Amplify learning	

Decide as late as possible	

Deliver as fast as possible	

Empower the team	

Build integrity in	

See the whole
2013 Michael Mahlberg

Slide # 18
AGILE SOFTWARE DEVELOPMENT
PRINCIPLES
Working Software / Happy
Customer (as driver)	

Change is Good	

Deliver Often	

Involvement	


Sustainable Pace	

Technical Excellence	

Simplicity  Work not Done	

Self-Organization	

Improve regularly

Capable Teams	

Face to Face	

Working Software (as a
measure of progress)	

2013 Michael Mahlberg

Slide # 19
AGILE SOFTWARE DEVELOPMENT
PRINCIPLES
Working Software / Happy
Customer (as driver)	

Change is Good	

Deliver Often	

Involvement	


Sustainable Pace	

Technical Excellence	

Simplicity  Work not Done	

Self-Organization	

Improve regularly

Capable Teams	

Face to Face	

Working Software (as a
measure of progress)	

2013 Michael Mahlberg

Slide # 20
WASTE?
Muda 無駄

useless, not adding value

Muri 無理

overburdening

Mura 斑

unevenness, inequality

2013 Michael Mahlberg

Slide # 21
LEAN AND AGILE
Lean principles

Agile principles

Eliminate waste

Working Software, Customer Satisfaction, Sustainable
pace

Amplify learning
Decide as late as possible

Change is Good

Deliver as fast as possible

Deliver Often

Empower the team

Capable Teams, Involvement

Build integrity in
See the whole
Face-to-Face
2013 Michael Mahlberg

Slide # 22
AGILE SOFTWARE DEVELOPMENT
PRINCIPLES
Working Software / Happy
Customer (as driver)	

Change is Good	

Deliver Often	

Involvement	


Sustainable Pace	

Technical Excellence	

Simplicity  Work not Done	

Self-Organization	

Improve regularly

Capable Teams	

Face to Face	

Working Software (as a
measure of progress)	

2013 Michael Mahlberg

Slide # 23
LEAN AND AGILE
Lean principles

Agile principles

Eliminate waste

Working Software, Customer Satisfaction, Sustainable
pace, Simplicity  Work not Done,

Amplify learning

Improve regularly

Decide as late as possible

Change is Good

Deliver as fast as possible

Deliver Often

Empower the team
Build integrity in

Capable Teams, Involvement, Self-organization
Technical Excellence

See the whole
Face-to-Face
2013 Michael Mahlberg

Slide # 24
AGILE EMPHASIS

Component
Requirement
Requirement
Requirement

2013 Michael Mahlberg

Component

Slide # 25
LEAN EMPHASIS

2013 Michael Mahlberg

Slide # 26
KEY AREAS
Lean

Agile

2013 Michael Mahlberg

Slide # 27
ASSUMPTIONS

Iterative approach
~20 features / iteration

2013 Michael Mahlberg

Slide # 28
working

elaboration (1h)

acceptance (10min)

Implementation	

(2 Weeks’)

QA	

(2 hours)

Deployment	

(2 hours)

adding	

value

idea (20 min)

VALUE STREAM

wait for discussion	

(2 weeks)

wait for approval	

(1 week)

wait for iteration	

wait for iteration	

(1 week)
(1 week)

Wait for QA	

(1 week)

Wait for
Deployment	

(1 week)

idling
2013 Michael Mahlberg

Slide # 29
QUICK CALCULATION
Iteration length = 2 Weeks (10 days)
Features in iteration = 20
= Average feature size = 4 ho urs
s vs. design vs. implementation 

Split Analysi
~1/1/1
analyze a feature = 80 min
design a feature = 80 min
implement a feature = 80 min
2013 Michael Mahlberg

Slide # 30
working

elaboration (1h)

acceptance (10min)

Analysis	

(80’)

Impl	

(80’)

Design	

(80’)

QA	

(2 hours)

Deployment	

(2 hours)

adding	

value

idea (20 min)

VALUE STREAM

wait for discussion	

(2 weeks)

wait for approval	

(1 week)

wait for iteration	

wait for iteration	

(1 week)
(1 week)

Wait in imp.	

(~1 week)

Wait in imp.	

(~1 week)

Wait for QA	

(1 week)

Wait for
Deployment	

(1 week)

idling
2013 Michael Mahlberg

Slide # 31
VALUE STREAM
acceptance (10min)

Analysis	

(80’)

Impl	

(80’)

Design	

(80’)

QA	

(2 hours)

Deployment	

(2 hours)

adding	

value

idea (20 min)

elaboration (1h)

wait for discussion	

(2 weeks)

work (min)
idle (min)

work (h)
idle (h)

wait for approval	

(1 week)

wait for iteration	

(1 week)

Wait in imp.	

(~1 week)

Wait in imp.	

(~1 week)

Wait for QA	

(1 week)

Wait for
Deployment	

(1 week)

20 + 60 + 10 + 80 + 80 + 80 + 120 + 120 ≈

570 min

4800+2400+2400+2280+2280+2400+2400 ≈ 18960 min
570 min =

9:30 h

18960 min = 316 h

2013 Michael Mahlberg

work (d)
idle (d)

9:30h ≈ 1.2 days
316h ≈ 39.5 days
Slide # 32
WHY IS IDLE-TIME SO BAD?

2013 Michael Mahlberg

Slide # 33
LITTLE’S LAW

Work in
progress

L
λ
Throughput
© 2013 Tom Breur / Michael Mahlberg

= w
Average wait time in
the system (per item)
Slide # 34
LITTLE’S LAW

Work in
progress

40

=
1/15min

Throughput
© 2013 Tom Breur / Michael Mahlberg

10 hours

Average wait time in
the system (per item)
Slide # 35
WHAT IS KANBAN?
2013 Michael Mahlberg

Slide # 36
KANBAN = A VISUAL TOKEN AS A
(PULL) REQUEST FOR ACTION
Literally: 看板 (kanban) = Visual Sign
Picture source:
2013 Michael Mahlberg

Slide # 37
SOFTWARE-KANBAN
OR
THE KANBAN

2013 Michael Mahlberg

METHOD

Slide # 38
Three Principles
As described by David Anderson

2013 Michael Mahlberg

Slide # 39
SOFTWARE-KANBAN PRINCIPLES
Start with what you do now	

Agree to pursue incremental, evolutionary
change	

Respect the current process, roles,
responsibilities  titles

2013 Michael Mahlberg

Slide # 40
Five Core Properties
Or sometimes six or seven

2013 Michael Mahlberg

Slide # 41
THE KANBAN METHOD
1) Visualize the workflow	

2) Limit WIP	

3) Manage Flow	

4) Make Process Policies Explicit	

5) Improve Collaboratively (using models  the scientific
method)

2013 Michael Mahlberg

Slide # 42
Virtual Kanban Systems
Where the card is not the signal

2013 Michael Mahlberg

Slide # 43
Virtual Kanban System
Visualizing the flow

2013 Michael Mahlberg

Slide # 44
ProductBacklog

2013 Michael Mahlberg

SprintBacklog

Development

Acceptance

Production

Slide # 45
ProductBacklog

SprintBacklog

.g
e
2013 Michael Mahlberg

Development

o
f
.

Acceptance

c
S
r

Production

m
u
r

Slide # 46
Take Order

2013 Michael Mahlberg

Cashier

Syrup  Dairy

Espresso

Pick-up

Slide # 47
Take Order

.
.g
e
2013 Michael Mahlberg

Cashier

r
o
f

Syrup  Dairy

a
t
S

Espresso

u
b
r

Pick-up

s
k
c

Slide # 48
kanban
Picture Source:	

http://www.flickr.com/photos/christophercarfi/3600910060/	

http://www.flickr.com/photos/shanti/8432370756/sizes/l/in/photostream/
2013 Michael Mahlberg

Slide # 49
Virtual Kanban System
Limiting the work in progress

2013 Michael Mahlberg

Slide # 50
ProductBacklog

Development

Acceptance

(25)

(∞)

SprintBacklog

(25)

(25)

g.
.
e
2013 Michael Mahlberg

S
r
fo

Production
(∞)

m
ru
c
Slide # 51
ProductBacklog
(∞)

Sprint
(25)
SprintBacklog

g.
.
e
2013 Michael Mahlberg

Development

S
r
fo

Production
Acceptance

(∞)

m
ru
c
Slide # 52
LEAN  AGILE INTERJECTION
20 items in a 10 workday iteration
= 4 h value creation

= 36 ho urs idle time

2013 Michael Mahlberg

}

per item

Slide # 53
ProductBacklog
(∞)

SprintBacklog

Development

Acceptance

(25)

(3)

(3)

Production
(∞)

d,
i re
p

i ns
r u m ess
, s c ro c
sed t p
ba
w- p m e n
flo e l o
w n dev
r o re
yo u t w a
.g .
e
s of

2013 Michael Mahlberg

Slide # 54
Why “Virtual” Kanban System?

2013 Michael Mahlberg

Slide # 55
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

item

item

item

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

Slide # 56
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

item

item
item

2013 Michael Mahlberg

✓
✓

item

✓

item

item

✓

item
item

item

item

✓

item

✓

Slide # 57
PULL REQUESTS?

2013 Michael Mahlberg

Slide # 58
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

item

Pull

Pull

Pull

Pull

Pull

Pull

Pull

Pull

Pull

Pull

Pull

Pull

Pull

Pull
Pull
...

2013 Michael Mahlberg

Slide # 59
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

item

Pull
item

Pull
item

Pull
item

Pull

Pull
item

Pull
item

Pull
item

Pull

Pull
item

Pull
item

Pull
item

Pull
item

2013 Michael Mahlberg

Slide # 60
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

item

Pull
item

✓

Pull
item

✓

Pull

✓

Pull

Pull
item

✓

Pull
item

✓

Pull
item

Pull
item

Pull
item

Pull
item

Pull
item

✓

Pull
item

2013 Michael Mahlberg

Slide # 61
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

Pull
item

Pull
item

Pull
item

Pull
item

Pull
item

✓
item ✓
Pull

Pull
item

Pull
item

✓

✓

item
Pull

✓

item
Pull

✓

Pull
item

Pull

2013 Michael Mahlberg

Slide # 62
SIDENOTE: MORE EXPLIT
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

item

item

item

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

Slide # 63
SIDENOTE: MORE EXPLICIT PROCESS
Requirement

Analysis

Development

Test / QA

Production

(∞)

(4)

(3)

(3)

(∞)

doing done
item

item

item

item

item

doing

item

item

item

item

item

done

doing

done

item

2013 Michael Mahlberg

Slide # 64
SIDENOTE: MORE EXPLICIT PROCESS
Requirement
(∞)

Analysis
3 (4)

Development
2 (3)

Test / QA
2 (3)

(∞)

doing done

2013 Michael Mahlberg

doing

done

doing

done

item

item

item

item

item

item

item

item

Production

item

item

item

Slide # 65
SIDENOTE: MORE EXPLICIT PROCESS
Requirement
(∞)

Analysis
3 (4)

2 (3)

doing done
item
item

Development

item

Test / QA
2 (3)

Production
(∞)

doing

done

doing

done

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

Slide # 66
SIDENOTE: MORE EXPLICIT PROCESS
Requirement
(∞)

Analysis
3 (4)

Development

Test / QA

Production

(3)

(3)

(∞)

doing done
item

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

doing

done

doing

done

item

item

Slide # 67
VIRTUAL PULL REQUESTS
VIRTUAL KANBAN SYSTEM

2013 Michael Mahlberg

Slide # 68
SIDENOTE: LITTLE’S LAW
Requirement
(∞)

Analysis
3 (4)

Development

Test / QA

Production

(3)

(3)

(∞)

doing done
item

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

doing

done

doing

done

item

item

Slide # 69
LITTLE’S LAW

Work in
progress

L
λ
Throughput
© 2013 Tom Breur / Michael Mahlberg

= w
Average wait time in
the system (per item)
Slide # 70
LITTLE’S LAW

Work in
progress

∞
λ
Throughput
© 2013 Tom Breur / Michael Mahlberg

=∞ w
*

Average wait time in
the system (per item)
Slide # 71
SIDENOTE: LITTLE’S LAW
Requirement
(∞)

Analysis
3 (4)

Development

Test / QA

Production

(3)

(3)

(∞)

doing done
item

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

doing

done

doing

done

item

item

Slide # 72
SIDENOTE: LITTLE’S LAW
Requirement
(∞)

Analysis
3 (4)

Development

Test / QA

Production

(3)

(3)

(∞)

doing done
item

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

doing

done

doing

done

item

item

Slide # 73
VISUALIZATION CAN DIFFER
Requirement
(∞)

Analysis
3 (4)

Development

Test / QA

Production

(3)

(3)

(∞)

doing done
item

item

item

item

item

item

item

item

item

2013 Michael Mahlberg

doing

done

doing

done

item

item

Slide # 74
VISUALIZATION CAN DIFFER

Picture: Thomas Schuermann, Limited WIP Society, 	

http://limitedwipsociety.ning.com/photo/formula-kanban?context=featured#!/photo/formula-kanban?context=featured
2013 Michael Mahlberg

Slide # 75
VISUALIZATION CAN DIFFER

Picture: Karl Scotland, AvailAgility	


http://availagility.co.uk/2010/09/30/exploring-the-kanban-multiverse-at-agile2010/#jp-carousel-693
2013 Michael Mahlberg

Slide # 76
VISUALIZATION CAN DIFFER

Picture: Karl Scotland, AvailAgility	

http://availagility.co.uk/2010/09/30/exploring-the-kanban-multiverse-at-agile2010/#jp-carousel-693
2013 Michael Mahlberg

Slide # 77
HOW TO SORT THIS OUT?
2013 Michael Mahlberg

Slide # 78
KANBAN IN THE PYRAMID
Process Improvement
Process
Techniques
Software - Kanban

2013 Michael Mahlberg

Slide # 79
SCRUM IN THE PYRAMID
Process Improvement
Process
Techniques
Scrum

2013 Michael Mahlberg

Slide # 80
XP IN THE PYRAMID
Process Improvement
Process
Techniques
eXtreme Programming (XP)

2013 Michael Mahlberg

Slide # 81
MIXED PYRAMID
Process Improvement

Process Improvement

Process

Process

Techniques
Software - Kanban

Techniques
Scrum

Process Improvement
Process
Techniques
eXtreme Programming (XP)
Source http://shu-ha-ri.michaelmahlberg.de/2012/07/die-pyramide-der-agilitaet.html

2013 Michael Mahlberg

Slide # 82
MIXED PYRAMID
Process Improvement
Process Improvement
Process
Process
Techniques
Techniques
eXtreme Programming (XP)
Your individual combination
Software - Kanban
Scrum

Source http://shu-ha-ri.michaelmahlberg.de/2012/07/die-pyramide-der-agilitaet.html

2013 Michael Mahlberg

Slide # 83
CONCLUSION

2013 Michael Mahlberg

Slide # 84
LOCAL OPTIMIZATION WON’T HELP
2 / year

Classic

2013 Michael Mahlberg

2 / month

2 / year

Agile

Classic

Slide # 85
CONCLUSION
Lean

Lean and Agile
complement each
other
Agile

The Kanban Method
can be used in both
worlds

2013 Michael Mahlberg

Slide # 86
THANK YOU VERY MUCH!

2013 Michael Mahlberg

Slide # 87
CONTACT INFORMATION
• If

you have questions, don’t hesitate to contact me via e-mail
at: mm@michaelmahlberg.com	


• You
•I

can also find me on Twitter as MMahlberg	


sometimes blog on http://agile-aspects.michaelmahlberg.com 	


• My

homepage is http://www.michaelmahlberg.de

2013 Michael Mahlberg

Slide # 88

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