Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
Kanban is a tool that allows you to fully visualize the status of your processes through a board with dynamic columns that make all tasks and processes steps clear.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
Kanban is a tool that allows you to fully visualize the status of your processes through a board with dynamic columns that make all tasks and processes steps clear.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Kanban method in four easy steps. Enjoy kanban.
Kanban in 4 easy steps is one of the most popular Kanban presentations. Learn how to successfully implement Kanban in your business process or life. Get to know basic Kanban principles and to see how easily you can improve your productivity using Kanban boards.
Implementing Kanban to Improve your WorkflowJennifer Davis
Tutorial from LOPSA East
System, network, and security senior engineers manage intricate relationships ensuring that everything from simple tasks to complex projects gets completed in a timely manner. In this workshop, we will talk about using agile processes to identify, visualize, and improve work.
Outline:
Overview of the kanban process. What is kanban?
Identify common problems.
Define common terminology explicitly.
Work through common problems as a group using kanban.
Identify metrics for improvement.
Review, next steps, additional resources.
At the end of this tutorial, attendees will have a solid understanding of kanban and agile processes to take back to their environments.
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
Brief overview of Scrum
Overview of Kanban principles and practices
Comparison of Scrum and Kanban
Overview of Scrum with Kanban
Basic Metrics of Flow
Visualizing Metrics of Flow
Experience Report
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Kanban method in four easy steps. Enjoy kanban.
Kanban in 4 easy steps is one of the most popular Kanban presentations. Learn how to successfully implement Kanban in your business process or life. Get to know basic Kanban principles and to see how easily you can improve your productivity using Kanban boards.
Implementing Kanban to Improve your WorkflowJennifer Davis
Tutorial from LOPSA East
System, network, and security senior engineers manage intricate relationships ensuring that everything from simple tasks to complex projects gets completed in a timely manner. In this workshop, we will talk about using agile processes to identify, visualize, and improve work.
Outline:
Overview of the kanban process. What is kanban?
Identify common problems.
Define common terminology explicitly.
Work through common problems as a group using kanban.
Identify metrics for improvement.
Review, next steps, additional resources.
At the end of this tutorial, attendees will have a solid understanding of kanban and agile processes to take back to their environments.
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
Brief overview of Scrum
Overview of Kanban principles and practices
Comparison of Scrum and Kanban
Overview of Scrum with Kanban
Basic Metrics of Flow
Visualizing Metrics of Flow
Experience Report
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.
Kanban explained - both for manufacturing processes as well as non-manufacturing: service, project management, etc. Kanban really isn't as complicated of a concept as people make it out to be. It's pretty much all one model applied in different ways.
This presentation has some theory, some examples, and some advice & quotes related to the tool
Updated version at https://www.slideshare.net/GiulioRoggero/kanban-board-82363781
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
Lean Kanban India 2018 | Leveraging Lean and Kanban to implement Continuous ...LeanKanbanIndia
Session Overview :
How can continuous improvement culture and mindset be "transformed" with Lean and Kanban? What can corporate culture derive from and expand on cultures that still exist in Lean Manufacturing movement that began with TPS (Toyota Product System)? How can we leverage our knowledge of Lean and Kanban to transform organization's fitness for purpose? This is a workshop about a pictorial case study that shows how to apply Lean Manufacturing values, principles & best practices for continuous improvement in today's fast-paced IT landscape.
Introduction to Kanban for Knowledge Work: Kanban is emerging in Software Development and IT Operations as a method of improving transparency, predictability, and value. Learn how to get started with Kanban. See how Kanban can help you achieve the benefits of Pull, Value-Focus, and Capability-Improvement. Find out if Kanban is right for you.
Introduction to product development flowYuval Yeret
This is the presentation for a pre-LSSC11 webinar on the topic of Lean Product Development flow. I’m going to introduce an approach to mixing Lean and Agile in order to achieve end to end agility. This is a major focus of my work in the recent 2 years with AgileSparks clients.
Register for the Webinar which is on 16/3 at http://www.netobjectives.com/free-seminar-schedule/lssc11-session-4-intro-lean-product-development-flow-mar-2011-webinar
This is also the topic I will talk about in my Agile Israel 2011 session “Techniques and experiences for managing end to end Releases/Projects/Programs using Kanban and Flow” http://agilesparks.com/KanbanandFlowLecture
Kanban - Evolutionary or Revolutionary?Mahesh Singh
Kanban is great for its "Evolutionary" nature as it minimizes resistance to change and makes it far more likely to succeed than other methods. However, it is also "Revolutionary" and must also be implemented for that reason!
It's not Scrum VS. Kanban! It is Scrum AND Kanban!Mahesh Singh
Kanban does not compete with Scrum. Kanban can be applied by Scrum teams to improve and address issues they might be facing with their development processes. Far too often, Kanban gets positioned as a replacement for Scrum, when it can really be a powerful tool for Scrum teams to improve their overall delivery capability!
Manage a Complex Test Effort with Lean and KanbanTechWell
“How absurd! She swallowed a bird. She swallowed the bird to catch the spider. She swallowed the spider to catch the fly. I don't know why she swallowed the fly. Perhaps she'll die.” The silly nursery rhyme teaches a serious lesson. Because software products are complex, we seek to manage them by spinning a complex web of processes and tools. Thankfully, not all complex problems demand complex solutions. Join Mike Duskis as he demonstrates how his test team employed kanban practices to manage the test work of a multi-national, multi-project department with a system of index cards on the wall. With the kanban system in place and lean practices driving decisions, the team simplified the prioritization process, improved test visibility, which led to better testing choices. Lean-kanban produced strong results at Mike's shop and could do the same for yours. Join Mike to learn how you can clarify and communicate your test effort—without swallowing any spiders.
More Information
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
Similar to Intro to Kanban - AgileDayChile2011 Keynote (20)
Mesa Redonda Desafios Agilidad en Chile - Rodrigo ContrerasChileAgil
Exposición de Hector Contreras sobre su experiencia agilizando el MINEDUC
en el meetup de chileaagil, el 6/04/2016
Más información en http://foro.chileagil.cl/t/meetup-mesa-redonda-sobre-los-desafios-de-la-agilidad-en-chile-6-abril-12-30/922
"The Lean Mindset": Mary & Tom Poppendieck's Keynote at AgileDayChile 2013ChileAgil
Mary & Tom Poppendieck bring to us their analysis of the famouse rescue of the 33 chilean miners through lean glasses, and they propose a Lean Mindset grounded in business & technological success cases around the world.
Implantando prácticas ágiles en un contexto multiproyectoChileAgil
Si bien existe abundante material y oferta de cursos de formación para iniciarse en el agilismo, la implantación exitosa en un ámbito industrial sigue siendo un aspecto poco tratado y no resuelto satisfacoriamente.
Un cambio en la forma de trabajo de un equipo conlleva los desafíos evidentes asociados a, por ejemplo, la introducción de una sistematización del trabajo, el cambio de actitud de los integrantes de equipo, el liderazgo necesario para impulsar la iniciativa de implantación, el apoyo de la dirección, la selección de herramientas, etc.
Obviamente todos estos aspectos son claves para una implantación exitosa, sin embargo, hay otro, de carácter más técnico, que ha sido poco atendido y que resulta clave en el proceso de implantación de prácticas ágiles. Cada equipo tiene un contexto particular en cuanto al tipo de productos, servicios o proyectos en los cuales trabaja.
Es bastante usual que un equipo deba gestionar de forma efectiva no sólo un producto, servicio o proyecto sino varios, posiblemente una mezcla de estos tipos y varios a la vez. Cada producto, servicio o proyecto tiene características específicas, con lo cual, aunque se trate de un mismo equipo, si se ignoran dichas diferencias y se aplica un solo enfoque para todo los tipos de trabajo probablemente el desempeño no será el más satisfactorio. Además, aparece un inconveniente adicional cuando se intenta dar una solución especial a cada tipo de trabajo, ¿como gestionar de forma integrada diversos tipos de trabajo y abordados con un mismo equipo?. Finalmente, otra dimensión que complica aún más la implantación de prácticas ágiles es la selección e implantación progresiva de prácticas.
Si bien siempre existe la posibilidad de producir una "revolución" en cuanto a la forma de trabajo del equipo, en la mayoría de los casos el cambio debe hacerse más bien como una "evolución", es decir, el proceso de implantación es un punto de partida para lo que inmediatamente debe constituirse como un proceso de mejora continua, el cual extienda en el tiempo dicha selección y refinamiento estratégico de las prácticas aplicadas.
En este taller comentaremos estos desafíos y estableceremos pautas que permitan ayudar en la implantación del agilismo en un equipo de trabajo con dicha diversidad de tipos de trabajo.
Conocer a tus clientes e Inteligencia Colectiva: Claves 2.0ChileAgil
Presentación para explicar los problemas de aprender, la estratehia de aprendizaje continuo y cómo el trabajo en comunidad puede faviorecer a todos, presentando la experiencia de www.chileayuda.com. Presentación realuizada en Puerto Varas a Mujeres Empresarias en el lanzamiento de la plataforma ConectaME
Un terremoto, cientos de voluntarios y 6 días para levantar un portalChileAgil
Reporte de Experiencia de cómo se organizó el equipo de cientos de voluntarios que levantaron el portal www.chileayuda.com después del terremoto del 27 de diciembre potenciados por el uso de agilidad
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
10. An example of a virtual kanban system overlaid on a
software development process
PTC
Eng Mgr
Change PM
Requests Developers Testers
Kanban Kanban
8 cards 8 cards
(3 WIP
5 Queue)
User Acceptance Test
Product Backlog 25 Days
Managers
11. We started visualizing these flows
on white boards and holding
standup meetings in front of it
Provides the 1st (team) level of
process capability feedback
12. WIP limits create a pull system and white
board provides visualization of flow
WIP Limit – regulates
“inventory” at each
stage in the process
Pull
Flow – from Engineering
Ready to Release Ready
13. Queue Replenishment & delivery run on
independently determined cadence
Queue
Replenishment Delivery Cadence
How often can we How often can
reasonably meet with customers (or
business downstream functions)
stakeholders? economically take
delivery?
14. Colors represent
classes of service
Expedite
Fixed Delivery Date
Significant delay incurred on or
from a specific date in near future
Standard Class
(Near) linear cost of delay
beginning immediately
Intangible Class
No tangible cost of delay within
reasonable lead time to delivery
window
15. We discovered that standup meetings
could be scaled to a large size
In this example more than 40 people
attend a standup for a large project
with 5 concurrent development
teams. The meeting is usually
completed in approximately 10
minutes. Never more than 15.
16. Major Project with two-tiered kanban board using swim
lanes for each development team
Swim lanes control WIP limit –
Requirement WIP (green)
controlled by number of lanes
17. Monthly Operations Review using quantitative
measures of capability & demand provides the 2nd
(organization) level of process feedback
30. My motivation for adopting
kanban systems was to
prevent overburdening, & control
variability that affects flow
and encourage an
evolutionary
approach to change
31. In developing the
Kanban Method, a
change management approach that
uses kanban systems to provoke
change, we are enabling the
emergence of Lean
software development in
organizations
33. Kanban is based on 3 principles
1. Start with what you do now
2. Agree to pursue incremental,
evolutionary change
3. Initially, respect current roles,
responsibilities & job titles
34. Then…
then adopt 5 core
practices that are observed
to be present in successful Kanban
implementations
35. 5 core practices for successful
Kanban adoption
Shallow
1. Visualize
2. Limit Work-in-Progress
Depth
3. Manage Flow
4. Make Process Policies
Explicit
5. Improve Collaboratively
(using models & scientific method) Deep
36. It‟s not a question of right or
wrong …
Shallow
It‟s a question of shallow or
deep!
Depth
Shallow implementations
tend to produce fewer, less
dramatic results
Deep
37. When…
When all 5 core practices are adopted
they form the seed conditions for
complex
Kanban as a
adaptive system that
enables a Lean(er) way of working to
emerge
42. Observe Flow with a CFD
Device Management Ike II Cumulative Flow
240
220
200
180
160
Features
140
120 Avg. Lead Time
100
80
60 WIP Avg. Throughput
40
20
0
ar
ar
eb
eb
eb
ar
ar
ar
M
M
-M
-M
-M
-F
-F
-F
2-
9-
10
17
24
16
23
30
Time
Inventory Started Designed Coded Complete
43. From the simple geometry we can observe
Little‟s Law
WIP
Throughput =
Lead Time
From observed capability
45. Observe Flow with a spectral analysis histogram
of lead time
Lead Time Distribution
3.5
3
2.5
CRs & Bugs
2
1.5
1
0.5
0
6
3
0
7
4
1
8
1
8
15
22
29
36
43
50
57
64
71
78
85
92
99
10
11
12
12
13
14
14
Days
SLA expectation of
Mean of 51 days with 98% on-time
31 days
SLA expectation of
44 days with 85% on-time
46. Development is a Bottleneck
This is an example of using a
model to identify an
improvement opportunity
52. Without a WIP limit the Idle &
Stuck comments may never
emerge
53. The team has a choice to break
the WIP limit and ignore the
issues, or face up to the issues
and address them using the
models
54. The WIP limit simply provokes the
conversation.
Leadership encourages discussion about
improvement. Use of Models and other
evidence leads to an improvement
suggestion and implementation
56. Major Project with two-tiered kanban board using swim
lanes for feature sets
Swim lanes control WIP limit –
Requirement WIP (green)
controlled by number of lanes
57. Kanban daily standup meetings can
be very large
In this example more than 40 people
attend a standup for a large project
with 5 concurrent development
teams. The meeting is usually
completed in under 15 minutes
58. Spontaneous Quality Circles form after the standup to
focus on immediate process issues
Daily standup provides forum for spontaneous
association to attack process issues affecting
productivity and lead time
3 day freeze on test environ was a transaction
cost on release that caused a bottleneck at
“build” state. Reduced to 24 hrs. Result was
improved smoother flow resulting in higher
throughput and shorter lead time.
59. Sticky Buddy scheme was instituted to allow remote
workers to keep kanban board up-to-date and
synchronized with electronic tracking
“Cancelled” area
With trash can
For partially worked
Items obe.
61. Cumulative Flow and
Predictive Modeling with S-Curve
Device Management Ike II Cumulative Flow
240
220
200
180
160
Features
140 Typical S-curve
120
100
80
60
40
20
0
ar
ar
eb
eb
eb
ar
ar
ar
M
M
-M
-M
-M
-F
-F
-F
2-
9-
10
17
24
16
23
30
Time
Inventory Started Designed Coded Complete
62. Simulating S-Curve with a Z
Device Management Ike II Cumulative Flow
240
220 60%
200
180
160 Slope in middle
Features
140
3.5x - 5x slope
120
100 at ends 5x
80
60 20% 20%
40
20
0
ar
ar
eb
eb
eb
ar
ar
ar
M
M
-M
-M
-M
-F
-F
-F
2-
9-
10
17
24
16
23
30
Time
Inventory Started Designed Coded Complete
63. Track actual throughput against projection
Device Management Ike II Cumulative Flow
240
220
200
180
160
Features
140
120
100
80
Track delta between
60
40 planned and actual
20 each day
0
ar
ar
eb
eb
eb
ar
ar
ar
M
M
-M
-M
-M
-F
-F
-F
2-
9-
10
17
24
16
23
30
Time
Inventory Started Designed Coded Complete
64. Variability in Throughtput (velocity)
It is important to understand the role throughput
plays in long term planning in Kanban but why it
is not useful for short-term goal setting
Often velocity exhibits a +/-2x spread of variation
As a result velocity cannot be used as a short-
term planning tool
See following examples
65. Velocity Variation
South African Team from 2011plotted per Sprint (2 weekly)
Mean 29, UCL (+1 sigma) 43 (+1.5x), LCL (-1 sigma) 15 (- 2x)
66. DBA Team Velocity
90
80
70 Trend
60
50
Total Velocity
Small support tasks
40
30
20 Trend
(not included
in total velocity)
10
Week of Christmas
0
Mattias Skarin client based in Paris in 2009/2010, plotted weekly
Mean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
67. Investment Bank, London, Extreme Programming
Weekly Mean 10, Max = 16, Min = 6
Spread (+/- 1.6x)
69. Variability in scope/requirements
It is also important to realize how much variability
there is in the scope/scale or requirements
and how this must be accommodated in our plans
70. Unplanned Work Report
Scope Creep
Dark Matter
(emergent features)
Original Scope
Dark matter planned as a 19% expansion over original scope
Actual Dark Matter over final original scope is 26%
Total scope compared to original commitment is 13% greater
71. Typical Agile teams using User Stories analysis
produce 40-60% dark matter
Stories are recognized as Epics and broken into
more stories.
The customer does not consider the scope to
have changed
72. TV/Movie Company in USA 2008
Initial Scope is 125 story points
Within days this total scope reaches 190 due to dark matter expansion
Management intervened on 4/21 to stop dark matter (deferring future scope
to product backlog)
Observed dark matter expansion is 52% but real number was much greater
73. Original CFD shows same top line
Dark matter quotient is 19%
Device Management Ike II Cumulative Flow
240
220
200
180
160
Features
140
120
100
80
Track delta between
60
40 planned and actual
20 each day
0
ar
ar
eb
eb
eb
ar
ar
ar
M
M
-M
-M
-M
-F
-F
-F
2-
9-
10
17
24
16
23
30
Time
Inventory Started Designed Coded Complete
74. Make a long term plan to build
platform replacement
Device Management Ike II Cumulative Flow
Required throughput (velocity)
240
220
200
180
160
Features
140 Slope in middle
120 3.5x - 5x slope
100
at ends 5x
80
60
40
20
0
2006 2008
ar
ar
eb
eb
eb
ar
ar
ar
M
M
-M
-M
-M
-F
-F
-F
2-
9-
10
17
24
16
23
30
During the middle 60% of the project schedule
Time
we need Throughput (velocity) to average 13
Inventory Started Designed Coded Complete
features per month
75. Little‟s Law
Determines staffing level
Target to achieve plan
WIP
Throughput =
Lead Time
From observed capability
Treat as Fixed variable
76. Changing the WIP limit without
maintaining the staffing level ratio
represents a change to the way of
working. It is a change to the
system design. And will produce a
change in the observed „common
cause‟ capability of the system
77. Plan based on currently observed
capability and current working
practices. Do not assume process
improvements.
If changing WIP to reduce
undesirable effects (e.g.
multitasking), get new sample data
(perform a spike) to observe the
new capability
78. Little‟s Law
Determines staffing level
Target to achieve plan
WIP
13 / month =
0.25 months
WIP = 3.25, round up to 4.
Might be safe to
From observed capability
round down to 3.
If current working practice is 1 unit WIP per person
then 3 people are needed to work this project exclusively
81. Manage bottlenecks to increase
throughput
Known max productivity
Idea Analysis Design Code
~90 ~80 ~50 ~50
Error Error Error
Working Acceptance System Unit
Code Test Test
How do I trim 25% Test
~80 ~30
~40 ~50
off the schedule for Quality
a project going
Schedule
1. Identify - Current CCR is System Test – 30
through this system?
per month
2. Exploit - Testers relieved of all non-essential tasks, extra
PMs assigned to complete administrative tasks, analysts
assigned to future test plans
3. Subordinate - Requirements release restricted to ~30 per
month
Quality
4. Elevate - Plan to recruit temporary testing staff immediately
Schedule
82. Non-instant Availability
Looks like a bottleneck
Same thinking process applies
Management approach is similar but policies
will be different depending on type of
bottleneck CCR vs NIA
83. Wimbledon comes in on time every year
How do event planners do it?
Scheduling Wimbledon isn’t an exact
science
Except 2004 when it
rained on Sunday and
the final was on
Monday ;-)
Games last different lengths of time and weather
conditions can stop play altogether but the Men’s
Final always happens on the 2nd Sunday
If only we could project manage like this!
84. Quantity of pink issue tickets on board directly
indicates flow impacting problems that need
attention from management
Issues are the exception –
attached to work items that are
blocked for external reasons and
call attention to problems
preventing smooth flow
86. But there are also coordination costs in knowledge
work problems
Communication
Queue Task W
Queue Task Wait
Setup Cleanup
Queue Task Wait
Q Task Wait
Time
87. And in knowledge work problems, coordination
costs grow non-linearly with batch size
Communication
Queue Task W
Queue Task Wait
Setup Cleanup
Queue Task Wait
Q Task Wait
Time
93. respect
The team must the
WIP limit and value the
conversations it
provokes about problems
94. Leadership is the secret
sauce! Encourage it from any team
member regardless of position,
experience or authority
95. Enable the team with transparency of
process (visualization of invisible
work & process dynamics.) Use models for
understanding problems and
improvements will occur.
100. About…
David Anderson is a thought leader in
managing effective software teams. He leads
a consulting firm dedicated to improving
economic performance of knowledge worker
businesses – improving agility, reducing
cycle times, improving productivity and
efficiency in technology development.
He has 25+ years experience in the software
industry starting with computer games in the
early 1980‟s. He has led software teams
delivering superior productivity and quality using
innovative agile methods. He developed MSF
for CMMI Process Improvement for Microsoft.
He is a co-author of the SEI Technical Note,
CMMI and Agile: Why not embrace both!
David‟s book, Agile Management for Software
Engineering – Applying the Theory of
Constraints for Business Results, introduced
many ideas from Lean and Theory of
Constraints into software engineering.
David was a founder of the Lean Software &
Systems Consortium, a not for profit dedicated
to promoting better standards of professionalism
and effectiveness in software engineering.
Email… dja@agilemanagement.net
Editor's Notes
Kanban board gives visibility into process issues – ragged flow, transaction costs of releases.Daily standup provides forum for spontaneous association to attack process issues affecting productivity and lead timeFor ex: 3 day freeze on test environment was a transaction cost on release that caused a bottleneck at “build” state. Reduced to 24 hrs. Result was improved smoother flow resulting in higher throughput and shorter lead time.