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ARGUMENTS
                   against

                   KANBAN


@NickOostvogels
Kanban is on the rise




Source : VersionOne - State of Agile Survey 2011
When introducing
       new ideas…


http://www.flickr.com/photos/smannion/3385144016/
People compare it
       to what they know




http://www.flickr.com/photos/mvjantzen/4815422633/
… and
        start to
        criticize

http://www.flickr.com/photos/the-g-uk/3913466332/
Kanban is hard to
          explain
           briefly




       http://www.flickr.com/photos/digitalmums/6310508350/
That’s normal
• Kanban is a change
  management approach,
  not a process
• Less prescriptive
• It’s roots go all the way back to
  lean thinking
What is Kanban?
         In Industry




http://www.flickr.com/photos/scania/2869199313/
In Software Development


                                                      Change Management
                                                      approach

                                                       that employs a WIP
                                                      limited pull system



http://www.flickr.com/photos/adelcambre/2768856149/
1. Start with what you now
2. Agree to pursue incremental,
   evolutionary change
3. Initially, respect current roles,
   responsibilities & job titles


                        Source : limitedwipsociety.org
then adopt the core practices

1. Visualize
2. Limit Work In Progress
3. Manage Flow
4. Make Process Policies Explicit
5. Improve Collaboratively

                     Source : limitedwipsociety.org
For me …
Kanban is a way
to change your process into one
that focuses on end to end value
and getting stuff delivered.
And that’s hard to sell !
Available soon on
5 tough questions
1. We lose our ability to plan
2. It will take longer
3. Things will get stuck
4. Stakeholders don’t care
   about feeding the flow
5. We will lose team
   cohesion
we lose
our
ability
to plan


          http://www.flickr.com/photos/40358860@N04/4250860618/
No
estimates?

http://www.flickr.com/photos/photojonny/2268845904/
Customers
Managing people




       http://www.flickr.com/photos/lambdachialpha/3795728748/
Release planning
          Translation into
Initial
           requirements
specs
                             Estimation




                               Review
           Release
                             estimations
            Plan
Issues
• Not a repeatable process
• Never built something alike
• (educated) GUESSING
• Software dev = Creative
  process
Kanban : measuring
Different
                                                     sizes ???




http://www.flickr.com/photos/jaydedman/2593673396/
Use a scale


        compare
Keep features small
Why sizing?




       http://www.flickr.com/photos/lawdeda/4094259672/
Planning with
measurements
Reduce variation
       1. Reliable planning
          2. Fast response
   3. Stabilize the process
    4. Base for continuous
               improvement
Small releases
Kanban != continuous deployment
Small releases
Kanban can lead to continuous
 deployment
Won’t this
      annoy
      our users?




http://www.flickr.com/photos/photojonny/2268845904/
Small releases
NO, because…
• Updates will be smaller
• Risk for bugs is lower

+ Releasing early creates a
sense of urgency
options for Re-planning
1. Reprioritize the input queue
2. Cadence
3. Pull a planning meeting
it will
take
longer


          http://www.flickr.com/photos/40358860@N04/4250860618/
No
deadlines?




http://www.flickr.com/photos/photojonny/2268845904/
Parkinson’s
law

“The amount of time which one has
  to perform a task …
… is the amount of time it will take
 to complete the task.”
Management by cost
Healthy balance in
      Kanban
Managing by measuring
Healthy balance in
       Kanban
Helping to improve
instead of command & control
Theory of
Constraints




            for process
            improvement
       http://www.flickr.com/photos/96dpi/3371440496/
the weakest chain determines
  the rate of the entire system
the WIP Limits will let
  you feel the TOC and
  do something about it
Flow

           • Only work on customer orders
           • Reduce guessing to avoid
             waste
           • Limit WIP to reduce inventory,
             cost & risk

http://www.flickr.com/photos/23945877@N05/2623633694/
WIP limits create
a pull system
Isn’t this
 inefficient?


http://www.flickr.com/photos/photojonny/2268845904/
NO, it reduces risk & waste!




Not pulling = risk of   No WIP Limits =
 starting something      cost of waiting +
 that doesn’t match      risk of getting
 expectations            obsolete
Things will
get stuck,

we can’t
keep WIP
limits!       http://www.flickr.com/photos/40358860@N04/4250860618/
“Our testers can never keep
up the pace of our
developers.
Developers would be idle for
half of the time!”
Remember:

Kanban doesn’t focus on
maximizing utilization of
people
End to end flow efficiency




http://www.flickr.com/photos/serdar/125457544/
WIP limits will always
  cause bottlenecks

That’s a good thing!

It drives continuous improvement
  towards end to end efficiency
Being idle due to uneven flow
 distribution drives people crazy!


                       http://www.flickr.com/photos/annayanev/3491617954/
Ex. 1 - Requirements
Ex. 2 - Defects
Ex. 3 - Deployment
Ex. 4 - Emergencies
Ex. 4 - Emergencies
Collaboration
Stakeholders
don’t care
about feeding
the flow
                http://www.flickr.com/photos/40358860@N04/4250860618/
Prioritization doesn’t have to
be on task level
Clear rules make
prioritization easier
• What is the type of feature? (new,
  bug, enhancement, ...)
• What is the business value?
• What is the cost of delay and which
  type?
• Any dependencies on other
  features?
• …
it forces stakeholders to do
            their homework!




                http://www.flickr.com/photos/cayusa/2194119780/
building an MVP

     Stakeholders care
      about
      Return on
      Investment



http://www.flickr.com/photos/59937401@N07/5929491095/
Stakeholder collaboration
focus on economic decisions
        instead of fighting for capacity




http://www.flickr.com/photos/jpeepz/6236688/
Expectation
management
we will
lose
team cohesion

                http://www.flickr.com/photos/40358860@N04/4250860618/
Won’t the team turn into
       factory workers?




http://www.flickr.com/photos/psit/5207166416/
WIP limits lead to
cross-boundary
communication
Good teams have a
common goal




               http://www.flickr.com/photos/atomicshed/161716498/
Vertical organized
companies lead to teams
with conflicting goals



That’s why cross-
departmental functions
were created
in Kanban, everybody
      contributes to the
      end 2 end process
http://www.flickr.com/photos/saamiam/4203685689/
this is a powerful change
management approach

• no theoretical frameworks
• no new job descriptions
• only some basic rules
What about
    creative
    thinking?


http://www.flickr.com/photos/photojonny/2268845904/
The focus on improving
flow stimulates creativity

• Team will start to investigate
• Limit back-cycles
• Lead & Cycle time measuring
  stimulates close collaboration
Will it
 cause a
 death march?

http://www.flickr.com/photos/photojonny/2268845904/
Measurements are used to
understand reality
& have a base for improvement

                   http://www.flickr.com/photos/usnavy/6083504722/
Not pushing to go faster
             but improving end 2 end




http://www.flickr.com/photos/rwp-roger/3854246685/
Now you have a response!
1. We lose our ability to plan
2. It will take longer
3. Things will get stuck
4. Stakeholders don’t care
   about feeding the flow
5. We will lose team cohesion
Thanks!

@NickOostvogels
www.SkyCoach.be

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