Kanban/Scrumban - taking scrum outside its comfort zoneYuval Yeret
Kanban is a way to implement a Lean process, focused on flow, time to
market, and waste removal. Understand the Lean principles behind Kanban, its
relation to Agile/Scrum, and how the two can complement each other into
Scrumban. Understand where Kanban should be considered.
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.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Kanban/Scrumban - taking scrum outside its comfort zoneYuval Yeret
Kanban is a way to implement a Lean process, focused on flow, time to
market, and waste removal. Understand the Lean principles behind Kanban, its
relation to Agile/Scrum, and how the two can complement each other into
Scrumban. Understand where Kanban should be considered.
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.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
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.
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.
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
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.
Description of different methodologies for software project management. Overview of the classic Waterfall and the most popular methodologies for Agile development as Scrum, Kanban, XP..
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
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.
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.
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
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.
Description of different methodologies for software project management. Overview of the classic Waterfall and the most popular methodologies for Agile development as Scrum, Kanban, XP..
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
An understanding of sociology and social psychology was the differentiator for Agile software development methods. This talk looks at how Kanban can be used for social engineering to improve innovation and trust, and how an understanding of sociology was used to design the Kanban Method and shape the community that advocates it.
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
My latest key note providing an overview of the Enterprise Services Planning (ESP) vision, together with the first public release of the 2nd edition of the Kanban Method (Kanban 2.0). The power in ESP is in its simplicity! Lean Kanban - power in simplicity! Lean Kanban - the alternative path to agility!
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
Key note - Lean Kanban Central Europe 2013 - Kanban & Evolutionary ManagementDavid Anderson
Exploring how Kanban can be used to improve the fitness for purpose of an organization. Comparing the development of Kanban with the journey of Bruce Lee as he rebelled against traditional Chinese martial arts teaching and developed his own "way without way."
Key Note - Software Executive Summit - Better predictability with kanbanDavid Anderson
Delivery better predictability, business agility and governance with Kanban. These three goals are often important to senior executives in technology companies. It is often assumed that these goals are mutually exclusive and you have to focus on one, maybe two but all three cannot be achieved together. This talk presents Kanban for an executive audience and explains how it enables all 3 goals - better predictability, business agility without sacrificing governance.
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
Kanban Development And The Paradigm Of FlowAlisson Vale
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.
Key Note - Devlin 2013 - No crystal ball gazing - The Pragmatism of The Kanba...David Anderson
The Kanban Method is based in the philosophy of pragmatism. Kanban encourages you to use facts and actual data to make decisions and plans. This approach improves risk management and business outcomes
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Key Note - Smidig 2013 - Scaling Kanban in the Enterprise - Kanban's 3 AgendasDavid Anderson
The Kanban Method comes with 3 explicit agendas: Sustainability; Service-orientation; and survivability. This presentation looks at how to achieve large scale Kanban implementations in your enterprise and how Kanban will enable sustainable pace, improved service delivery and survivability through evolutionary capability and an improved focused on fitness for purpose
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
From four to forty in four years - lessons from growing a teamRich Allen
Between 2016 and 2020, the PureGym IT Team grew from 4 to 40 people. During that time Rich worked closely with them to navigate the tricky process of scaling. This talk is a journey through that growth period and discusses the variety of processes and practices that were applied in order to stay "Agile".
We'll touch on the various approaches taken including topics such as Scrum, Lean, Kanban, GIST planning, Lean Startup, DevOps, IaC, Azure, Story Mapping, BDD, TDD, Project vs Product and we'll be looking at the successes, failures and lessons learned.
We'll also look at how concepts from Team Topologies were applied, what team structures and interaction models were chosen and how that shifted the team dynamic. We will discuss what, in Rich's opinion, has worked well and what hasn't worked well during that time.
At very least you will walk away from this session with a long list of books to read and hopefully some insights into whether you might want to try some of the approaches discussed during the talk.
Key note - Lean Kanban Central Europe 2012 - Managing a Risky Business - Unde...David Anderson
Using Kanban to improve Risk Management inside creative knowledge worker industries. This talk takes a first look kanban system liquidity as a measure of predictability and reliability of service delivery. [The liquidity section of this talk was updated and improved at Lean Kanban North America 2013]
La gestion visuelle Kanban - Daniel DoironAgile Montréal
A) Est-ce que votre gestion du risque est rassembleuse, ouverte sur la discussion, qualitative, visuelle, peu couteuse, rapide et supportant plusieurs taxonomies ?
Arrêtez les approches quantitatives en matière de gestion des risques qui sont souvent trop subjectives et non agiles.
B) Vos indicateurs de gestion ont-ils une valeur prédictive sur vos performances à venir? Sont-ils simples, pertinents, visuels et se génèrent automatiquement?
Si une approche basée sur la pensée scientifique des Edwards Deming, Eli Goldratt, Peter Drucker vous intéresse, alors vous serez plus efficace à identifier les systèmes globalement saturés, les systèmes localement saturés et les sources de variabilité de vos processus. Et vous aurez des solutions en main!
Votre avantage: Une fois ces concepts connus, vous n'aurez besoin d'aucun budget ou permission pour rayonner tout autrement en matière d'agilité au sein de vos équipes.
Daniel Doiron est conférencier international en matière de Kanban pour la SCRUM ALLIANCE et le LEAN KANBAN UNIVERSITY. En 2015 et 2016, il aura visité Miami et Shanghai pour ces deux organisations. Daniel a récemment contribué à la nouvelle bible Kanban écrite par David Anderson et Andy Carmichael, et sa contribution a été reconnue dans l'ouvrage. Le livre 'Essential Kanban Condensed' est disponible gratuitement sur le web et pave la voix au chemin alternatif vers l'agilité au 21ième siècle. En parallèle, Daniel s'affère à améliorer certains concepts de coaching propres à Kanban et à revisiter les paradigmes en matière de fluidité des idées. Daniel est dispensateur de formation LEAN KANBAN et Management 3.0 et opère à partir des Etats-Unis.
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - Understanding Fitness for Purpose, Aligning Capabil...David Anderson
This is an update to my Modern Management Methods 2014 talk in San Francisco. It includes an example kanban system based on lead time distribution and demand analysis.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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1. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Patterns of Kanban
Appropriate designs for your level of
organizational maturity
Presenter:
David J. Anderson
Lean Kanban North
America
San Diego
May 2016
3. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Method
Simple Underlying Principles
1. Intangible Goods (professional services)
businesses can be managed like physical,
tangible goods businesses
2. Represent intangible goods with tangible
artifacts
3. Make invisible work & workflows visible
4. Control & limit inventory of intangible goods
4. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Method
Service Delivery Principles
1. Understand and focus on your customers’
needs and expectations
2. Manage the work, let people self-organize
around it
3. Evolve your management policies to improve
customer & business outcomes
5. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Seeing Services
Learn to view what you do now as a set of services. Don’t reorg,
just see things differently!
Examples:
HR provides services throughout the organization, but they
also need services from IT
Marketing provides services to product development but they
need services from Sales and from IT
IT provides services to Customer Support. There is an
interdependency between Customer Support, QA, and IT
Engineering.
Different feature teams or product teams may have
dependencies on each other
Many groups are dependent upon specialist individuals
6. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
F
F
O
M
N
K
J
I
Pull
For each service implement a Kanban “pull” system
Ideas
D
Dev
Ready
G
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
F
B
CPull
Pull
*
There is capacity here
UAT
Release
Ready
∞ ∞
Pulling work from development will
create capacity here too –
the pull signals move upstream!
Now we have capacity
to replenish our ready
buffer
7. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Commitment is deferred
E
D
Commitment point
F
F
FF
F
F F
G
Pull
Wish to avoid aborting after commitment
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
UAT
Release
Ready
∞ ∞
We are committing to getting
started. We are certain we want
to take delivery.
Ideas remain optional and
(ideally) unprioritized
8. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Discovery Kanban Prepares Options
Ready
for
Engin-
eering
F
I
Comm-
itted
D
4 Ongoing
Development
Done
3
J
K
12
Testing
Verification
3
L
Commitment point
4 -
Requi-
rements
Analysis
2412 -
Risk
Analysis
4824 -
Pool
of
Ideas
∞
Min & Max limits
ensure sufficient
options are always
available
Committed WorkOptions
Discarded
O
Reject
P Q
$$$ spent acquiring options
$$$ spent converting options
Embedded Options
Done
Delivery KanbanDiscovery Kanban
9. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Roles
Ready
for
Engin-
eering
F
I
Comm-
itted
D
4 Ongoing
Development
Done
3
J
K
12
Testing
Verification
3
L
Commitment point
4 -
Requi-
rements
Analysis
2412 -
Risk
Analysis
4824 -
Pool
of
Ideas
∞
Service Delivery ManagerService Request Manager
Discarded
O
Reject
P Q
Marshals Options Manages Flow
Done
10. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Method
Change Management Principles
1. Start with what you do now
Understanding current processes, as actually practiced
Respecting existing roles, responsibilities & job titles
2. Gain agreement to pursue improvement
through evolutionary change
3. Encourage acts of leadership at all levels
11. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Method
General Practices
1. Visualize (with a kanban board 看板)
2. Limit work-in-progress (with kanban かんばん)
3. Manage flow
4. Make policies explicit
5. Implement feedback loops
6. Improve collaboratively, evolve experimentally
(using models & the scientific method)
12. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Strategy
Review
Risk
Review
Monthly
Service
Delivery
Review
Bi-WeeklyQuarterly
Kanban
Meeting
Daily
Operations
Review
Monthly
Replenishment &
Commitment
Meeting
Weekly
Delivery
Planning
Meeting
Per delivery cadence
change change
change
change
change
change
change change
change
info
info
info
info
info
info
info
info
info
change info
Kanban Cadences
14. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Personal Kanban
Backlog
F
E
G
D
Next Done
3
In-progress
3∞ ∞
15. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Aggregated Personal Kanban
Backlog
F
E
Team
Member
G
D
Next Done
3
In-progress
3
Joe
Peter
Steven
Joann
per person∞ ∞per person
At this level, we are still focused on
organizing & managing people rather than
enabling people to self-organize around the
work & managing its flow
16. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Team Kanban
Backlog
F
E
G
D
Next Done
3
In-progress
3∞ ∞
GY
PB
DE Avatar for each
team memberStill at a single
team level but
maturing to focus
on managing work
and less on
managing workers
17. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Poorly Understood or Emergent Workflow
F
E
G
D
Next Done
3
In-progress
6 ∞
GY
PB
DE
Wide in-progress
column with tickets
positioned left-to-right
with estimate of
completeness
Horizontal position shows percentage complete
18. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
A
Proposed Projects
B
D
E
F
K
H
G
Projects-in-progress
Complete
0%
Complete
100%
C
Simple Portfolio Visualization
J
I
M
N
O
L
Tickets represent Projects,
MVPs or MMFs
Horizontal position shows percentage complete
19. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
A
Strategic
40% budget
Operational
40% budget
Tactical
20% budget
Allocation of personnel
Total = 100%
B
D
E
F
K
H
G
Projects-in-progress
Complete
0%
Complete
100%
C
Color may indicate
cost of delay (or other risk)
Visualizing Risk in a Portfolio Kanban
Size of ticket
indicates budget
A total of 4 risk dimensions are shown on this
board
Schedule progress
Business contribution capacity allocation
Cost of Delay (and class of service)
Project size or budget
Horizontal position shows percentage complete
20. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
A
Proposed Projects
D
E
F
K
H
G
Projects-in-progress
Complete
0%
Complete
100%
C
Earned Value Portfolio Visualization
J
I
M
N
O
L
percentage scope complete
Percentagebudget/scheduleused
Size of ticket
indicates budget
B
Safe
Management
Attention
RequiredAt Risk
21. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
O
P
R
N
M
L
J
Per Person WIP Limit
Done
F
E
I
Pending
G
D
GY
PB DE
MN
AB
Dev/Build/
Test/Deploy
Dev
Ready
GY
GY
PB
PB
MN
MN
DE
DE
AB
AB
K
Bench
Specify
∞∞ ∞
Unbounded
Queue
Delayed
WIP
At this level, we are
focused on managing
work and enabling people
to self-organize around it
but we aren’t limiting WIP
in the system as a whole.
Hence, service delivery will
not be predictable
Moving beyond a single
team to a service
delivery workflow
22. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Decoupled Cadences & Constant WIP
Backlog
F
E
G
D
Committed
Ready
For
Delivery
In-progress
6
∞ ∞
GY
PB
DE
Delivered
∞
Replenishment
The frequency of system
replenishment should reflect
arrival rate of new
information and the
transaction & coordination
costs of holding a meeting
The frequency of delivery should
reflect the transaction &
coordination costs of
deployment plus costs &
tolerance of customer to take
delivery
WIP limit should be
sufficient to keep the
team busy until the
next replenishment
meeting
Delivery
CONWIP
23. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Aggregated Team Kanban
Done
Pool
of
Ideas
F
E
I
Next
Deploy-
ment
Ready
G
D
GY
PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
Team 1 Kanban
∞ ∞
Team 2 Kanban
24. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Aggregated Team Kanban
Done
Pool
of
Ideas
F
E
I
Next
Deploy-
ment
Ready
G
D
GY
PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3∞ ∞
Also
known
as
“infinite
done
queues”
25. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Aggregated Team Kanban
Done
Pool
of
Ideas
F
E
I
Next
Deploy-
ment
Ready
G
D
GY
PB
DE MN
5 ∞
P1
AB
Ongoing
Development Testing
Done Ongoing Done
3 3
Infinite limits on Done columns means that there really
isn’t a kanban pull system present.
This style of proto-kanban controls multi-tasking but
doesn’t limit workflow WIP
∞ ∞
26. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Q
P
O
M
L
K
J
I
Kanban can be represented with slots
Ideas
D
Engin-
eering
Ready
G
Ongoing
Development
Testing
Done
Test
Ready
F
B
CPull
Pull
*
UAT
Deploy-
ment
Ready
An empty slot signals
pull
Pull
Pull
Pull
I
Physical slot is a kanban
The tickets on the board are not
the kanban. Believing the tickets
are the kanban is a common
misconception
This board and
the next two all
look different
but they all
visualize the
same identical
kanban system
27. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
F
F
O
M
N
K
J
I
Using movable tokens as kanban is more flexible
Ideas
D
I
Dev
Ready
G
Development Testing
Test
Ready
F B
C
UAT
Release
Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Colors are used
to denote state
Physical token such as a
magnet is a kanban
Moving done items
down below a line is an
optional enhancement
seen in some
implementations
28. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
F
F
O
M
N
K
J
I
Using movable tokens as kanban is more flexible
Ideas
D
I
Dev
Ready
G
Development Testing
Test
Ready
F B
C
UAT
Release
Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Override on kanban
limit introduces
additional “blocked –
issue” kanban
People working on
blocked item “A”
have been
redirected to
work on item “I”
29. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
F
F
O
M
N
K
J
I
Using movable tokens as kanban is more flexible
Ideas
D
I
Dev
Ready
G
Development Testing
Test
Ready
F B
C
UAT
Release
Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Using physical slots in the previous
example has been shown to create
inertia to modification & improvement
Using movable tokens allows for
WIP limits to be easily modified
and provides a natural signal
token mechanism
30. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
F
F
FF
F
F J
I
Declaring a kanban quantity is even simpler
Ideas
D
I
Engin-
eering
Ready
G
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
F
B
CPull
PullThese are the virtual kanban
*
These are the virtual kanbanThese are the (virtual) kanban These WIP limits
serve the same
function as the
magnets or slots
This board has even less maintenance
overhead than the magnet board
UAT
Deploy-
ment
Ready
∞ ∞
A “virtual kanban” pull signal is
created by subtracting the column
number from tickets currently in
the column
31. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Discovery Kanban Prepares Options
Engin-
eering
Ready
F
I
Comm-
itted
D
4 Ongoing
Development
Done
3
J
K
12
Testing
Verification
3
L
Commitment point
4 -
Requi-
rements
Analysis
2412 -
Risk
Analysis
4824 -
Pool
of
Ideas
∞
Min & Max limits
ensure sufficient
options are always
available
Discarded
O
Reject
P Q
Done
Delivery KanbanDiscovery Kanban
32. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Single Service, Multiple Classes of Service
Allocate capacity with kanban limit per color
5 4 4 5 2= 20 total
Allocation
10 = 50%
...
+1 = +5%
4 = 20%
6 = 30%
Input
Buffer In Prog DoneDoneIn Prog
DevelopmentAnalysis Build
Ready Test
Release
Ready
33. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
3 Services Aggregated Together
5 4 4 5 2 = 20 total
Change Req
12
Maintenance
2
Production Defect
6
Allocation
Total = 20
Input
Buffer In Prog Done
Build
Ready Test
Release
ReadyDoneIn Prog
DevelopmentAnalysis
Released
34. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Change
Requests
3
1
Prod.
Defects
Maintenance
Usability
Improvement
2
1
Improving Liquidity through Labor Pool Flexibility
Teams
F
E
Engin-
eering
Ready
G
D
GY
PB
DE
MN
2
P1
AB
Ongoing
Analysis Testing
Done Verification Acceptance
3 3
Ongoing
Development
Done
3
Joe
Peter
Steven
Joann
David
Rhonda
Brian
Ashok
Team
Lead
Junior who will be rotated
through all 4 teams
Generalist or T-shaped
people who can move
flexibly across rows on
the board to keep work
flowing
It’s typical to see splits of
fixed team workers versus
flexible system workers of
between 40-60%
Roughly half the labor pool
are flexible workers
Promotions from junior
team member to flexible
worker with an avatar
clearly visualize why a pay
rise is justified. Flexible
workers help manage
liquidity risk better!
37. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Personal Kanban
Aggregated
Personal Kanban
Team Kanban
Emergent/Undefined
Workflow
Per Person WIP Limit
CONWIP
Physical space
kanban
Physical token
kanban
Virtual Kanban
Classes of service
Capacity allocation
Liquidity optimization
Aggregated teams
Patterns of Kanban Board Designs
43. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
About
David Anderson is an innovator in
management of 21st Century
businesses that employ creative
people who “think for a living” . He
leads a training, consulting,
publishing and event planning
business dedicated to developing,
promoting and implementing new
management thinking & methods…
He has 30+ years experience in the high technology industry
starting with computer games in the early 1980’s. He has
led software organizations delivering superior productivity
and quality using innovative methods at large companies such
as Sprint and Motorola.
David defined Enterprise Services Planning and originated
Kanban Method an adaptive approach to improved service
delivery. His latest book, published in June 2012, is, Lessons
in Agile Management – On the Road to Kanban.
David is Chairman & CEO of Lean Kanban Inc., a business
operating globally, dedicated to providing quality training &
events to bring Kanban and Enterprise Services Planning to
businesses who employ those who must “think for a living.”
47. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
2012 Lessons in Agile Management
The heavily under-rated book
that underpins the Kanban
Coaching Masterclass and most
of the theory behind the
Kanban Method
Briefly explain the 3 service delivery principles. Reflect on the values embedded in these statements: customer focus; respect; understanding.
The Kanban Method has 2 sets of principles: the service delivery principles; and the change management principles.
Briefly explain the 3 service delivery principles. Reflect on the values embedded in these statements: customer focus; respect; understanding.
The Kanban Method has 2 sets of principles: the service delivery principles; and the change management principles.
Think in terms of services rather than departments or functional groups: look at the way you work, who your customers are, the activities involved, and how the work flows.
As soon as work is completed at one step, it can be immediately pulled to the next step. This creates capacity to take on new work.
The first commitment point is when we pull a work item.
Discovery Kanban is also known as upstream kanban.
The discovery and delivery kanban boards are visualized together on a single board for simplicity of teaching. It is more typical for these to be separate boards often in separate offices.
Some organizations are developing specific roles and titles related to discovery and delivery activities.
There are 3 Change Management Principles designed to frame an evolutionary approach to improvement. Be aware that the Kanban Method is applied to the way you work now, and it will help you evolve the way you work gradually over time.
[Briefly walk through each of the principles. See David’s blog at http://www.djaa.com/principles-general-practices-kanban-method if you want help with how to explain each.]
There are 6 General Practices in the Kanban Method. [Walk briefly through each of the 6 Practices. See David Anderson’s blog at http://www.djaa.com/principles-general-practices-kanban-method if you want help with how to explain]
One service practice of the Kanban Method is to build an information flow via formal reviews and meetings. This improves collaboration and agility.
Team Kanban boards tend to be locally focused and aimed at helping team members visualize and focus on their own work. There may be no real notion of a customer request and no concept of a service delivery workflow
The main focus of proto-Kanban is reduction of multitasking, also known as, “relief from overburdening”.
Overburdening is know as “muri” in Lean or Toyota Production System. Relief from overburdening refers to individuals and not the whole system which can still be overburdened, slow and unpredictable.
Notice the row for each person. This is more about managing people than managing work.
The main focus of proto-Kanban is reduction of multitasking and individual relief from overburdening but the system can still be overburdened, slow and unpredictable.
Team Kanban boards tend to be locally focused and aimed at helping team members visualize and focus on their own work. There may be no real notion of a customer request and no concept of a service delivery workflow
The main focus of proto-Kanban is reduction of multitasking, also known as, “relief from overburdening”.
Overburdening is know as “muri” in Lean or Toyota Production System. Relief from overburdening refers to individuals and not the whole system which can still be overburdened, slow and unpredictable.
Team Kanban boards tend to be locally focused and aimed at helping team members visualize and focus on their own work. There may be no real notion of a customer request and no concept of a service delivery workflow
The main focus of proto-Kanban is reduction of multitasking, also known as, “relief from overburdening”.
Overburdening is know as “muri” in Lean or Toyota Production System. Relief from overburdening refers to individuals and not the whole system which can still be overburdened, slow and unpredictable.
An example of a per-person WIP limit using avatar magnets. The queues with no limit mean that the cycle time can’t be measured across the workflow.
Decoupled cadences is a typical response to a challenged Scrum (or Agile timeboxed iteration) process. The concept of the timebox is removed and instead a WIP limit is set to be at least large enough for the time period of a single replenishment cycle. The replenishment cycle may initially be the same as the Scrum cadence. A separate delivery cadence is set. Again it may default to the same cadence as the Scrum it is replacing. Lead times are not restricted to a single cycle of the system, instead replenishment is controlled to the WIP limit.
This form of setting a constant work-in-progress limit for the whole system exists in industrial engineering and is known as CONWIP system (for constant WIP). Technically this is a full pull system. However, when applying this to Agile teams using a method like Scrum, the constant WIP is applied over only two states – committed and in-progress, so we might view this as rather a shallow or degenerate form of a CONWIP implementation.
Decoupled cadences is often seen together with Per Person WIP limit
As an understanding of a service delivery workflow emerges, it can make sense to aggregate several team kanban boards into a single board. However, the queues in-between each team remain unlimited. The entire workflow isn’t a pull system but individual teams can focus on specific items of work and benefit from relief from over-burdening.
Aggregated Team Kanban is also know as “infinite done queues” for the obvious reason that the queues between each team activity are unbounded
An aggregated team kanban workflow provides relief from overburdening and is likely to benefit quality but the system can still be overburdened, slow and unpredictable. Customer service may not improve much and customers may still be dissatisfied with their expectations unmet.
Slides in the section are for discussion of review material, as needed.
=== Physical spaces on the board are one way to express available slots (kanban: capacity) for new work.
Slides in the section are for discussion of review material, as needed.
The white circle magnets are slots (kanban) that represent capacity for WIP, rather than putting numbers at the top of each column or displaying physical slots for capacity.
Colored magnets could indicate state in addition to indicating a slot.
Slides in the section are for discussion of review material, as needed.
Physical white circle magnets can represent capacity for WIP, rather than putting numbers at the top of each column or displaying physical slots for capacity. There are various ways to communicate information on a kanban board: colors, shapes, locations, etc
Slides in the section are for discussion of review material, as needed.
Physical tokens can also be used to communicate other information. There are various ways to communicate information on a kanban board: colors, shapes, locations, etc
Slides in the section are for discussion of review material, as needed.
----
Numbers written at the top of the columns can also express available slots (capacity) for new work.
Discovery Kanban is also known as upstream kanban.
The discovery and delivery kanban boards are visualized together on a single board for simplicity of teaching. It is more typical for these to be separate boards often in separate offices.
The assumption on this design is a single work item type. There are no rows and no WIP limits or capacity allocations for such rows. Therefore we have a single service to deliver a single type of work, however 4 classes of service are offered.
Unlike the previous example, this board visualizes 3 work item types and hence 3 services are being offered. (example, “We fix production defects” service) The colors are likely to represent classes of service. Each row has a WIP limit indicating a capacity allocation across different service types. This will have been implemented to shape demand and hedge risk across the different work item types.