That was the title of my presentation on Oct 8th 2009 at Agiles 2009, 2nd Latin-American conference on Agile Development Methodologies. I have designed this presentation trying to summarize what the Kanban community is trying to spread recently as a new way to manage knowledge work.

1. Kanban Development and the Paradigm of Flow Alisson Vale Technical Leader Looking for Sustentability in Software Development http://alissonvale.com/

2. Software development is knowledge work

3. Insoftware, knowledge work can involve a large variety of activities research modification re-engineering support new product development maintenance implantation reuse sustaining evolution data operations

4. direct ou indirectly we have to deal with those activities

5. other factors affect us culture resources people business technology risk

6. the amount of scenarios and contexts is huge

7. "Melhores práticas são apenas as melhores em certos contextos e para alcançarem certos objetivos. Uma mudança ou no contexto ou no objetivo pode rapidamente transformar uma melhor prática em uma abordagem estúpida.“ Don Reinertsen

8. “Kanban is about the notion that your system is truly different and we will not impose a process upon you”. David Anderson After a Kanban Implementation… “Nothing else in their world should have changed. Job descriptions are the same. Activities are the same. Handoffs are the same. Artifacts are the same. Their process hasn't changed other than you are asking them to accept an WIP limit and to pull work rather than receive it in a push fashion”. David Anderson

9. Context is relevant, so… Kanban allows you to design processes that fits to the context, instead of manipulating the context to fit a specific process

10. the key words are… "design" “processes”

11. A collaborative exercise for Process Design provide thinking and action tools to enable people when they are designing their own processes

12. but there is more…

13. Kanban is also a Mindset

14. The Mindset of a Kanban System

15. Thinking Tools

16. Thinking Tools #1 System Thinking “Analythical thought doesn’t produce understanding, it produces knowledge. The product of analysis is the knowledge about how things work, not why they work the way they do. System thinking produces understanding.” Russel Ackoff

17. Thinking Tools #2 Lean Thinking Thinking about making value flowsthrought the system, improving processes continuously and eliminating wasteprogressively. "All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.“ Taiichi Ohno

18. Thinking Tools #3 Theory of Constraints leveraging systems by being aware of their bottlenecks. “A system of local optimums is not an optimum system at all” Eliyahu M. Goldratt

19. Thinking Tools #4 Queueing Theory "The average time in the system is equal to the average time in queue plus the average time it takes to receive service." Little's law managing the unpredictable nature of arrival times and task durations.

20. Process Design Tools and Patterns Patterns for Process Design EssentialTools Buffers & Queue Limits Classes ofService Leveling Work Twotiered Systems (Expand/Collapse) Swimlanes/Expediting Triggers Priority Filters PerpetualMultivote for pullSchedulling ValueStreamMap Visual Management Pull System & Singlepiece-flow Limited WIP

21. ValueStreamMap Visual Management Pull System & Single piece-flow Limited WIP Essential Tools Value Stream for Product XYZ Wait. Selection Analysis & Preparation Queue Develop. Queue Verification Queue Deploy Waiting in the Product Backlog Waiting in the Iteration Backlog Waiting for verification and homologation Waiting for release T8 T7 T6 T1 T2 T3 T4 T5 Value * 100 Eficiency (%) = Waste Value +

22. ValueStreamMap Visual Management Pull System & Single piece-flow Limited WIP Essential Tools Value Stream for Product XYZ Waiting for Selection Analysis & Preparation Deploy Queue Verification Develop. Queue Queue

23. ValueStreamMap Visual Management Pull System & Single piece-flow Limited WIP Essential Tools Value Stream for Product XYZ Waiting for Selection Analysis & Preparation Deploy Queue Verification Develop. Queue Queue PULL

24. Why pull? Why kanban? “People with different skills have to work together to deliver product features. Don’t build features that nobody needs right now. Don’t write more specs than you can code. Don’t write more code than you can test. Don’t test more code than you can deploy.” Corey Ladas

25. ValueStreamMap Visual Management Pull System & Single piece-flow Limited WIP Essential Tools Value Stream for Product XYZ Limited WIP = 4 Waiting for Selection Analysis & Preparation Deploy Queue Verification Develop. Queue Queue

26. ValueStreamMap Visual Management Pull System & Single piece-flow Limited WIP Essential Tools Value Stream for Product XYZ Limited WIP = 4 Waiting for Selection Analysis & Preparation Deploy Queue Verification Develop. Queue Queue

27. ValueStreamMap Visual Management Pull System & Single piece-flow Limited WIP Essential Tools Value Stream for Product XYZ Limited WIP = 4 Waiting for Selection Analysis & Preparation Deploy Queue Verification Develop. Queue Queue Decision Point

28. Buffers & Queue Limits Classes of Service Leveling Work Two-tiers Patterns for Process Design Value Stream for Support Operations Waiting for Selection Diagnosis Resolved Resolution Verification Notification [ 5 ] [ 1 ] [ 1 ] [ 3 ] [ 2 ] #2 #3 #4 #5 #1 Buffer [ 2 ] Buffer [ 1 ] Buffer [ 1 ]

30. Risk-sensitive

31. Flow-sensitive

32. Policy-sensitiveor by having whatever differentiation that matters for your process Colors and symbols are used to differentiate work items of different classes of services.

33. Buffers & Queue Limits Classes of Service Leveling Work Two-tiers Patterns for Process Design Value Stream for Product XYZ Classes of Service can be one more decision element for team members Verification Develop. Queue Decision Point

34. Buffers & Queue Limits Classes of Service Leveling Work Two-tiers Patterns for Process Design T-Shirt Sizing Diagnosis Resolution Verification Notification [ 1 ] [ 1 ] [ 3 ] [ 2 ] Classification Over Estimation S S G S S S S Buffer [ 2 ] Reference Over Commitment M Buffer [ 1 ] Buffer [ 1 ] S: less than 1 day of work M: less than 3 days G: less than 5 days

35. Buffers & Queue Limits Classes of Service Leveling Work Two-tiers (Expand/Collapse) Patterns for Process Design Value Stream for Product XYZ Verification Waiting for Selection Preparation Queue In Progress Develop. Release [ 1 ] [ 1 ] [ 2 ] [ 4 ] [ 2 ] MMF #1 MMF #4 MMF #3 MMF #2 MMF #5 Expand Collapse MMF: Minimum Marketable Feature

36. Swimlanes/Expediting Triggers Priority Filters Perpetual Multivote for pull Schedulling Patterns for Process Design Verification Verification Approval [ 1 ] [ 1 ] Value Stream for Sustaining Products with Shared Resources Super Customer Delivery ISO-DOC Waiting for Selection Preparation Develop. [ 1 ] [ 2 ] [ 2 ] Queue Queue [ 1 ] [ 1 ] Regular Customer Waiting for Selection Delivery Preparation Develop. [ 3 ] [ 4 ]

37. Swimlanes/Expediting Triggers Priority Filters Perpetual Multivote for pull Schedulling Patterns for Process Design Verification Approval Verification Approval [ 1 ] Value Stream with Swimlane to expediting work Expedite Delivery ISO-DOC Preparation Develop. Queue Queue [ 1 ] [ 1 ] [ 1 ] [ 1 ] [ 1 ] Super Customer Delivery ISO-DOC Waiting for Selection Preparation Develop. [ 1 ] [ 2 ] [ 2 ] [ 1 ] [ 1 ]

39. When the build passes

40. When the proposal is sent

43. Swimlanes/Expediting Triggers Priority Filters Perpetual Multivote for pull Schedulling Patterns for Process Design Designing the Selection Process Also great for injection of improvement items into the system by using a democratic selection approach Source: http://leansoftwareengineering.com/2008/09/29/perpetual-multivote/

44. Collaboration and Team Model Patterns Self-Organization/Ownership of the Process Swarming Kanban daily standup meetings Feature Teams/Teamlets

45. Process Ownership Swarming Kanban daily standup meetings Feature Teams/Teamlets Patterns for Collaboration Self-Organization/Process Ownership Stages, limits, buffers, work size, triggers, daily-basis decisions and all other process definitions are in control of the team.

46. Process Ownership Swarming Kanban daily standup meetings Feature Teams/Teamlets Patterns for Collaboration “The stages in a workflow are not people, or even roles. Just stages. So anyone can do them.” Karl Scotland

47. Process Ownership Swarming Kanban daily standup meetings Feature Teams/Teamlets Patterns for Collaboration Immediate response and cooperation to solve a flow interruption issue.

48. Process Ownership Swarming Kanban daily standup meetings Feature Teams/Teamlets Patterns for Collaboration Focus on changes on the board, instead of assignments of each person. “How big can an effective standup be?” “This is a picture of a standup meeting on a large project at Corbis. Today I counted 41 attendees. The attendance has averaged 39 or 40 every day for 6 weeks.” David Anderson Source: http://www.agilemanagement.net/Articles/Weblog/Howbigcananeffectivestand.html

49. Process Ownership Swarming Kanban daily standup meetings Feature Teams/Teamlets Patterns for Collaboration Value Stream for Product XYZ Cross-functional teams can be formed as people are getting involved with different units of work. MMF #3 MMF #2 In, some cases, a dedicated team can be assigned to a specific unit of value from beginning to completion.

50. Capability Measurements Cycle Time/Lead Time SLA Throughtput Cumulative Flow Diagrams

51. Cycle Time/Lead Time SLA Throughtput Cumulative Flow Diagrams Capability Measurements Lean is about time Cycle time

52. Cycle Time/Lead Time SLA Throughtput Cumulative Flow Diagrams Capability Measurements Customer Request Service Customer Receive Service Lead time

53. Cycle Time/Lead Time SLA Throughtput Cumulative Flow Diagrams Capability Measurements Given the last 30 days of work of a certain type and size... SLA should be a reference, not a contractual commitment

54. Cycle Time/Lead Time SLA Throughtput Cumulative Flow Diagrams Capability Measurements Throughtput can be useful for Senior Manager analysis and for understanding System performance DDP – Due Date Performance Volume that missed SLA Volume that was delivered on Time Throughtput transparency can lead you to build a strong trusting relationship with business investors

55. Cycle Time/Lead Time SLA Throughtput Cumulative Flow Diagrams Capability Measurements The importancy of throughtput is not in establishing and achieving goals, but in putting the system under control.

56. Cycle Time/Lead Time SLA Throughtput Cumulative Flow Diagrams Capability Measurements Cumulative Flow Diagrams bring WIP and bottlenecks to the throughtput analysis Source: http://leadinganswers.typepad.com/leading_answers/2006/09/creating_and_in.html

58. When trying to enable CI Actions

59. By expanding oportunities for Improvements

60. Bottlenecks

61. Waste Elimination