Demystifying Kanban L e a n V a l u e I n n o v a t i v e M a n a g e m e n t Masa K Maeda firstname.lastname@example.org @masakmaeda
Mas a K M aeda, Ph D With 25 years of international experience, Masa is the creator Lean Value Innovation and is currently writing a book about it. He is a leading figure in in the Lean and Agile communities. He is known for bringing highly successful Kanban and Agile adoptions internationally inside and outside the software and IT industries; and is considered by many to be the person to go to for lean and agile transformation in Ibero-America. He is one of just a few Kanban Trainer- Coaches accredited by the Lean-Kanban University worldwide.Masa is also a Senior Consultant with the Cutter Consortium, where he specializes in Kanban, Lean-AgileManagement, and Lean Value Innovation. He teaches Lean Value Innovation at the University ofCalifornia at Berkeley Extension. He is also an accredited Kanban trainer with the Lean Kanban University(Valueinnova is a charter member), a PMI Agile Certified Professional, a Certified Scrum Product Ownerand a Certified Scrum Master.Previously, Masa was an associate at David J Anderson & Associates. He did R&D at Apple Inc. and inJapan at Justsystems Corporation. He also worked at Netscape/AOL and was founding team memberof 4 startups in Silicon Valley: Electric Communities, When.com, Ingenuity systems, and Vuze Inc.; thosecompanies pioneered in virtual environments, online socialization, proteomics, and onlineentertainment. Masa also worked at Akimbo systems.Masa holds a PhD and a M.S. degrees from the University of Tokushima in Japan; a BE with honors fromthe National Autonomous University of Mexico. He has also done studies in psychology, management,nlp, co-active coaching and cybernetics.Endorsement by Tom Poppendieck (one of the fathers of Lean for Knowledge Work:Applying lean ideas to innovation is one of the major advances to expect in the next decade. […] leaninnovation may be as important as the Agile Manifesto when we look back 10 years from now
What Kanban isn’t SDLC m an a ge m e nt看板 gm t oj ec tM Pr
What Kanban is看板 A method for managing positive change in the organization
Lean Thinking Improve the whole El imi na te waste Muri Mura Muda (3 M’s)Most issues are due to the system and not to peopleAd-hoc is not acceptableThe does knows better how to do the improvement
Let ’s get dirty...H a n d s - o n d y n a m ic sto discuss someKanban practices
H ig h v is u a liz a t io n KanbanLimit work in progress PracticesMake process policies explicitU s e m o d e l s to Improve collaboratively
H ig h v is u a liz a t io n KanbanLimit work in progress PracticesMake process policies explicitU s e m o d e l s to Improve collaborativelyManage workflow
H ig h v is u a liz a t io n KanbanLimit work in progress PracticesMake process policies explicitImprove collaborativelyManage workflowFee db a c k loop s a nd me c h a n i s m s
KanbanPrinciples Start with what you do now Agree to pursue incremental, evolutionary change Initially, respect current roles, responsibilities and job titles
When not to use Kanban D e m a n d < C a p a b ilit y Sm oo t h v a l ue fl o w Capability Demand Kanban systemNote: You can still use Kanban on those situations to enhance visibility, d o ro o t c a u s e a n a l y s i s , a n d i d e n t i f y o p p o r t u n i t i e s f o r i m p ro v e m e n t
Kanban and iterative processAlthoug h Ka nb a n in itera tionless you ca n still use it on p rocesses tha t req uireitera tions b eca use (a ) Ka nb a n d oes not rep la ce your current p rocess, it sitson top of it, and (b) You can use Kanban’s cadences to determinecustomized delivery periods that deliver value in a very effective way.
“Which is better, Kanban or Scrum?” …this is not a valid questionsince they are two methods of different nature and for different purposes.