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Are You Really Using Kanban or Just Making a List of Issues

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Maybe you think you're using Kanban now, but are you just tracking tasks in big ugly list? Kanban's focus on Flow, Work in Process, Visualization, and Continuous Improvement requires a change of mindset. With Kanban, teams must prioritize completion of work, maximize effort, and constantly increase efficiency. Where Kanban can provide the most value is in dealing with unplanned work, competing priorities, and unknown variables at project start. Examples of these types of projects include:

- Legacy projects migrating to a cloud platform
- Budgets shifting towards newer investments
- A new merger brings on new properties
- Existing projects have shifted into an end-of-life, but not end-of-support phase

Or maybe, you're a support desk, service desk, or an on-call workforce for production issues. Kanban allows teams to learn from the work completed and pivot out of the chaos of all urgent requests all the time.

Notes available at https://tomcudd.com/are-you-really-using-kanban/

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Are You Really Using Kanban or Just Making a List of Issues

  1. 1. Are You Really Using Kanban? Or Just Making a List of Issues?
  2. 2. Who the heck are you? › Tom Cudd › 2004 University of Nebraska-Lincoln graduate, B.S. in Computer Engineering › Work at VML in Kansas City, MO
  3. 3. Why should I listen to you?
  4. 4. Clients I’ve worked on › Colgate › Hershey’s › Premier League › Korean Air › Kellogg’s › Wendy’s › BridgeStone › Sprint › Ford
  5. 5. Technology Stacks › Java › AEM › Tomcat › WebSphere › Etc. › .NET › Sitecore › Umbraco › Etc. › PHP › Wordpress › Drupal › Etc. › Whatever else the client decides to throw at us and someone has said “yeah, we know that” (but we really don’t) › Joomla › Oracle › DotNetNuke › Etc.
  6. 6. Platforms › Adobe http://www.adobe.com/in/ › Acquia https://www.acquia.com/ › Oracle https://www.oracle.com/index.html › Open Text http://www.opentext.com/ › Squarespace https://www.squarespace.com/ › IBM https://www.ibm.com/in-en/ › epi http://www.episerver.com/ › Joomla https://www.joomla.org/ › Sitecore http://www.sitecore.net/ › Telerik http://www.telerik.com/ › Microsoft https://www.microsoft.com/en-in/ › Pantheon https://pantheon.io/ › Wix http://www.wix.com/ › OpenCms http://www.opencms.org/en/ › WordPress https://wordpress.com/ › Symphony http://www.getsymphony.com/ › Drupal https://www.drupal.org/ › Umbraco https://umbraco.com/ › DotCMS http://dotcms.com/ › Tumblr https://www.tumblr.com/ › Blogger https://www.blogger.com/home › Magnolia https://www.magnolia-cms.com/
  7. 7. The Mess We Were/Are In › The tyranny of the immediate › Important, competing, contradictory priorities › Disparate, parallel business and technology processes › “What are you working on?” › “Are you busy right now?”
  8. 8. How Did We Get Out of It › Analyze › Read › Think › Ok, now what?
  9. 9. DevOps! › Wait, what? No! › Philosophy of rescue doesn’t interest a person in a burning building › We needed a firehose or a ladder › “The Phoenix Project” while helpful for a future state road map, introduced to us to one particular practical solution, Kanban
  10. 10. Kanban › An Intro › History › Details › Use outside manufacturing
  11. 11. A Curious Kanban
  12. 12. Kanban History › Kanban › Promoted manufacturing efficiency › Avoiding overload › Toyota Production System (management philosophy and practice) › Studied how customers shopped in grocery stores › How stockers replenished shelves › Lean Manufacturing › Eliminate waste › Improve flow › Just In Time Manufacturing › Align inventory with production › Improvement methods › Improvement Kata › A3 › PDCA › OODA
  13. 13. Curious Kanban Concepts › Core Concepts › Visualizing the work › Limiting the work in process › Focus on the flow of work › Continuously improve › Tangential concepts › Planning › Context Switching › Prioritization › Sources: https://leankit.com/learn/kanban/what-is-kanban/ and https://www.atlassian.com/agile/kanban
  14. 14. Visualize
  15. 15. Visualize
  16. 16. Visualize
  17. 17. Limit Work In Process
  18. 18. Limit Work In Process › WIP Limits Should Hurt Part of the purpose of WIP limits is to reveal opportunities for improvement. Imposing WIP limits will focus attention on work which is blocked or hard to complete, since our inability to complete it prevents us picking up new work. At this point, it’s tempting to relax WIP limits to make sure “something is getting done.” It’s essential to avoid this temptation and address the sources of the problem instead. - Lean Enterprise
  19. 19. Focus on Flow
  20. 20. Focus on Flow Development Complete – Ready for QA QA In Progress DoneReady for Development Development In Progress
  21. 21. Continuous Improvement
  22. 22. Planning
  23. 23. Context Switching
  24. 24. Context Switching › Subtle "switching" costs cut efficiency, raise risk. › “…even brief mental blocks created by shifting between tasks can cost as much as 40 percent of someone's productive time.” › Source: http://www.apa.org/research/action/multitask.aspx
  25. 25. Context Switching › We spend an average of just 1 minute and 15 seconds on a task before being interrupted. › It takes an average of 25 minutes to resume a task after being interrupted. › Heavily multitasking can temporarily lower your IQ by up to 15 points. › Source: http://blog.trello.com/why-context-switching-ruins-productivity
  26. 26. Prioritization
  27. 27. Prioritization › Cost of Delay › Don’t just ask what is the most valuable. Ask the question, “what will cost us the most, by delaying its delivery?” That’s really what we’re doing. We’re not profiting from a feature that is not in production, so therefore, we are losing money every day it’s not there. › Source: https://www.leadingagile.com/2015/06/an-introduction-to-cost-of-delay/
  28. 28. Prioritization › Task A: 2 weeks, CoD $250,000 / week › Task B: 1 week, CoD $100,000 / week › Source of example: Lean Enterprise
  29. 29. Prioritization
  30. 30. Prioritization
  31. 31. Prioritization
  32. 32. How to start? › Understand your process (write it down, draw it out) › Where things start, where they end › Start today, right now, using whatever methods you can › Physical cards/post-its, a wall/whiteboard › Trello.com › Atlassian JIRA › Kanbanflow.com › Many other COTS products › Start working › Start now › Evaluate often › Sources: http://kanbanblog.com/explained/GettingStarted.html and http://www.everydaykanban.com/what-is-kanban/
  33. 33. All The Links › http://www.everydaykanban.com/what-is-kanban/ › https://en.wikipedia.org/wiki/Kanban › http://kanbanblog.com/explained/ › http://kanbanblog.com/explained/GettingStarted.html › https://leankit.com/learn/kanban/what-is-kanban/ › https://www.atlassian.com/agile/kanban › http://www.apa.org/research/action/multitask.aspx › https://www.leadingagile.com/2015/06/an-introduction-to-cost-of- delay/ › http://blog.trello.com/why-context-switching-ruins-productivity
  34. 34. All The Books › https://www.amazon.com/Phoenix-Project-DevOps-Helping- Business/dp/0988262509/ › https://www.amazon.com/DevOps-Handbook-World-Class- Reliability-Organizations/dp/1942788002/ › https://www.amazon.com/Lean-Enterprise-Performance- Organizations-Innovate/dp/1449368425/ › https://www.amazon.com/Continuous-Delivery-Deployment- Automation-Addison-Wesley/dp/0321601912/
  35. 35. The Episode
  36. 36. Thanks! › Twitter: @tomcudd › Website: https://tomcudd.com/ › Carrier Pigeon: Bob.

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