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What You Can Do With kanban
      Michael de la Maza, PhD
         October 30, 2012
Who is cPrime?
Engaged for Your Project Management Success
About Me
 •Currently: Lean/agile coach at edx.org, the Harvard/MIT/Berkeley online education
 nonprofit
 •PhD in Computer Science from MIT
 •Former Research Scientist at MIT Lincoln Lab
 •Former VP of Corporate Strategy at Softricity (acquired by Microsoft)
 •Member of founding team at Inquira (acquired by Oracle)
 •During the past year, I have been an agile coach at PayPal, Symantec, and Blue Cross
 •Previously, I have done agile training and coaching at Carbonite, EMC, Intuit, Verizon
 Wireless, etc.
 •Startup mentor at Blackbox.vc
 •Created scruminschools.org
 •Co-author of Professional Scrum with Team Foundation Server



Copyright© Agile Transformation IncInc
Copyright© Agile Transformation           3    3
Agenda

• What Corporate Hell Looks Like: A Personal Story

• Overview of Kanban

• How to set up a kanban board

• Short case study on setting up a kanban board

• Pictures of many types of kanban boards

• Questions [at least 15 minutes]
Survey: About You

What title best describes what you do?

•   Project Manager
•   Engineering Manager
•   Product Manager
•   Member of technical team
•   Circus clown
•   Other
Survey: About You

How large is your company?
• One person (me, myself, and I)
• 2-50 people
• 51-200 people
• 201-1000 people
• 1000+ people
The Smart Pet
Corporate Hell

• Human beings have the unique ability to create
  structures which we are not smart enough to
  comprehend
• Human beings have very limited reasoning abilities and
  very limited memories

  Corporate Hell = a company structure that is so
  complicated that the humans who work there do not
  understand it
How Do Corporations Become Too
              Complicated To Understand?
• Companies start out small – two people working in a
  garage.

• As they grow larger they become less understandable.
  Simply increasing in size is enough to make a company
  incomprehensible.

• When a corporation becomes too complicated to
  understand, this creates a large incentive for people to
  play politics. One of the goals of playing politics is to
  obfuscate cause and effect.
Survey: Too Complicated?

    What percentage of the people in your company can
    describe, in detail, how software is developed?
•   0%
•   1%-10%
•   11%-25%
•   26%-50%
•   51%-75%
•   76%-100%
My Personal View of Kanban

• My view of Kanban is that it is a thinking tool which
  makes companies more effective by:
   – Making humans smarter
   – Making corporations simpler




                            Company Complexity
  Individual and group
       intelligence
History of kanban

• Created by David Anderson over past decade

• Yahoo group: http://finance.groups.yahoo.com/group/kanbandev/

• Authoritative book – “Blue book”
kanban not Kanban

“The Kanban method is not the same as kanban for
   manufacturing, although they share the teachings of W.
   Edwards Deming as a common base. The second
   challenge has to do with its origin. The Kanban method
   is a unique development influenced by the work of
   Deming (as noted), Eli Goldratt, Donald D. Reinertsen,
   Mary and Tom Poppendieck, the Agile Manifesto, the
   Declaration of Interdependence, and some kanban from
   manufacturing.”
- Masa Maeda, Cutter IT Journal, 2011
Kanban Principles

1. Start with what you do now
2. Agree to pursue incremental, evolutionary change
3. Respect the current process, roles, responsibilities, and
   titles




Source: Anderson and Roock, “An Agile Evolution: Why Kanban is Catching On
    in Germany and Around the World,” Cutter IT Journal, 2011.
Kanban Core Practices

1.   Visualize the workflow
2.   Limit WIP
3.   Manage flow
4.   Make process policies explicit
5.   Implement feedback loops
6.   Improve collaboratively, evolve experimentally using
     models and the scientific method

Source:
•    Anderson and Roock, “An Agile Evolution: Why Kanban is Catching On in
     Germany and Around the World,” Cutter IT Journal, 2011
•    http://en.wikipedia.org/wiki/kanban_(development)
How to create your first kanban board

• Creating this board is often part of “Start with what you
  do now” (principle) and “Visualize the workflow”
  (practice)
• Fun test: Ask people on a software team to individually
  write down how they develop software. Compare the
  answers!
• I have used these steps with multiple Kanban teams with
  success.
Kick off session: Description

• The first meeting is a timeboxed 30 minute meeting with
  all team members. Bring the following to the meeting:

   – A space for brainstorming and for the kanban board. This will
     typically be a space on the wall or a large, movable white board.
   – Sharpies
   – 3x3inch sticky notes in various colors (for the work in the kanban
     board)
   – 8x6inch sticky notes (for the headings of the kanban board
     columns)
   – Painter’s tape or masking tape
   – Optional: Small stickies or colored dots
Kick off session: Introduction

• Introduction [5 minutes]
   – Begin by saying that the team is entering into a “gamespace” in
     which the team is going to try out a new way to organize its
     work. The final five minutes of the meeting will be used to
     determine what, if any, of the progress made in the “gamespace”
     should be transferred into the work environment. Emphasize
     that perfection is not required, only progress. Emphasize that
     what is decided today can be changed at any time by unanimous
     consent. Do not allow the team or team members to get stuck --
     getting through all of the steps and starting to use Kanban is
     much more important than getting things exactly right.
   – Describe states and daily cadence.
   – Show an example kanban board.
Kick off session: Brainstorming and
                            Selecting States
• Brainstorming states [5 minutes]
   – Each team member has five minutes to brainstorm states on
     3x3inch sticky notes. One state per sticky note. Explain why
     each team member is doing this individually.
• Select and order states [5 minutes]
   – The team members share the states and decide which will be
     represented on the Kanban board.
   – The team members order the states and write them on 8x6inch
     sticky notes and put them on the Kanban board.
Kick off: Cadence and Decision

• Establish daily cadence [2 minutes]
   – The team members discuss when and for how long they will
     meet on a daily basis to update the board.
   – Note that the first meeting will require them to place tasks on the
     board for the first time so it may take longer.
• Decide whether to adopt [5 minutes]
   – Exit the gamespace and decide whether or not to adopt all or
     part of the Kanban board in the work environment.
Additional steps

After a week of using the board, begin to:
1. Determine the types of work.
2. Define pull rules.
3. Define policies for each state.
4. Track statistics.
5. Add WIP limits.
Survey: Launch Your First kanban Board?

    When do you plan to launch your first kanban board?
•   I already have
•   In 1-5 days
•   In 6-20 days
•   In 21-200 days
•   Other
Example launch of kanban board
Thursday, 150pm
Thursday, 258pm
Friday, 1133am
Friday, 3pm
Example kanban Boards
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Webinar: What You Can Do with Kanban
Survey: Electronic or Physical kanban board?

If you plan to launch a kanban board will it be electronic?
• Yes
• No
• I don’t know
After the webinar…

• We will send information to collect the PDU you will earn
  from this webinar

• We will also send a link to the recorded webinar and
  slides once they are posted online

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Webinar: What You Can Do with Kanban

  • 1. What You Can Do With kanban Michael de la Maza, PhD October 30, 2012
  • 2. Who is cPrime? Engaged for Your Project Management Success
  • 3. About Me •Currently: Lean/agile coach at edx.org, the Harvard/MIT/Berkeley online education nonprofit •PhD in Computer Science from MIT •Former Research Scientist at MIT Lincoln Lab •Former VP of Corporate Strategy at Softricity (acquired by Microsoft) •Member of founding team at Inquira (acquired by Oracle) •During the past year, I have been an agile coach at PayPal, Symantec, and Blue Cross •Previously, I have done agile training and coaching at Carbonite, EMC, Intuit, Verizon Wireless, etc. •Startup mentor at Blackbox.vc •Created scruminschools.org •Co-author of Professional Scrum with Team Foundation Server Copyright© Agile Transformation IncInc Copyright© Agile Transformation 3 3
  • 4. Agenda • What Corporate Hell Looks Like: A Personal Story • Overview of Kanban • How to set up a kanban board • Short case study on setting up a kanban board • Pictures of many types of kanban boards • Questions [at least 15 minutes]
  • 5. Survey: About You What title best describes what you do? • Project Manager • Engineering Manager • Product Manager • Member of technical team • Circus clown • Other
  • 6. Survey: About You How large is your company? • One person (me, myself, and I) • 2-50 people • 51-200 people • 201-1000 people • 1000+ people
  • 8. Corporate Hell • Human beings have the unique ability to create structures which we are not smart enough to comprehend • Human beings have very limited reasoning abilities and very limited memories Corporate Hell = a company structure that is so complicated that the humans who work there do not understand it
  • 9. How Do Corporations Become Too Complicated To Understand? • Companies start out small – two people working in a garage. • As they grow larger they become less understandable. Simply increasing in size is enough to make a company incomprehensible. • When a corporation becomes too complicated to understand, this creates a large incentive for people to play politics. One of the goals of playing politics is to obfuscate cause and effect.
  • 10. Survey: Too Complicated? What percentage of the people in your company can describe, in detail, how software is developed? • 0% • 1%-10% • 11%-25% • 26%-50% • 51%-75% • 76%-100%
  • 11. My Personal View of Kanban • My view of Kanban is that it is a thinking tool which makes companies more effective by: – Making humans smarter – Making corporations simpler Company Complexity Individual and group intelligence
  • 12. History of kanban • Created by David Anderson over past decade • Yahoo group: http://finance.groups.yahoo.com/group/kanbandev/ • Authoritative book – “Blue book”
  • 13. kanban not Kanban “The Kanban method is not the same as kanban for manufacturing, although they share the teachings of W. Edwards Deming as a common base. The second challenge has to do with its origin. The Kanban method is a unique development influenced by the work of Deming (as noted), Eli Goldratt, Donald D. Reinertsen, Mary and Tom Poppendieck, the Agile Manifesto, the Declaration of Interdependence, and some kanban from manufacturing.” - Masa Maeda, Cutter IT Journal, 2011
  • 14. Kanban Principles 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Respect the current process, roles, responsibilities, and titles Source: Anderson and Roock, “An Agile Evolution: Why Kanban is Catching On in Germany and Around the World,” Cutter IT Journal, 2011.
  • 15. Kanban Core Practices 1. Visualize the workflow 2. Limit WIP 3. Manage flow 4. Make process policies explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally using models and the scientific method Source: • Anderson and Roock, “An Agile Evolution: Why Kanban is Catching On in Germany and Around the World,” Cutter IT Journal, 2011 • http://en.wikipedia.org/wiki/kanban_(development)
  • 16. How to create your first kanban board • Creating this board is often part of “Start with what you do now” (principle) and “Visualize the workflow” (practice) • Fun test: Ask people on a software team to individually write down how they develop software. Compare the answers! • I have used these steps with multiple Kanban teams with success.
  • 17. Kick off session: Description • The first meeting is a timeboxed 30 minute meeting with all team members. Bring the following to the meeting: – A space for brainstorming and for the kanban board. This will typically be a space on the wall or a large, movable white board. – Sharpies – 3x3inch sticky notes in various colors (for the work in the kanban board) – 8x6inch sticky notes (for the headings of the kanban board columns) – Painter’s tape or masking tape – Optional: Small stickies or colored dots
  • 18. Kick off session: Introduction • Introduction [5 minutes] – Begin by saying that the team is entering into a “gamespace” in which the team is going to try out a new way to organize its work. The final five minutes of the meeting will be used to determine what, if any, of the progress made in the “gamespace” should be transferred into the work environment. Emphasize that perfection is not required, only progress. Emphasize that what is decided today can be changed at any time by unanimous consent. Do not allow the team or team members to get stuck -- getting through all of the steps and starting to use Kanban is much more important than getting things exactly right. – Describe states and daily cadence. – Show an example kanban board.
  • 19. Kick off session: Brainstorming and Selecting States • Brainstorming states [5 minutes] – Each team member has five minutes to brainstorm states on 3x3inch sticky notes. One state per sticky note. Explain why each team member is doing this individually. • Select and order states [5 minutes] – The team members share the states and decide which will be represented on the Kanban board. – The team members order the states and write them on 8x6inch sticky notes and put them on the Kanban board.
  • 20. Kick off: Cadence and Decision • Establish daily cadence [2 minutes] – The team members discuss when and for how long they will meet on a daily basis to update the board. – Note that the first meeting will require them to place tasks on the board for the first time so it may take longer. • Decide whether to adopt [5 minutes] – Exit the gamespace and decide whether or not to adopt all or part of the Kanban board in the work environment.
  • 21. Additional steps After a week of using the board, begin to: 1. Determine the types of work. 2. Define pull rules. 3. Define policies for each state. 4. Track statistics. 5. Add WIP limits.
  • 22. Survey: Launch Your First kanban Board? When do you plan to launch your first kanban board? • I already have • In 1-5 days • In 6-20 days • In 21-200 days • Other
  • 23. Example launch of kanban board
  • 48. Survey: Electronic or Physical kanban board? If you plan to launch a kanban board will it be electronic? • Yes • No • I don’t know
  • 49. After the webinar… • We will send information to collect the PDU you will earn from this webinar • We will also send a link to the recorded webinar and slides once they are posted online