Cars, Trains, and Kanban: How to Move Faster
Agile practitioners adopt Kanban with high expectations: decreased cycle time, increased throughput and a clearer look at where projects stand. But where do all these high hopes come from? And how do you make them come true? In this talk, we’ll explore the underlying principles behind Kanban—from systems thinking to lean manufacturing—and draw some fun parallels to everything from car traffic to passenger trains. Understanding these core concepts is the real key to moving faster with Kanban. This talk is for agile beginners, teams who are considering or have recently adopted Kanban, and teams who want to optimize their Kanban process. They’ll learn: What kanban really means—a brief history and how it applies to agile software development Why limiting work in progress (WIP) is essential to speeding up your development efforts + tips for setting WIP limits The right way to pull cards from one state to the next (and why it’s a lot like trains) How to spot bottlenecks in your process, fix them and maximize output.
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Cars, Trains, and Kanban: How to Move Faster
- 1. Cars, Trains and Kanban How to Move Faster Peter Kananen Partner, Gaslight teamgaslight.com @teamgaslight
- 2. What Kanban is not SCRUM Alternative? Lack of Iterations and Cadence Not Planning Process for Building Software
- 3. What does Kanban really mean?
- 4. What Kanban really means Modeling the process Limiting work in progress Analyzing FlowPulling, not pushing
- 5. Our Issues Limiting work in progress Analyzing FlowPulling not pushing • Poor economic decision making • Long cycle times • Large batch sizes • Over-utilization of capacity • Incurring and blind to the cost of queues • Optimizing for local efficiencies • High WIP • Reduced fast feedback • Limited insight into how to improve
- 7. When you don’t model your process… Limiting work in progress Analyzing FlowPulling not pushing • Poor economic decision making • Long cycle times • Large batch sizes
- 8. Everything is a system http://www.systemsbiology.emory.edu/research/systems-biology-introduction.html http://www.advantagefactory.com/integration.html
- 9. What is the goal? What is the goal?
- 10. Throughput is the only goal What does ‘Done’ mean?
- 11. Hidden Work Why ‘To Do, Doing, Done’ are not enough
- 12. When you don’t model your process… Limiting work in progress Analyzing FlowPulling not pushing• Poor economic decision making • Long cycle times • Large batch sizes
- 13. Limiting work in progress
- 14. When you don’t limit WIP… Limiting work in progress Analyzing FlowPulling not pushing• Over-utilization of capacity • Blind to the cost of queues • Optimizing for local efficiencies
- 16. High density = cascading problems
- 17. What is density?
- 18. Inventory (and it’s usually hidden)
- 19. “In product development, our greatest waste is not unproductive engineers, but work products sitting idle in process queues.” - Donald G Reinertsen Which do you want to move?
- 20. Stop maximizing local efficiencies
- 21. When you don’t limit WIP… Limiting work in progress Analyzing FlowPulling not pushing• Over-utilization of capacity • Blind to the cost of queues • Optimizing for local efficiencies
- 23. When you push instead of pull… Limiting work in progress Analyzing FlowPulling not pushing • Over-utilization of capacity • Incur the cost of queues • High WIP • Reduce fast feedback
- 25. The power of pull
- 26. Pulling helps enforce WIP limits Reinertsen, Donald G. The Principles of Product Development Flow
- 27. When you push instead of pull… Limiting work in progress Analyzing FlowPulling not pushing • Over-utilization of capacity • Incur the cost of queues • High WIP • Reduce fast feedback
- 28. Analyzing Flow
- 29. When you don’t analyze flow… Limiting work in progress Analyzing FlowPulling not pushing • Increased cycle time • Incurring and blind to the cost of queues • Large batch sizes • Limited ability to improve • Further harm economic decision making
- 30. Lead time & cycle time
- 31. Outpacing your bottlenecks Remember throughput is the goal
- 32. Use a Cumulative Flow Diagram http://zsoltfabok.com/images/posts/2011-02-05-xp-with-kanban-instead-of-scrum/cfd.png
- 34. When you don’t analyze flow… Limiting work in progress Analyzing FlowPulling not pushing • Increased cycle time • Incurring and blind to the cost of queues • Large batch sizes • Limited ability to improve • Further harm economic decision making
- 35. What Kanban really means Modeling the process Limiting work in progress Analyzing FlowPulling not pushing
- 36. Our Issues Limiting work in progress Analyzing FlowPulling not pushing • Poor economic decision making • Long cycle times • Large batch sizes • Over-utilization of capacity • Incurring and blind to the cost of queues • Optimizing for local efficiencies • High WIP • Reduced fast feedback • Limited ability of improvement