2011 lean kanban-scrum

Lean - Kanban
Introduction
Dr. Andreas Wintersteiger
andreas.wintersteiger@objectbay.com
Ver1.1-12/2011

© 2011 Objectbay Software & Consulting GmbH
Lean Thinking
2
Watch the baton,
not the runners!

Two Pillars of Lean
• Don’t trouble your customer
• develop people, then build
products
• no wasteful work
• teams & individuals evolve their
own practices and improvements
• build partners with stable
relationships, trust and coaching in
lean thinking
• develop teams
3
Continuous
Improvement
Respect for People
• Go see (Genchi Genbutsu)
• Kaizen
• spread knowledge
• Problem solving
• root cause
• eyes for waste
• perfection challenge
• work toward flow

4-P and 14 Lean Principles
4
Philosophy
(Long-Term Thinking)
Process
(Eliminate Waste)
People & Partners
(Respect, Challenge and
grow them)
Problem
Solving
(Continuous Impr.)
• Continual organizational learning through Kaizen
• Go see for yourself to thoroughly understand the
situation
• Make decisions slowly by consensus, thoroughly
considering all options; implement rapidly
• Grow leaders who live the philosophy
• Respect, develop and challenge your people and
teams
• Respect, challenge and help your suppliers
• Create process flow to surface problems
• Use pull systems to avoid overproduction
• Level out the workload
• Stop when there is a quality issue
• Standardize work norms for continuous improvement
• Use visual control so problems are hidden
• Use only reliable, thoroughly tested technology
• Base management decisions on a long-
term philosophy, even at the expense of
short-term financial goals
Source: Jeffrey Liker: The Toyota Way

Base management decisions
on a long-term philosophy,
even at the expense of short-
term financial goals
5

Move toward flow.
Move to ever smaller batch
sizes and cycle times to
deliver value faster and
expose weakness.
6

Use pull systems.
Decide as late as possible.
7

Level the work.
Reduce variability and
overburden to remove
unevenness.
8

Jidoka.
Build a culture of stopping
and fixing problems, teach
everyone to methodically
study problems.
9

Master norms & practices to
enable kaizen and employee
empowerment.
10

Use simple visual
management to reveal
problems and coordinate.
11

Use only well-tested
technology that serves your
people and process.
12

Grow leaders who thoroughly
understand the work, live the
philosophy and teach it to
others.
13

Respect, develop and
challenge exceptional people
and teams and tower
technical excellence.
14

Respect and challenge your
extended network of partners
and help them to grow and
improve.
15

Genchi Gembutsu.
Go, see yourself at the real
place of work to thoroughly
understand the situation and
help.
16

Make decisions slowly by
consenus, thoroghly
considering all options.
Implement rapidly.
17

Hansei & Kaizen.
Become and sustain a
learning organisation through
rentless reflection and
continuous improvement.
18

Lean & Agile: Overlapping
Philosophies
19
•4 Value Pairs
•12 Principles
•9 Management Principle
•2 Pillars
•14 Principles

Scrum & XP are instances of Agile &
Lean
20
•5 Values
•3 Roles
•5 Ceremonies
•4 Artifacts
•5 Values
•12 Principles
•15 Practices
•8 Roles

Kanban is more of an instance of
Lean
21

Kanban
• A Change-Management Methodology (with capital “K”)
• utilizes some lean tools (and thus ideas)
• kanban - a signal card
• pull systems
• visualization
22

Kanban is change
management
1. Visualize the workflow
2. Limit Work-In-Progress (WIP)
3. Measure and manage flow
4. Make process policies explicit
5. Use Models to recognize improvement opportunities
23

(1) Visualize Workflow
24
Source: Jesper Boeg, Priming Kanban

(2) Limit WIP
25

(3) Measure and manage
flow
26
Cumulative flow diagrams show current
work over time per workflow stage
Problems become visible through WIP limits
team swarms around the problems

Lead Time & Cycle Time
27

28
Expedite
Goals
Story
Queue
Elaborate Develop Test Deploy Done!
Your waiting time
here is 14 Days
Your waiting time
here is 18 Days
5 3 5 13

Cadences
• Kanban is not restricted to one cadence (like Sprints in
Scrum)
• Typically we see...
• internal release cadence for feedback (Demo)
• a release (output) cadence
• a retrospective cadence
• a planning cadence (Backlog grooming, aka input cadence)
• etc.
29

Classes of Service
• Swim lanes in Kanban board
for different quality of service
• Expedite
• Bugs
• Regular development
efforts
• Beautifiers
30

Make process policies
explicit
• per Workflow stage, this could be
• Acceptance criteria for stories
• Criteria for readiness for development (aka “Definition of
Ready”)
• Criteria for development procedures like “use TDD”,
“refactored”, “high test coverage”,... (aka “Definition of Done”)
• Testing policies, Test Coverage etc.
• Criteria for deployment (“Shippable”)
31

Recognize improvement
opportunities
• Systems Thinking
• Theory of Constraints
• Deming
• Lean Thinking and Principles (eliminate waste)
32

Scrum and Kanban -
Commonalities• Both based on and implement Lean and Agile principles (such as
Pull System, Limited WIP, continuous improvement,...)
• Both have regular planning in short cadences based on evidence
data
• Both deliver releasable software in short cadences
• Both require to break work into pieces
• Both do empirical process control (inspect & adapt)
• Both foster transparency
• Both drive change management from learnings of a self-organized
team
33

Kanban vs. Scrum -
Differences• Kanban has no prescribed cadences (allows for 0..n)
• Kanban has no protected time box (Sprint) but does also not require
“commitment”
• Planning in Scrum is based on Estimations and Velocity, Kanban uses Lead
Time and equal sized batches (otherwise no planning is possible)
• Kanban requires WIP limit per stage, Scrum limits per Sprint
• Kanban does not prescribe any Roles, Meetings and Artifacts
• Kanban requires less initial changes inside the organisation
• Scrum is more pushy on organizational changes (on the run)
• Scrum requires retrospectives (Kaizen) while Kanban only recommends it.
34

A successful starting point
• Scrum changes a team’s process of developing from Story to Production (Concept to Cash)
• We have seen many hybrids that are highly effective
• Add Kanban ideas to Scrum
• Limit WIP on Scrum task board
• Introduce swimlanes to address different qualities of service
• Measure Lead Time & Cycle Time
• Visualize more of the teams’ effective workflow
• Add XP practices
• Test Driven Development, Continuous Integration, ...
• Collective Code Ownership
• Add Lean Principles to your Scrum implementation
35

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