The document discusses Kanban, an approach to workflow management. It begins with introductions and an agenda for a workshop on Kanban theory and simulation. It then outlines a common problem of handling capacity, output, and strategy. Kanban is presented as a potential solution, emphasizing limiting work in progress based on bottlenecks. The core practices of Kanban are defined as visualizing workflow, limiting work in progress, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively. Examples are given and a simulation exercise is proposed to conclude the workshop.

1. Yes we Kanban!
Anders Holmberg
Christian Ekstrand
Johannes Brännström

2. CHECK IN
• 1 min each:
– How are you feeling today?

3. Agenda
• 45 min Kanban Theory
• 45 min Kanban Simulation
• 30 min Discussion: Kanban in your environment

4. Anders Holmberg
• Coach and instructor
•
•
•
•
•
anders.holmberg@softhouse.se
Agile
Lean
Lean Startup
Visualize information
Internal communication

5. A common problem
Goal
Bus Dev
Sys Analysis
Design
Development
Test
Deploy
Problem
Capacity
Output
Strategy
How do you handle this today?

6. Perhaps Kanban?
Kanban stops you
from working with
too much at the
same time.
Kanban helps you
to deliver more
without
overloading
workers.
Kanban helps you
get a balanced
flow of work.

7. The Kanban Strategy
Goal
Bus Dev
Sys Analysis
Design
Development
Test
Problem
Kanban says:
- No one is allowed to
work more than the
bottleneck can handle!
Strategy
Kanban says:
- Otherwise the
company will
produce less!
Deploy

8. Saying no is hard!
Is it in anybodys’ responsibility?
And Kanban can help you:
–
–
–
–
–
To say NO to low priority work
To say NO to too much work at the same time
To say NO when you ask your bottleneck to do too much
To say NO to new coding until we have finished the delivery
To say NO to more development when the receiver is not ready.
And sometimes we need this help.

9. This is Kanban!
http://en.wikipedia.org/wiki/Kanban_(development)#Six_core_practices
1. Visualize
(the entire flow if possible)
2. Limit Work in progress
(based on your bottlenecks capacity)
3. Manage flow
(monitor, measure and optimize the whole)
4. Make policies explicit
(definition of done, team rules)
5. Implement feedback loops
(don’t wait for feedback, build it into the organisation)
6. Improve collaboratively, evolve experimentally
(using models and scientific methods)

10. This is Kanban!
http://en.wikipedia.org/wiki/Kanban_(development)#Six_core_practices
1. Visualize
(the entire flow if possible)
2. Limit Work in progress
(based on your bottlenecks capacity)
3. Manage flow
If you are not doing
these 6 you are not
doing Kanban.
(monitor, measure and optimize the whole)
4. Make policies explicit
(definition of done, team rules)
5. Implement feedback loops
(don’t wait for feedback, build it into the organisation)
6. Improve collaboratively, evolve experimentally
(using models and scientific methods)

11. Remember the slogan
1) Visualize

12. 2) Limit Work In Progress
Goal
Bus Dev
Sys Analysis
Design
Development
Test
Deploy
Problem
Strategy
3]
[Limit = 2]
3]
[Limit = 2]
3]
[Limit = 2]
3]
[Limit = 2]
[Limit = 3]
Capacity = 2
Capacity = 3
14

13. 3) Manage Flow
Gather & Define
Requirements
Analyze & Design
Develop
Test & Accept
[1]
[3]
[4]
[2]
doing
done
doing
done
Limit reached
doing
done
doing
Bottleneck
Package &
Deploy
[4]
done
doing
done
Available
15

14. 4) Make Policies Explicit
For instance:
• Way of working
• Limit WIP quantified as a number
• Expedite lane
• Visualize different prioritization for everyone
To make it easier to discuss and improve policies.

15. 5) Implement Feedback Loops
1st level of feedback:
When do
YOU get
feedback?
You (the team) give yourself feedback
2nd level of feedback:
You ask the persons receiving your work for feedback
3rd level of feedback:
You ask your customer for feedback

16. 6) Improve Collaboratively,
Evolve Experimentally
Plan:
Do:
Check:
Act:
Decide a new way of working.
Set an acceptance criteria.
Define a test period.
Try the new way of working during the test period.
After the test period you evaluate outcome.
Decide to keep or throw away the new way of working.

17. Run Simulation!
Really
urgent
tasks

18. Getting Started
• The game begins in the Standup Meeting at start of Day 9.
• Assign workers by dragging them to the story you want them to work
on for the day.
• When all workers are assigned, click the begin Work Button to have
them perform the day’s work.
• Workers work a random number between 1 and 6. Or 2 and 12 when
the specialists work in their area.
• The game ends when Day 30 is complete.
Good Luck!
Start the game here!

19. Thank you!
Anders Holmberg
anders.holmberg@softhouse.se
Personal blog: agilcoach.se