Kanban is a method for managing and improving knowledge work by visually tracking work in progress. It aims to limit work in progress, continuously improve processes, and focus on customer needs. The presentation discusses implementing Kanban at L3 Support by visualizing work on a board, limiting work in progress for each stage, measuring flow and improving processes collaboratively through experiments and feedback loops. Key practices include visualizing work, managing flow, making policies explicit, and implementing feedback loops to evolve processes incrementally. Metrics like lead time, throughput and continuous improvement will be used to measure performance.

1. Its all about the spirit of Kanban
Agile Kanban - Overview
R Ragavendra Prasath

2. My identity
▪ R Ragavendra Prasath
▪ ragavendraprasath@gmail.com
▪ Husband, Son, Friend, Student, Growth hacker, Employee,
Volunteer, Product Hunter, Process, Technology, Chocolate &
Coffee Enthusiast…!

3. Disclaimer
▪ All the slides given here are for information purposes only. Not
for commercial.
▪ Created for the benefit of the Agile / Users as a contribution
to the society.
▪ Used under Creative Common License.

4. What’s inside!
▪ What is Kanban?
▪ Why Kanban?
▪ Why Kanban @ L3
▪ Principles
▪ Practices
▪ Values
▪ How @ L3
▪ What will we measure?
▪ Lets start

5. What is Kanban
▪ Kanban is a method for defining, managing and improving services delivering
knowledge work.
▪ A delivery flow system that controls the amount of work in progress using visual
signals
▪ Stop starting and start finishing!
▪ Pull system

6. Why Kanban
▪ Visually see work in progress
▪ Instantly understand impediments (things causing you to delay) and take
steps to remove them
▪ Improve communication between yourself and others on your team
▪ Empower teams to self-manage visual processes and work flows
▪ Inspire team collaboration
▪ Better risk management
▪ Eliminate overburdening
▪ Evolutionary change

7. Why Kanban @ L3
Inspiration from Microsoft XIT Team @ Hyderabad

8. Core Kanban
Values . Principles . Practices

9. Values
1) Transparency
2) Balance
3) Collaboration
4) Customer focus
5) Flow
6) Leadership
7) Understanding
8) Agreement
9) Respect

10. Principles
1) Start with what you do now
2) Agree to pursue incremental, evolutionary change
3) Respect the current process, roles, responsibilities and titles
4) Leadership at all levels

11. Principles (elongated)
▪ 3 change management principles
1) Start with what you do now
– Understanding the current processes, as actually practiced
– Respecting existing roles, responsibilities and job titles
2) Agree to purse improvement through evolutionary change
3) Encourage acts of leadership at every level, from individual contributor
to senior management

12. Principles (elongated)
▪ 3 service delivery principles
1) Understand and focus on your customers needs and expectations
2) Manage the work; let people self organize around it
3) Your organization is an ecosystem of independent services, steered by
its polices; reflect regularly on their effectives and improve them.

13. Practices
1) Visualize
▪ Split the work into pieces, write each item on a card and put on the wall
▪ Use named columns to illustrate where each item is in the workflow
2) Limit Work In Progress (WIP)
▪ Assign explicit limits to how many items may be in progress at each workflow state
3) Manage flow
▪ Flow of work items through each state in the workflow should be monitored and reported -
often referred to as Measuring Flow
▪ speed of movement and the smoothness of that movement
▪ Measure lead time and cycle time
Properties!

14. Practices
4) Make policies explicit
▪ This helps team members and stakeholders understand what’s expected
▪ Thereby, reducing confusion and enabling greater process consistency
▪ Until the mechanism of a process is made explicit, it can be difficult to engage in meaningful discussion about how
to improve it
▪ Common understanding of how the work should be done
5) Implement feedback loops
▪ evolutionary process cannot work without feedback loops
▪ 4 specific practices for feedback:
– Standup meeting
– Delivery planning review
– Operations review
– Risk review
6) Improve collaboratively, evolve experimentally
▪ Discuss about Things which impede flow and introduce perturbations that mean flow is inconsistent or ragged

15. Kanban @ L3 Support
How do we do it

16. Types of work
▪ Tickets / issues
▪ Service requests / queries / CRs
▪ System improvements

17. Structure Expedite
P3 (10)
(Backlog)
P2 (7)
P1(5)
To do
Gather more
info
RCA Impact Coding
Unit
Testing
Code
review
Released to
Testing
On hold
= Tickets / Issues
= Service requests / queries /
CRs
= System improvements
Done
3
2
4

18. Post-it tracking
Case ID:
Description:
Who:
Priority On board Deadline

19. Metrics
▪ SLA
▪ Lead time / Cycle time
▪ Throughput / Delivery rate (Cards completed/day)
▪ Continuous Improvement
▪ Also measure (in the near future)
▪ Service level expectation: what the customer expects
▪ Service level capability: what the system can deliver
▪ Service level agreement: what is agreed with the customer
▪ Service fitness threshold: the service level below which the service
delivery is unacceptable to the customer

20. Lets start Kanban @ L3

21. To-Dos
▪ Mention the tasks in the Kanban board
▪ Perform daily standup
▪ Roles
▪ Decide Kanban captain for the week.
▪ Service Manager
– (Service Request Manager) Responsible for understanding customer needs and
expectations of customers, and for selecting and ordering work items accordingly
– (Service Delivery Manager) Responsible for the flow of work in delivering selected
items to customers
▪ Gather feedback and start working on the continuous improvement.
▪ Stop starting and start finishing!

22. Bibliography
▪ Book titled ' Essential-Kanban-Condensed-Guide’ by David J Anderson
▪ Article titled ‘From Worst to Best in 9 Months: Implementing a Drum-Buffer-Rope Solution in
Microsoft’s IT Department’ by David J. Anderson & Dragos Dumitriu, Microsoft Corporation,
November 2005
Courtesy to the Authors

23. Thank you so much!
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