Lean managing uses Kanban boards to manage projects with a pull-based workflow. Kanban limits work in progress to avoid bottlenecks and encourage continuous flow. It identifies and eliminates waste from unnecessary features, rework, task switching, delays and defects. Kanban visualizes the value stream and implements pull systems with limited work-in-progress buffers between teams. This encourages small batch sizes and frequent releases to get feedback and catch problems early.

1. Lean Managing
精益开发，用看板(Kanban)管理项目

2. Why Chapter Ⅰ
Origin

3. Why A dream business model
...make an idea possible with the lowest amount of work

4. Why Unfortunately, reality is a little bit different...
...you have to invest some money,
you'll have to do some work as well
Building software is very expensive, so we need a
methodology which makes it less expensive
Flow

5. Why Flow analysis
10

6. Why
Waste in Operations

7. Why
Waste in Operations

8. Why
Waste in Operations

9. Why 软件开发中的8大浪费
不必要的功能部分完成工作 再学习/返工
不同的任务间切换
交接 延期 缺陷

10. Why This is the 10th slide and no Lean so far,
you are talking about waste...
WHERE IS
IT…

11. Why
My apologies... it is there... at the X

12. Between 1940 and 1950, Japan and Toyota
weren't in the best economical condition
1、Maximize customer value while minimizing waste
2、Improve the production process continuously
3、Bring out the best from the people
But Toyota had a plan to survive
What

13. What Lean Production
JITJust in time
旨在需要的时候，按需要的量，生产所需的产品
Pull
Continuous Flow
Customer Value
Waste Elimination
Continuous Improvement

14. Kanban is…
Kanban is translated as:
“Visual Card”or “Signal Card”
What

15. Kanban is…
Kanban is a transparent work-
limited, pull system
Pull value through the Value Stream
Limit work in progress
Mike it visible
What

16. Why Chapter Ⅱ
Principles

17. First principle: visualize the flow
This is the flow, your
actual process!
Your flow could be something like:
Request → Dev → Verify → Release
What

18. We can visualize value flow in a more transparent way
...because "arrows" and non-visible process states won't
help you find waste and improvement areas
What

19. What do you see on this picture?
I see a huge inventory (11 items), but no customer
value
What

20. How Block your flow so that items will push each other out...
regular approach single piece flow
What

21. How Second Principle: Limit the actual work in progress(WIP)What

22. It's easy to get friction between different teams,
especially when one is more performant...
What

23. How … and pushes more work than another one can actually handle.

24. How A solution to this is a pull system,
where next team pulls work only when ready for it.
What

25. Start by putting limits on columns in which work is being performed
Don’t try to
work more than
three things
at a time
What

26. Why Chapter Ⅲ
The rabbit's hole

27. Cumulative Flow Chart
This will produce a mountain-like looking chart, which gives insight into the
process, shows past performance and allows to predict future results
What

28. You can implement pull system by adding a limited capacity buffer
between teams.
What

29. Why Chapter Ⅳ
Implement

30. ScrumbanHow

31. Sprint planningHow
Kanban does not require all tasks
must be completed within an iteration

32. User storyHow
Every increment is able to
bring value for user
independently

33. SprintHow
PULL

34. Review MeetingHow
Demo
Done – by delivery criterion
Problems and improvement will be accumulated
to the backlog
Release

35. Retrospective MeetingHow
Reflect on what is working well and what isn’t,
and decide what to change.
‘fist of five’ for vote

36. Continuous iterationHow
每个发布版本都是了解真相的最佳时刻——我们这时才能了解产品是否与用户的需求契合！
两次发布的间隔时间越长，我们在代码中嵌入的缺陷和错误假设就会越多。
如果发布频率高一些，补丁小一些，每个版本的问题和风险也就相应降低了许多。

37. How
Don't work on a feature that nobody wants
Don't write a document that nobody will read
Don't write code that nobody can/will test
Don't test a feature that cannot be deployed
Closing words

38. HowThank you very much for your attention!