So you’ve heard about this Kanban thing and want to know where to start, or maybe you’ve been using it for a while and you want to know where to go. In this hands-on workshop, we’ll start at the very beginning and teach you how to build a Value Stream Map and use that to define your inital Kanban and WIP limits.
If these terms don’t make sense to you, then you need to come to this workshop.
COURSE FEATURES
* Learn how to create your VSM; the commonly overlooked practice of modeling the functional steps in your business processes - anything from IT to finance
* Track the flow of work through your VSM on your Kanban wall
* Learn how to use your VSM, team size and process efficiency to calculate your initial WIP.
* Learn how to embed a culture of Kaizen
If this sounds interesting, come along for a fun interactive workshop.
COURSE DETAILS
http://theagiledirector.com/speaking/2016/02/10/starting-with-kanban-a-practical-workshop-on-value-stream-mapping-and-wip/
This document provides an introduction to agile methods for software development. It discusses key agile concepts like the agile manifesto, scrum, kanban, test driven development and extreme programming. It describes common project roles in agile and walks through the typical lifecycle of an agile project, including project initiation, iteration planning, daily standups, iteration reviews and retrospectives. The document also includes examples of a release and test management plan and high-level business requirements document.
This document provides an overview of Lean, Agile, and Kanban processes for software projects. It begins with definitions of Agile, including the Agile Manifesto and its values and principles. It describes the origins of Lean in manufacturing and defines the three types of waste as mura, muri, and muda. It then provides overviews of several Agile software development methods including Scrum, Test Driven Development, Extreme Programming, and Feature Driven Development. The document continues with sections on project roles, initiation, backlogs, continuous delivery, Kanban, and continuous improvement. It aims to explain the key concepts and processes for applying Lean and Agile principles to software development.
Agile for (and in) Marketing - An Agile Business Management Community WhitepaperEvan Leybourn
There is a growing trend towards business agility; the adoption of agile and lean practices across the enterprise. This is nowhere more evident than in marketing. Marketing divisions across the world have starting to adopt iterative and adaptive processes while encouraging self-organising teams and empowered individuals.
The Agile Business Management Community is a grassroots organisation dedicated to the development and promotion of agile and lean outside IT. Our members are respected professionals in their fields and span the globe.
These are some of our observations and experiences on agile for (and in) marketing.
The document discusses lean tools like value stream mapping and Kanban. It provides examples of using value stream mapping to visualize and analyze the flow of work in a software development process and identify areas for improvement like reducing wait times. Kanban is introduced as a tool that uses visual cues and limits on work-in-progress to control flow and facilitate continuous improvement through collaborative experiments. Examples are given of using a Kanban board to visualize different scenarios and how work would flow through the process.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
The document provides information about continuous improvement in Agile processes. It discusses using an iterative transition process with small continuous changes to adopt an Agile development process. An improvement backlog should track items to improve the organization's use of Scrum, similar to a product backlog. An Enterprise Transition Community supports the organization's effort to introduce and improve Scrum use through an iterative process.
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
This document provides an introduction to agile methods for software development. It discusses key agile concepts like the agile manifesto, scrum, kanban, test driven development and extreme programming. It describes common project roles in agile and walks through the typical lifecycle of an agile project, including project initiation, iteration planning, daily standups, iteration reviews and retrospectives. The document also includes examples of a release and test management plan and high-level business requirements document.
This document provides an overview of Lean, Agile, and Kanban processes for software projects. It begins with definitions of Agile, including the Agile Manifesto and its values and principles. It describes the origins of Lean in manufacturing and defines the three types of waste as mura, muri, and muda. It then provides overviews of several Agile software development methods including Scrum, Test Driven Development, Extreme Programming, and Feature Driven Development. The document continues with sections on project roles, initiation, backlogs, continuous delivery, Kanban, and continuous improvement. It aims to explain the key concepts and processes for applying Lean and Agile principles to software development.
Agile for (and in) Marketing - An Agile Business Management Community WhitepaperEvan Leybourn
There is a growing trend towards business agility; the adoption of agile and lean practices across the enterprise. This is nowhere more evident than in marketing. Marketing divisions across the world have starting to adopt iterative and adaptive processes while encouraging self-organising teams and empowered individuals.
The Agile Business Management Community is a grassroots organisation dedicated to the development and promotion of agile and lean outside IT. Our members are respected professionals in their fields and span the globe.
These are some of our observations and experiences on agile for (and in) marketing.
The document discusses lean tools like value stream mapping and Kanban. It provides examples of using value stream mapping to visualize and analyze the flow of work in a software development process and identify areas for improvement like reducing wait times. Kanban is introduced as a tool that uses visual cues and limits on work-in-progress to control flow and facilitate continuous improvement through collaborative experiments. Examples are given of using a Kanban board to visualize different scenarios and how work would flow through the process.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
The document provides information about continuous improvement in Agile processes. It discusses using an iterative transition process with small continuous changes to adopt an Agile development process. An improvement backlog should track items to improve the organization's use of Scrum, similar to a product backlog. An Enterprise Transition Community supports the organization's effort to introduce and improve Scrum use through an iterative process.
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
Kanban is a workflow management system that visualizes work and limits work-in-progress. It focuses on optimizing flow and reducing lead times rather than velocity. There are three primary feedback loops in Kanban: daily standups, system capability reviews, and operations reviews. Kanban metrics like lead time, flow efficiency, and work-in-progress are analyzed to understand workflow and identify areas for improvement. Coaches advise teams to adjust work-in-progress based on trends in these metrics.
Kin2020- flow based product development- an experience reportRavi Tadwalkar
The document discusses transitioning a product development team from a mandated Scrum process to a leaner Scrumban process. It emphasizes focusing on flow-based product development and increasing collaboration through practices like mob programming and behavior driven development. The team used tools like a process evaluation framework and simulation to help decide what process changes would work best for increasing flow efficiency and productivity.
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
Kanban For Software Engineering Apr 242Ross Lawley
The document discusses Kanban, a lean software engineering method focused on continuous flow and limiting work-in-progress. It describes Kanban's principles of limiting WIP, visualizing workflow, and pulling work. Kanban uses boards to visualize queues of work moving through stages, with WIP limits preventing overloading any stage. Pulling work only when downstream capacity allows keeps flow optimized.
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
IIT Academy: Agile. What is Lean? Isn't it a manufacturing thing? How do we apply it to software engineering practices?
Understand Lean in the context of modern Agile practices. Harness lean thinking and an updated look at the Toyota Production System (TPS). Designed for operational teams, maintenance teams, high availability teams, sales teams, management teams, project and portfolio management.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
This document discusses an approach to DevOps. It outlines some of the challenges faced in a pre-DevOps environment like SLA violations and burnout. It then discusses how adopting a DevOps mindset can enable faster delivery while maintaining quality. Key aspects of DevOps include treating other teams as customers, establishing feedback loops, and including time for improvement. Metrics like lead time, deployments, and customer satisfaction are important. The document provides examples of DevOps practices from Spotify and references for further information.
IIT Academy: Agile.
Let's learn the foundations. Covers the Copernican shift between agile and other approaches. This course outlines the agile philosophy, manifesto, and a survey of the field. This lesson is an important foundational component for those intending to continue the Lean and Scrum courses.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
David anderson kanban when is it not appropriateAGILEMinds
Kanban is an approach for managing work based on limiting work-in-progress to balance demand with available capacity. It is appropriate when a process suffers from overburdening or uneven flow due to factors like variability in skills, information delays, or capacity constraints. Kanban uses visualizing workflows, limiting WIP, managing flow, explicit process policies, and continuous improvement to evolve processes incrementally. While initially focused on software development, Kanban can be applied across domains as an overlay to control variability and eliminate overburdening in simple, complicated, and complex work.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
The document provides the results of an Agile self-evaluation for a software delivery team. It finds that the team supports some Agile principles like prioritizing user stories and having generalist developers. However, it also finds practices that could be improved like more frequent integration builds and check-ins. The report recommends a more thorough assessment and continuous improvement program to help the team better adopt Agile practices.
This document provides an overview of agile certifications and the PMI Agile Certified Practitioner (PMI-ACP) certification in particular. It discusses the various certifying bodies that offer agile certifications and describes the requirements, costs, reference materials, and exam content for the PMI-ACP. The exam consists of 120 multiple choice questions covering 50% tools and techniques and 50% agile knowledge and skills. It also provides results from the PMI-ACP pilot program which showed over 500 individuals earned the certification.
Yuval Yeret is a practicing Agile and Kanban consultant/coach for AgileSparks in Herzelyia, Israel. He coaches individuals and organization in their path to Agility and Engineering excellence, focusing on Scrum, Lean, and Agile Engineering practice.
Overselling Agile Certifications and Frameworks : Presented by Sridharan VembuoGuild .
Agile is only for smaller projects and/or startup organisations - Not Anymore. Taking my own and my organisation's experience, Agile is a proven methodology that is well suited for delivering complex, distributed, multi-year enterprise programs, for many years now.
While this is really a great thing for agile enthusiasts and practitioners, it’s a bit of worrying sign for me the increased recognition and popularity the ‘Agile Certifications’ and ‘Agile Frameworks’ are receiving among individuals and organisations who would like to adopt Agile to stay relevant in current world.
Agile Business Intelligence - course notesEvan Leybourn
The document provides an introduction to agile methods for business intelligence projects. It discusses the Agile Manifesto and lean principles, common agile methods, and key aspects of agile such as iterative design and continuous stakeholder engagement. It also describes types of waste in production workflows and common misconceptions about agile. The document outlines the typical roles in an agile business intelligence team and discusses characteristics like being cross-functional and self-empowered. It provides examples of team roles and differentiates between interested and committed roles. Finally, it discusses Deming's 14 points for lean managers.
This document provides an introduction to the Kanban method. It begins with an agenda for discussing what Kanban is, the Kanban method, applying upstream Kanban, applying Kanban to Scrum, and includes a Q&A section. The document then discusses the key aspects of the Kanban method including visualizing workflow with Kanban boards, limiting work-in-progress with WIP limits, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively through experimentation. It also discusses how Kanban can help teams become more lean by eliminating waste. The document concludes by discussing how Kanban can be applied to both Scrum processes and other domains beyond software development.
Kanban is a workflow management system that visualizes work and limits work-in-progress. It focuses on optimizing flow and reducing lead times rather than velocity. There are three primary feedback loops in Kanban: daily standups, system capability reviews, and operations reviews. Kanban metrics like lead time, flow efficiency, and work-in-progress are analyzed to understand workflow and identify areas for improvement. Coaches advise teams to adjust work-in-progress based on trends in these metrics.
Kin2020- flow based product development- an experience reportRavi Tadwalkar
The document discusses transitioning a product development team from a mandated Scrum process to a leaner Scrumban process. It emphasizes focusing on flow-based product development and increasing collaboration through practices like mob programming and behavior driven development. The team used tools like a process evaluation framework and simulation to help decide what process changes would work best for increasing flow efficiency and productivity.
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
Kanban For Software Engineering Apr 242Ross Lawley
The document discusses Kanban, a lean software engineering method focused on continuous flow and limiting work-in-progress. It describes Kanban's principles of limiting WIP, visualizing workflow, and pulling work. Kanban uses boards to visualize queues of work moving through stages, with WIP limits preventing overloading any stage. Pulling work only when downstream capacity allows keeps flow optimized.
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
IIT Academy: Agile. What is Lean? Isn't it a manufacturing thing? How do we apply it to software engineering practices?
Understand Lean in the context of modern Agile practices. Harness lean thinking and an updated look at the Toyota Production System (TPS). Designed for operational teams, maintenance teams, high availability teams, sales teams, management teams, project and portfolio management.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
This document discusses an approach to DevOps. It outlines some of the challenges faced in a pre-DevOps environment like SLA violations and burnout. It then discusses how adopting a DevOps mindset can enable faster delivery while maintaining quality. Key aspects of DevOps include treating other teams as customers, establishing feedback loops, and including time for improvement. Metrics like lead time, deployments, and customer satisfaction are important. The document provides examples of DevOps practices from Spotify and references for further information.
IIT Academy: Agile.
Let's learn the foundations. Covers the Copernican shift between agile and other approaches. This course outlines the agile philosophy, manifesto, and a survey of the field. This lesson is an important foundational component for those intending to continue the Lean and Scrum courses.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
David anderson kanban when is it not appropriateAGILEMinds
Kanban is an approach for managing work based on limiting work-in-progress to balance demand with available capacity. It is appropriate when a process suffers from overburdening or uneven flow due to factors like variability in skills, information delays, or capacity constraints. Kanban uses visualizing workflows, limiting WIP, managing flow, explicit process policies, and continuous improvement to evolve processes incrementally. While initially focused on software development, Kanban can be applied across domains as an overlay to control variability and eliminate overburdening in simple, complicated, and complex work.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
The document provides the results of an Agile self-evaluation for a software delivery team. It finds that the team supports some Agile principles like prioritizing user stories and having generalist developers. However, it also finds practices that could be improved like more frequent integration builds and check-ins. The report recommends a more thorough assessment and continuous improvement program to help the team better adopt Agile practices.
This document provides an overview of agile certifications and the PMI Agile Certified Practitioner (PMI-ACP) certification in particular. It discusses the various certifying bodies that offer agile certifications and describes the requirements, costs, reference materials, and exam content for the PMI-ACP. The exam consists of 120 multiple choice questions covering 50% tools and techniques and 50% agile knowledge and skills. It also provides results from the PMI-ACP pilot program which showed over 500 individuals earned the certification.
Yuval Yeret is a practicing Agile and Kanban consultant/coach for AgileSparks in Herzelyia, Israel. He coaches individuals and organization in their path to Agility and Engineering excellence, focusing on Scrum, Lean, and Agile Engineering practice.
Overselling Agile Certifications and Frameworks : Presented by Sridharan VembuoGuild .
Agile is only for smaller projects and/or startup organisations - Not Anymore. Taking my own and my organisation's experience, Agile is a proven methodology that is well suited for delivering complex, distributed, multi-year enterprise programs, for many years now.
While this is really a great thing for agile enthusiasts and practitioners, it’s a bit of worrying sign for me the increased recognition and popularity the ‘Agile Certifications’ and ‘Agile Frameworks’ are receiving among individuals and organisations who would like to adopt Agile to stay relevant in current world.
Agile Business Intelligence - course notesEvan Leybourn
The document provides an introduction to agile methods for business intelligence projects. It discusses the Agile Manifesto and lean principles, common agile methods, and key aspects of agile such as iterative design and continuous stakeholder engagement. It also describes types of waste in production workflows and common misconceptions about agile. The document outlines the typical roles in an agile business intelligence team and discusses characteristics like being cross-functional and self-empowered. It provides examples of team roles and differentiates between interested and committed roles. Finally, it discusses Deming's 14 points for lean managers.
This document provides an introduction to the Kanban method. It begins with an agenda for discussing what Kanban is, the Kanban method, applying upstream Kanban, applying Kanban to Scrum, and includes a Q&A section. The document then discusses the key aspects of the Kanban method including visualizing workflow with Kanban boards, limiting work-in-progress with WIP limits, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively through experimentation. It also discusses how Kanban can help teams become more lean by eliminating waste. The document concludes by discussing how Kanban can be applied to both Scrum processes and other domains beyond software development.
Saison 3 : Josiane se retrouve confrontée à une demande de mise en place de SAFe. Avec l'aide de Bob, l'éponge agile, saura-t-elle trouver son chemin et préserver son esprit agile ?
This document discusses Kanban, an Agile technique used in software development to limit work-in-progress (WIP) for optimal output. It begins by explaining the origins and principles of Kanban in manufacturing and how it has been adapted for software development. The key principles of Kanban are then summarized, including visualizing workflow, limiting WIP, and improving collaboratively. Examples of how Kanban can be implemented in software development and HR recruitment are provided. The document compares Kanban to Scrum and discusses where each approach is best suited. It concludes by outlining situations where Kanban may not be the most effective framework.
Kanplexity - a jumping-off point for Cynefin using KanbanOrderly Disruption
John Coleman is a top agile leader who coaches various agile frameworks including Kanban, Scrum, and LeSS. He created Kanplexity and Xagility to help teams and organizations deal with complexity. Kanplexity advocates defining workflows, focusing on flow metrics, having a guide to facilitate discovery and decision making using the Cynefin framework, and establishing a direction of travel rather than fixed goals. It promotes flexibility, rhythm, expanding optimization upstream and downstream, and minding the flow of value.
The document discusses various agile methodologies including Agile Project Management (APM), Lean Software Development, Kanban, and Lean Kanban. It explains that APM introduced phases to align agile projects with traditional PMP phases. Lean Software Development adopts principles from Toyota Production System to address manufacturing issues. Kanban uses visual boards to manage workflow. Lean Kanban blends Kanban with lean principles and practices. The document also notes some controversy around agile approaches challenging traditional practices.
Lean IT provides transparency.
Avoids the old games between development and business.
Shows how business and development processes do not have to be poles apart.
Lean is a methodology focused on eliminating waste and adding value for the customer. It is based on five principles: identifying value, mapping the value stream, optimizing flow, establishing a pull system, and pursuing perfection. Lean aims to respect people and continuously improve by removing eight types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, defects, and underutilized skills. Key lean tools include 5S, gemba walks, kaizen blitzes, lead time reduction, one piece flow, charts, value stream maps, and visual controls. Accountants can help organizations implement lean through supporting teams, problem-solving, and creating an environment for continuous improvement.
This document provides information on Kanban and how it can be applied to software development. Kanban originated at Toyota to improve production processes using a "pull" system based on customer demand. For software, Kanban is not a methodology but a method that can incrementally change existing processes. It focuses on continuous flow, limiting work-in-progress, and visualizing workflows. The document describes Kanban principles and how two organizations - NCS's Vanguard Workbench and LimeSurvey teams - successfully applied Kanban to improve collaboration, deliver more frequently, reduce defects, and better meet requirements.
Our world is changing at a breakneck pace. There is no doubt that today's workplace must constantly adapt to ongoing changes to remain efficient and competitive, whether driven by technology, globalisation, or specific crises.
This is where the concept of forming an Agile team comes into play.
Agile working entails bringing together people, processes, connectivity, technology, time and place to determine the best and most efficient way to complete a specific task. It means working within the task’s parameters but without limitations (of how you achieve it).
Essentially, agile working means being willing to change the way we work – whether it's our working hours, our physical workplace, the technology we use, the nature of our roles and how we collaborate, or the way we do our work. We can adapt to the ever-changing world around us by encouraging agility and flexibility while creating a more dynamic workforce and improving our performance and productivity.
Most leaders now ask, "Why do I want to become agile?" Is it simply to be more efficient and effective?
This slide deck distinguished agile from the waterfall, discussed the importance of adopting agility and examined the various types of agile workflows.
This document provides information about Kanban and Kaizen. It defines Kanban as a visual system used in lean production to limit work in progress and optimize workflow. Kanban uses cards or signs to visualize the workflow and control production. Benefits of Kanban include reducing inventory, improving workflow, preventing overproduction, and improving responsiveness. Kaizen is defined as continuous improvement. It originated from Japanese philosophies and was adopted by Toyota. Kaizen aims to eliminate waste through ongoing small changes. Both Kanban and Kaizen can help manufacturing operations through benefits like reduced costs, increased efficiency, and improved quality.
What Are The Root Causes Of Subway CustomersAngela Hays
This document discusses how lean principles can help address issues related to global warming, resource scarcity, and high energy costs for transportation companies. It introduces how Bombardier, a transportation company, recognizes these as important sustainability issues according to their 2010 sustainability report. Applying lean principles like reducing waste and optimizing processes can help transportation companies improve efficiency, reduce energy usage and costs, and create a more sustainable model to address these global challenges.
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!
Kanban introduces both evolutionary and revolutionary changes. It is evolutionary in that it does not mandate a new end-to-end process or change roles, but rather encourages continuous improvement of existing engineering processes. However, it is also revolutionary in encouraging transparency, empowering teams through work pull systems, and enabling organizational transformation through quantitative management and a culture of process experimentation. Kanban should be implemented both for its evolutionary benefits of process optimization as well as its revolutionary impacts on organizational culture.
Scaling Scrum using Lean/Kanban in AmdocsYuval Yeret
Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta
Rishi Chaddha introduces lean software development principles. He discusses the origins of lean from the Toyota Production System and its focus on eliminating waste. The presentation then covers the seven principles of lean software development which include eliminating waste, building quality in, deferring commitment, delivering fast, respecting people, and optimizing the whole. Kanban and various agile practices are presented as tools that can be mixed and matched to implement lean ideas.
The Agile Readiness Assessment Tool EssayHeidi Owens
This report discusses Scrum, an agile software development methodology. It describes the key roles in Scrum - Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events - Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The report examines the Scrum process and how it aims to deliver working software frequently through short development cycles called sprints. It emphasizes that Scrum provides structure through its roles, events, and artifacts while allowing flexibility through its iterative approach.
The document provides an introduction to agile methodologies and Scrum, outlining key concepts like iterative development, self-organizing teams, and delivering working software frequently. It also describes Scrum practices such as sprint planning, daily stand-ups, sprint reviews and retrospectives. The goal of the document is to educate people about agile and Scrum principles and processes through presentations and exercises.
"How we switched to Kanban and how it integrates with product planning", Vady...Fwdays
The practical application of the Kanban development approach, its features at Uklon, and the reason we call it Kanplan. This topic will cover the following questions: - Philosophy of Kanban
How we got to Kanban methodology; - What key metrics we use; - Why Kanban is not just about support, but also about active development; - Where to start setting up and what to monitor at the start; - Our practice of building the product plan and how it is connected to Kanplan
Similar to Starting with Kanban - A practical workshop on Value Stream Mapping and WIP (20)
Traditional business models are failing to keep up with the needs of the modern economy. While business has never been predictable, technological and cultural change is occurring at faster rates than ever before. In this climate, modern enterprises live or die on their ability to adapt – which is where Business Agility comes in. Business Agility provides a context for organisations to embrace change; changing how to think, changing how to work and changing how to interact.
Whether you’ve heard of Holocracy or Teal Organisations; it seems that lean and agile business models are gaining interest across different business sectors. This presentation will provide engaging and enlightening stories of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the design and leadership of teams, divisions and businesses across 4 key domains.
Traditional business models are failing to keep up with the needs of the modern economy. While business has never been predictable, technological and cultural change is occurring at faster rates than ever before. In this climate, modern enterprises live or die on their ability to adapt – which is where Business Agility comes in. Business Agility provides a context for organisations to embrace change; changing how to think, changing how to work and changing how to interact.
Whether you’ve heard of Holocracy or Teal Organisations; it seems that lean and agile business models are gaining interest across different business sectors. This presentation will provide engaging and enlightening stories of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the design and leadership of teams, divisions and businesses across 4 key domains;
1. The Structure of an Agile Organisation - Efficient, transparent and collaborative techniques to manage cross-functional, self-organising and potentially self-managing teams.
2. You, the Agile Manager - What makes a good agile manager and how do their responsibilities change?
3. Integrated Customer Engagement - Collaboration and communication techniques to build trust and deliver Customer needs efficiently, with minimal waste, and to everyone’s satisfaction.
4. Work, the Agile Way - Managing all types of business functions, from software, HR, finance to legal, by using Just-In-Time planning and incremental or continuous delivery processes.
All too often we’ve been measuring activity and cost, not outcomes and value. And it’s important to understand that an organisation that plans for growth outcomes (without binding a team to a specific output) can fundamentally adapt to a changing market. By creating clearly defined, non-conflicting, outcomes and common working principles senior management can delegate the “how” to their teams, while retaining ownership of the “what” and “why”.
This interactive presentation will help participants define the real outcomes and associated measures for their work and teams. Participants will come to understand that outcomes can be complex, interdependent and occasionally conflicting. Therefore we will create 3 elements;
1. the profile of the outcome,
2. the relationship between outcomes, and
3. the principles that align work across all outcomes
If you need to run a project you've already failedEvan Leybourn
By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads.
This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies.
This presentation will introduce you to #noprojects. You will learn how to define an outcome and create an Outcome Profile. You will also learn how to manage change within the context of an outcome through the Activity Canvas.
This document appears to be from a workshop on soft skills in software presented by Evan Leybourn. It discusses various aspects of communication, collaboration, and cooperation. Examples include communicating concisely and non-verbally, the cultural aspects of collaboration, and how cooperation requires trust, skills, and negotiated outcomes. Interactive exercises are also referenced to demonstrate these soft skills in practice.
This 1 day, hands-on, workshop will introduce the processes and workflows necessary to manage a Business Intelligence team in a flexible, iterative and agile manner. Through standard agile management methods (Scrum, Kanban and Test-Driven Development), this workshop will provide you with the tools to manage your workflow, BI development, demand management, and customer engagement.
The goal of this workshop is to expose you to different ways of working and give you potential tactics and techniques to improve your BI project delivery.
This document discusses various contract models for software development projects, including time and materials, outcome-based, fixed cost, fixed scope, and fixed time and scope contracts. It provides examples of each contract type and discusses how to plan, estimate, deliver, and measure when using different contract models. The key message is that different contract types provide different levels of predictability for cost and schedule while balancing flexibility, and that customer collaboration is more important than contracts alone.
Pair trading* is a technique to improve the productivity and quality of stock trading (or any type of financial trading, e.g. commodities). In pair trading, two traders share a single workstation. The trader at the keyboard (usually called the driver) actively trades, while the second trader (called the observer or navigator) is reviewing, advising, thinking through problems and generally sanity checking the first. These two roles switch on a regular basis (e.g. every 1/2 hour). The pairs also swap partners every day.
Pairing is one of the most valuable techniques you can bring your business, yet it is initially counter intuitive. It is hard to convince management that pairing will do anything but double your costs. In actual fact, most empirical studies show a significant increase in quality for a small (15-20%) cost overhead as compared to individuals working independently.
Inbox Zero, is a simple mechanism to prioritise and process a complex set of, unstructured and varied, activities. Defect Zero uses the same idea to manage and resolve defects, technical debt and other un-plannable activities.
Adaptable Engineering: 3D Printing and AgileEvan Leybourn
Agile has been very successful in the software industry, where the cost of change is relatively low; creating an environment for adaptable teams, projects and products. Meanwhile, in other industries, engineering in particular, traditional development approaches hold sway due to the significantly higher cost involved in product change. For an Agile engineering approach to be successful, the cost of change – both in people and fabrication – needs to be reduced. This is where 3D printing technologies come in.
This interactive session will examine many of the issues faced when applying Agile to physical-engineering product development. It will show how 3D printing technologies can decrease the iterative design cycle time, reduce the barrier to entry, and support the creation of highly complex products or prototypes through modular development.
Participate in the real-time development and printing of a product using agile approaches and get a basic understanding of how to use 3D modelling and printing tools. Discover how 3D printing can, and is, being used to develop engineering products.
Agile Business Intelligence (or how to give management what they need when th...Evan Leybourn
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
Based on common agile management methods, this presentation will demonstrate the processes and workflows required to manage a Business Intelligence team or project in a flexible, iterative and agile manner. We will also examine the open source technologies that assist in supporting and automating the processes.
These processes draw on the underlying principles of agile and utilises a combination of Scrum, Test Driven Development, Feature Driven Design and XP. These methods can be applied in both a low maturity environment to develop business intelligence capability, or a high maturity environment to encourage greater customer engagement.
This document provides an overview of agile project iterations in 3 parts. It discusses iteration planning, including prioritizing the backlog, estimating tasks, and creating an iteration backlog. It describes daily activities like scrums, testing, and continuous integration during the build phase. Metrics like burnup/down charts and cycle time are covered for monitoring progress. Retrospectives and continuous improvement are emphasized for inspecting and adapting between iterations.
This document discusses agile practices at scale and is divided into four domains: 1) The Agile Manager Mindset which emphasizes embracing failure and change. 2) Integrated Customer Engagement. 3) The Structure of an Agile Organization including team-based development and organizational change management. 4) Work the Agile Way including modular design, risk management, and agile metrics like ensuring quality control tests occur each iteration and requirements are estimated and delivered. The document promotes Evan Leybourn's book "Directing the Agile Organization" and provides contact information.
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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Organizational Change Leadership Agile Tour Geneve 2024
Starting with Kanban - A practical workshop on Value Stream Mapping and WIP
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Starting with Value Stream Mapping
and Kanban
A practical workshop on Value Stream Mapping & WIP
Student Guide
Starting with Value Stream Mapping and Kanban by Evan Leybourn is
licensed under a Creative Commons Attribution-ShareAlike 3.0 Australia
License <http://creativecommons.org/licenses/by-sa/3.0/au/>
Evan Leybourn
evan@theagiledirector.com
Twitter: @eleybourn
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OTHER WORKS BY
EVAN LEYBOURN
DIRECTING THE AGILE ORGANISATION – BY
EVAN LEYBOURN
http://theagiledirector.com/book
Embrace change and steal a march on
your competitors
Discover the exciting adaptive
approach to management
Become the Agile champion for your
organisation
Business systems do not always end up the way that we first plan them. Requirements can
change to accommodate a new strategy, a new target or a new competitor. In these
circumstances, conventional business management methods often struggle and a different
approach is required.
Agile business management is a series of concepts and processes for the day-to-day
management of an organisation. As an Agile manager, you need to understand, embody and
encourage these concepts. By embracing and shaping change within your organisation you
can take advantage of new opportunities and outperform your competition.
Using a combination of first-hand research and in-depth case studies, Directing the Agile
Organisation offers a fresh approach to business management, applying Agile processes
pioneered In the IT and manufacturing industries.
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TABLE OF CONTENTS
Other Works by Evan Leybourn .............................................................................................................. 2
Directing the Agile Organisation – by Evan Leybourn..................................................................... 2
Table of Contents....................................................................................................................................... 3
What Does Agile Mean? ............................................................................................................................ 4
The Agile Manifesto............................................................................................................................... 5
Agile Methods......................................................................................................................................... 6
Key Points................................................................................................................................................ 7
The Origin of Lean.................................................................................................................................. 8
Understanding Waste............................................................................................................................ 9
An Overview of Kanban as a Software Development Method.....................................................10
Kanban .......................................................................................................................................................12
Task Lifecycle.......................................................................................................................................13
Value Stream Mapping........................................................................................................................15
Kanban Boards.....................................................................................................................................17
Inspection..............................................................................................................................................20
Cumulative Flow Diagrams................................................................................................................21
Cycle Time Run Charts........................................................................................................................25
Kaizen.........................................................................................................................................................28
5S ............................................................................................................................................................31
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WHAT DOES AGILE MEAN?
‘On two occasions I have been asked, “Pray, Mr Babbage, if you put into the machine
wrong figures, will the right answers come out?” [...] I am not able rightly to apprehend
the kind of confusion of ideas that could provoke such a question.’
Charles Babbage, 1864
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THE AGILE MANIFESTO
The “Agile Software Development Manifesto” was developed in February 2001, by
representatives from many of the fledgling “agile” processes such as Scrum, DSDM, and XP.
The manifesto is a set of 4 values and 12 principles that describe “What is meant by Agile".
THE AGILE VALUES
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
THE AGILE PRINCIPLES
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter time-scale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity – the art of maximising the amount of work not done – is essential.
11. The best architectures, requirements, and designs emerge from self-organising teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behaviour accordingly.
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THE LEAN PRINCIPLES
In addition to the principles from the Agile manifesto, there are 7 principles defined for lean
development.
1. Eliminate waste
2. Amplify learning
3. Decide as late as possible
4. Deliver as fast as possible
5. Empower the team
6. Build integrity in
7. See the whole
AGILE METHODS
The term Agile actually refers to a concept, not a specific methodology. There are many, and
sometimes conflicting, methods that can be used under the Agile umbrella. These include;
Agile Unified Process,
Behaviour Driven Development (BDD),
Crystal Clear,
Dynamic Systems Development Method (DSDM),
Extreme Programming (XP)
Feature Driven Development (FDD),
Kanban
Lean Development,
Rapid Application Development (RAD),
IBM - Rational Unified Process (RUP),
Scrum,
Test Driven Development (TDD),
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KEY POINTS
All of the above methods have four key points in common.
1. Iterative design process
2. Continuous stakeholder engagement
3. Aims for quality and reliable systems
4. Short development cycles (up to a month) allows to regular delivery of improvements
This shows that an agile approach is appropriate in contexts where the outcomes are not
known (or can’t be known) in advance and where the delivery of the outcomes cannot be fully
controlled. This is especially relevant in business intelligence environments given the natural
ambiguity around reporting requirements, data quality and information management.
The following figures1
are an excellent example of the differences between traditional (or
phased) development vs. the agile approach of iterative development.
FIGURE 1: THE TRADITIONAL APPROACH (PHASED DELIVERY OF KNOWN OUTPUTS)
FIGURE 2: THE AGILE APPROACH (ITERATIVE DELIVERY TO MEET CHANGING EXPECTATIONS)
1
Images with thanks from Jeff Patton: http://www.agileproductdesign.com/
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THE ORIGIN OF LEAN
Lean Manufacturing, often called lean production, or just ‘Lean’, is a streamlined
manufacturing and production technique, as well as a philosophy that aims to reduce
production costs, by eliminating all ‘wasteful’ processes. Put another way, Lean focuses on
‘getting the right things to the right place, at the right time, in the right quantity, to achieve
perfect workflow’.
Lean Manufacturing provides a set of techniques to identify, and eliminate, waste which, in
turn, improves quality, and reduces overall production time and cost. In addition, Lean
Manufacturing also improves the ‘flow’ of production through the system. These techniques
include:
Value stream mapping: Analysing and planning the flow of materials and information
that is required in the production process.
5S: This is an approach to quality and continuous improvement. The five S’s are: Sort
(to clean and organise the work area), Set in Order (arrange the work area to ensure
easy identification and accessibility), Shine (mess prevention and regular maintenance
of the work area), Standardise (create a consistent approach for carrying out
production processes), Sustain (maintain the previous four S’s through discipline and
commitment).
Kanban: This will be covered later.
Fail-proofing: Prevent human errors before they occur.
Production levelling: Ensure that each step in the production process delivers at a
constant rate, so that subsequent steps can also deliver at a constant rate. No step in
the production process should produce goods at a faster rate than subsequent steps,
or consume goods at a slower rate than preceding steps.
Finally, Lean Manufacturing emphasises Kaizen (改善) or Continuous Improvement; the
ongoing, incremental and regular technique of improving all processes, products and
functions relating to production, resources, organisational management, and the supply chain.
It should be noted at this point that many of the terms in Lean Manufacturing have been
translated from the original Japanese. As such, they often lose the context, or secondary
meanings, of the term. Where possible, this context is described throughout this course.
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UNDERSTANDING WASTE
The techniques and frameworks within Agile & Lean aim to increase development efficiency,
by eliminating all ‘wasteful’ processes. Drawing on the successful concepts from the Lean
manufacturing frameworks, we can define 3 major forms of waste.
Mura (Unevenness): Mura exists where there is a variation in workflow, leading to
unbalanced situations, most commonly where workflow steps are inconsistent,
unbalanced, or without standard procedures.
Muri (Overburden): Muri exists where management expects unreasonable effort from
personnel, material or equipment, most commonly resulting from unrealistic
expectations and poor planning.
Muda (Waste): Muda is any step in the production workflow that does not add direct
value to the customer. The original seven wastes, as defined by the Toyota Production
System (TPS), were:
1. Transport,
2. Inventory,
3. Motion (moving more than is required),
4. Waiting,
5. Overproduction,
6. Over Processing (from poor design), and
7. Defects (the effort involved in inspecting for, and fixing, defects).
Additional and new wastes are not meeting customer demand, and are a waste of
unused human talent. There is further differentiation between Type 1 (necessary
waste, e.g. government regulations) and Type 2 (unnecessary waste).
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AN OVERVIEW OF KANBAN AS A SOFTWARE DEVELOPMENT METHOD
The original concepts of Kanban (カンバン) were developed in the 1940s and 50s by Taiichi
Ohno2
as part of the Toyota Production System, as a mechanism to control Just-In-Time (JIT)
production and manufacturing processes. Kanban, which approximately translates as
‘signboard’, is described as a ‘visual process management system that tells what to produce,
when to produce it, and how much to produce’. The modern Kanban method, as formulated by
David J Anderson in 20073
, is an adaption of the original JIT approach, with an emphasis on
staff welfare and continuous process improvement practices. This is ultimately a strategy that
strives to improve a business return on investment by reducing waiting inventory and
associated carrying costs.
At its simplest, each prioritised task (or card) on a Kanban Board passes through a
visualisation of the team’s process, or workflow, as they happen. Each primary activity in the
team’s workflow is visualised as columns on the Kanban Board, usually starting at task
definition, and finishing with delivery to the customer. Of course, being Agile, these cards and
activities are visible to all participants, including the customer.
FIGURE 3: EXAMPLE KANBAN BOARD
2
Toyota Production System: Beyond Large-Scale Production, Ohno (1988).
3
Kanban: Successful Evolutionary Change for Your Technology Business, Anderson (2010).
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While a Kanban workflow can become very complex, the simplest visualisation of workflow
has only 4 different states which a task would progress through during its lifecycle. These
states are;
1. Backlog – tasks that are waiting to be worked on
2. In Progress – currently being developed by a team member
3. Testing – undergoing integration, system or UAT testing
4. Done – complete and ready to be demonstrated and/or deployed
To identify, and control, bottlenecks and process limitations, each workflow state (or column)
has a limit, called a WIP, or Work In Progress Limit, to the number of currently active tasks.
This allows managers and team members to regularly monitor, and measure, the flow of
work.
In total, there are 6 core elements to Kanban:
1. Visualise (Kanban / Card Wall)
2. Limit WIP
3. Manage Flow (and reduce bottlenecks)
4. Make Policies Explicit
5. Feedback Loops
6. Improve Collaboratively
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KANBAN
‘Simplicity, carried to the extreme, becomes elegance.’
Jon Franklin, 1994
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TASK LIFECYCLE
Agile processes are designed to promote a sustainable workload, where your teams,
management, and customers, are able to maintain a constant pace indefinitely. Teams have
the authority to design, plan, and estimate, each story, as well as the responsibility and
accountability for delivery. This level of ownership for work, combined with integrated
customer engagement, significantly improves workload management, which in turn reduces
overtime and stress. However, for this to be efficient there needs to be a simple mechanism to
manage, and level out, workflow within each team. This is where Kanban comes in.
Depending on your process workflow, a task will progress through a minimum of 4 different
states during its lifecycle. Each task and state should be visible to the team, Customer
Representative and customer; commonly this is done through a Kanban board (card wall) or
integrated dashboard.
FIGURE 4: BASIC TASK LIFECYCLE
The Assignee for a task may change at any of these steps. It is important to understand that
each state (and thus column on the Kanban board) represents a state within the development
workflow, not a handoff between team members. Team members will proactively interact with
their colleagues, and any internal parties, as required, to progress the assigned task to
completion, including any quality control and review.
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FIGURE 5: COMPLEX TASK LIFECYCLE
BACKLOG
The Backlog is the list of user stories (or tasks) that the Customer Representative maintains.
There may be a second backlog column “Ready” which contains those stories which have
been technically designed and are ready to be developed. Based on the logical sequencing of
tasks and agreed prioritisation, the project team members select the next task to work on and
promote this to the “In Progress” state.
IN PROGRESS
In Progress items are tasks that are actively being worked on. This includes both
development and unit testing activities. Once the task has been completed it is promoted to
the “Testing” state. In Progress tasks may include analysis, build, unit test and documentation.
DONE
Tasks are considered “Done” when, for example:
Code has been produced, meets development standards, and has been checked in and
run against current version in source control
Unit and system tests written and passed
Builds without errors for deployment
Relevant documentation, including diagrams have been produced or updated
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The decision over whether a user story is done is based on whether all the pre-requisite tasks
associated with this story have been completed. The completed user stories are presented to
the Customer Representative for acceptance and sign-off. This can either be done individually,
or in a batch.
VALUE STREAM MAPPING
Teams can create Value Stream Maps to defines the ‘As-Is’ steps & roles for each task
lifecycle. That is, to create the workflow that will be used by the teams and visualised on the
Kanban board.
FIGURE 6: EXAMPLE PROJECT VALUE STREAM MAP4
A value stream can be defined as all the steps – both value added and non-value added –
required to take a product or service from its raw materials state into the waiting arms of a
happy customer. Each step is defined, articulated and mapped on the value stream (above).
The average time taken to complete each step (value add time) is measured, as well as the
time taken to move between steps (non-value add time). In the example above, it takes 6
weeks to complete Requirements Analysis, and an additional 6 months from completing this
to starting the Development & Testing.
4
Image thanks to: http://www.nexusis.com/solutions/cloud/cloud-consulting/
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Lean defines 10 steps needed to accurately define the value stream maps for each process
within a product family group. If there is only one process to be modeling, you can start from
step 5.
1. Gather Preliminary Information
2. Create a Product Quantity Routing Analysis
3. Group Customers and Sort Materials
4. Sort Product Families by Build Sequence
5. Choose One Value Stream to Begin With
6. Create an Operations Flow Chart
7. Walk the Shop Floor
8. Collect the Data
9. Construct the VSM
10. Summarize the Data and Get the Big Picture
Any process can be subject to a value stream map. Even eating cake;
FIGURE 7: VALUE STREAM MAP FOR BUYING AND EATING CAKE5
5
Images thanks to: http://leadinganswers.typepad.com/leading_answers/2011/09/pmi-acp-value-
stream-mapping.html
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By adding the total value add time to the total time (VA+NVA), it is possible to define the total
process efficiency. In the example above, 29%.
KANBAN BOARDS
A Kanban board is a useful visualisation and control mechanism for both continuous product
delivery. Starting at the Backlog, and finishing at done, each team will define the intervening
states and workflows that make up the lifecycle (Value Stream Mapping) of their tasks (the
Kanban). This can be as simple, or complex, as required. Teams working on several different
types of tasks may have multiple Kanban Boards, visualising the different states and
workflows for each type. When there is available capacity in a state, it will ‘pull’ any ‘ready’
tasks from the preceding state, thus moving tasks through the workflow.
The visualisation component, or cards, of a Kanban, helps identify the state of each task, when
a task is ready, where there is spare capacity, and if there are any bottlenecks or impediments.
FIGURE 8: EXAMPLE KANBAN BOARD6
6
Image thanks to: New Zealand Postal Group via Directing the Agile Organisation
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Tasks or stories that have identified defects, need rework, or have upstream or downstream
dependencies external to the team that are preventing progress, are marked as ‘blocked’, but
do not change state. By leaving the task in the current state, the team can see where the
blockage is, and identify where the process should resume once it is resolved. Similarly, by
making all blocked tasks and stories visible on the Kanban board, customers and
management are aware of the issues, and this simplifies any escalation and resolution.
Each task and state should be visible to your teams, customer, and customer representative;
commonly achieved through a physical Kanban board. Each card describes a single task or
story, as well as its estimate, and who is currently working on it. Keep cards simple, with
additional information stored elsewhere. Divide the Kanban board into multiple, labelled
columns, each representing a single state. Then further divide each column in half, the first
half being ‘In Progress’ and the second half being ‘Ready’.
Some versions of Kanban also provide a single ‘Expedite’ track, at the top of the board, for
urgent stories and tasks. There can only ever be one card at a time in this track, and it has the
highest priority, above all other cards.
FIGURE 9: KANBAN BOARD AND FLOW
Except for the Backlog and Done states, the number of cards allowed at any single time, in
each state, is restricted. Called the Work In Progress (WIP) Limit, it includes both the ‘In
Progress’ and ‘Ready’ Cards in any state, and matches the team’s work capacity. In general,
smaller WIP Limits reduce lead times, help uncover problems in the workflow, and drive
continuous improvement (Kaizen), whilst higher WIP Limits help to absorb variation and
exploit opportunities. Teams using pair programming will have lower WIP Limits, as there is
less simultaneous work in progress. By experimenting with various WIP Limits, you can
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identify, and resolve, process bottlenecks, adjust the impact of lead time, and create a
predictable and efficient workflow. As a rule, your WIP Limit is too low if you hit bottlenecks
every week, and too high if blockers don’t cause an issue.
FIGURE 10: BOTTLENECKED VS. CLEAR KANBAN BOARDS
Kanban applies a form of Production Levelling to the process flow. This ensures that each
step in the production process delivers at a constant rate and that no step in the production
process produces work at a faster rate than subsequent steps. Additionally, Kanban uses the
five focusing steps from the Theory of Constraints as the incremental process improvement
model. These are:
1. Identify the system’s constraints: A bottleneck is an extreme example of a constraint.
The slowest part of any process, no matter how smoothly it is working, will limit the
throughput of the rest of the process.
2. Decide how to exploit the system’s constraints: Keep the constrained state focused
and busy at all times, by focusing on value adding work, removing impediments, and
providing high-quality tools and materials.
3. Subordinate everything else to the above decision: All other states should not produce
more than the constraint can process. This means that they have available capacity
that can support the constrained state to focus on its core responsibilities.
4. Elevate the system’s constraints: Once the constrained state has been fully exploited,
the team, or organisation, needs to invest in additional capability, in order to increase
its overall capacity.
5. If, in a previous step, the constraint was broken (e.g. it is no longer a constraint), go
back to step one: At this point, the overall system throughput will have increased, and
the system constraint will move to a new point. This encourages continuous
improvement (Kaizen) within each team’s processes.
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Note: Each team will go through different iterations of their Kanban board, as their workflow
and work processes improve and evolve. It is not unusual for a productive team, one that has
embraced continuous process improvement, to go through several Kanban board designs a
year. A team that does not change their Kanban board is probably only using it to track work,
not as a method for improvement.
INSPECTION
As well as visualising progress, it is important to measure the time a task or story sits in the
Backlog before being actioned, and the time task or story sits in each state (e.g. the time taken
to move from Active to Testing, and from Testing to Done). The primary measures for this are
Lead Time and Cycle Time. Lead Time and Cycle Time do not measure effort, but the elapsed
time (or duration).
FIGURE 11: LEAD TIME VS CYCLE TIME
Lead Time is defined as the time taken between adding a story to the Backlog, and releasing it
to the customer. Whereas, Cycle Time is defined as the time taken between starting, and
completing, work on a story.
But, numbers alone don’t provide enough useful information to manage your teams. Using
Cumulative Flow Diagrams, and Cycle Time Run Charts, you can represent, and visualise, the
scope of work, planned delivery, and actual delivery of tasks and stories. To ensure full
transparency between your teams and customers, these charts should be available to
everyone even remotely involved with the team.
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CUMULATIVE FLOW DIAGRAMS
A Cumulative Flow Diagram (CFD) visualises the flow of work over elapsed time and the
number of tasks or stories remaining in each state. This is important in verifying the efficient
delivery of work.
FIGURE 12: EXAMPLE CUMULATIVE FLOW DIAGRAM
The CFD tracks each state in your workflow separately, from when a card (or task) enters that
state, to the time the card enters the subsequent state. The vertical distance (y1) in each
charted line shows the number of tasks currently in progress. This distance should never be
greater than the WIP limit for the state. The horizontal distance (x1) shows the time taken for
a task to progress to the next state. The horizontal distance (x2) shows the Average Cycle
Time, the time taken from when a card leaves the Backlog state, until is it done. The final
horizontal distance (x3) shows the Average Lead Time, the time taken from when the card
enters the Backlog, until it is done.
Each line on the Cumulative Flow Diagram should appear smooth; any flat vertical or
horizontal generally indicates impediments, or an uneven flow of work. You can quickly, and
easily, identify bottlenecks, when the area between two bands narrows or, in the worst case,
reduces to zero. Keeping low WIP limits simplifies the identification of bottlenecks, when
analysing Cumulative Flow Diagrams.
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BOTTLENECK
Identified by: A band reducing to
zero.
Identified issue: The
Documentation state is a
bottleneck in the process, and
has starved the Quality Control
state of any work.
Resolution: Improve the delivery
through the bottlenecked state
by exploiting, subordinating, and
elevating the constraint.
FIGURE 13: PROBLEM CFD (STARVED STATE)
POOR FLOW
Identified by: Jagged, widening,
and narrowing bands, between
two or more states.
Identified issue: Caused when
there is not a smooth flow of
work through the system. States
that jump to the maximum WIP,
and back down again, can also
be indicative of bottlenecks, or
other impediments, throughout
the work processes.
Resolution: Identify the cause of
the impediments of bottlenecks,
and remove them, to improve the
flow of work.
FIGURE 14: PROBLEM CFD (POOR FLOW)
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NO, OR LARGE, WIP LIMIT
Identified by: A large distance
between each band, causing a
false sense of smoothness.
Identified issue: This example
actually shows the same
variation as the ‘Bottleneck’
example above. However, as the
WIP Limit is very large, it is
difficult to identify any
fluctuations in the chart.
Resolution: Reduce the WIP Limit
to an appropriate number.
FIGURE 15: PROBLEM CFD (LARGE WIP)
LONG LEAD TIME
Identified by: A very slow, and
shallow, rise in all states.
Identified issue: There is a long
lead time (and cycle time)
between raising a story, and it
being delivered to the customer.
Resolution: Reduce the WIP
Limit, or reduce the size of the
stories, to improve the speed of
the workflow.
FIGURE 16: PROBLEM CFD (LONG LEAD TIME)
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PLATEAU
Identified by: Tracking well,
followed by no visible progress
for several days.
Identified issue: The flow of work
has stopped (or dramatically
slowed), usually caused by
critical production issues, large-
scale staff absences (e.g.
Christmas holidays), or waiting
for customer sign off.
Resolution: Identify what is
causing the halt of workflow, and
(if appropriate) resolve the
underlying issue.
FIGURE 17: PROBLEM CFD (PLATEAU)
NOTHING WRONG
Tracking well in terms of
consistent rise, and no major
widening or narrowing of bands.
FIGURE 18: NORMAL CFD
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CYCLE TIME RUN CHARTS
Teams that measure Cycle Time and Lead Time can visualise these metrics using Cycle Time
Run Charts (sometimes known as statistical process control charts). By looking for trends,
cycles and outliers above expected tolerances, Cycle Time Run Charts will help you to identify
both normal, and uncontrolled, variations in process flow.
FIGURE 19: EXAMPLE RUN CHART
Run Charts plot the Cycle (or Lead) Time of each story, against the long-term average, known
as the centre line. From a continuous improvement perspective, you should aim to improve
your work processes, so the centre line (and thus your average Cycle Time) meets your
customer’s needs.
If you know the expected variance within your process (usually ± three standard deviations),
you can plot the Upper Control Limit (UCL) and Lower Control Limit (LCL). These limits are the
primary mechanism to identify special cause events. This means you should investigate
anything beyond the limits, as they can indicate a process out of control.
It is simple to calculate Cycle Time Run Charts when all stories are of approximately equal
size and effort. However, they can still be effective for stories of varying sizes, but will have
higher Control Limits, and need a larger dataset to calculate a meaningful average.
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PROCESS TREND
Identified by: A run of points that
are continuously increasing or
decreasing.
Identified issue: There is a
progressive trend in the Cycle
Time, implying that something is
gradually shifting over time.
Resolution: If the trend is in the
right direction (usually down), it
may be part of ongoing process
improvement, and your team
should sustain the change.
Otherwise, your team needs to
determine the cause of the
variation, and resolve it.
FIGURE 20: PROBLEM RUN CHART (PROCESS TREND)
PROCESS SHIFT
Identified by: A run of points on a
single side of the centre line.
Identified issue: There is a
sustained shift in Cycle Time,
and may have reached a new
equilibrium.
Resolution: If the shift is in the
right direction (usually down), it
may be part of ongoing process
improvement, and your team
should sustain the change.
Otherwise, your team needs to
determine the cause of the
variation, and resolve it.
FIGURE 21: PROBLEM RUN CHART (PROCESS SHIFT)
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EXTREME PROCESS VARIATION
Identified by: Points above the
UCL, or below the LCL.
Identified issue: Extreme
variation (special causes) in the
team’s process that may indicate
a process out of control.
Resolution: Identify the cause of
the outliers, and if systemic,
resolve the underlying issues.
FIGURE 22: PROBLEM RUN CHART (EXTREME PROCESS
VARIATION)
NOTHING WRONG
No major variations in process
flow.
FIGURE 23: NORMAL RUN CHART
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KAIZEN
‘Fall seven times. Stand up eight.’
Old Japanese Proverb
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All Agile processes are, by their very nature, cyclical, based on the inspect and adapt cycle.
With very little additional effort, this continuous feedback can become ongoing improvement,
and provide the mechanism for organisations to adapt to changing circumstances. This
process of continuous improvement, or Kaizen, leads to a culture of continuous improvement.
There are five main elements to Kaizen:
1. Teamwork: All staff, regardless of rank or status, work together towards the common
goals of your organisation. By extension, all staff, across every team, need to
understand the implications of their work for the rest of the organisation, and share
the responsibility for your organisation’s success.
2. Personal discipline: Staff should be accountable for their actions. Not only for their
core responsibilities, but for all aspects of their work, including quality control, time
management, and their professional relationships with colleagues and customers.
There is a corresponding requirement for organisations to set reasonable standards,
and challenge staff to meet them.
3. Improved morale: Teams share responsibility to build an environment where they feel
empowered, secure, and have a sense of ownership. An organisation with low morale,
or conflict between managers and staff, will suffer from high absenteeism, poor
engagement, and reduced productivity.
4. Quality circles/Retrospective workshop: The retrospective workshops are the primary
forum for teams to suggest improvements to your corporate culture, delivery
processes and management arrangements. Teams should be encouraged to hold
cross-team retrospectives, as a means to share ideas, skills and technology
improvements. Teams also need the authority to experiment with, and implement,
local changes, and the organisation should be quick to respond to any large-scale
suggestions that have implications beyond the team.
5. Suggestions for improvement: All business functions are candidates for Kaizen, and, as
such, each team member has an obligation to participate in the continuous
improvement process. Learning, observing, and putting forward new ideas, especially
in relation to their core responsibilities, will help remove any impediments, and
increase work efficiency.
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Kaizen is a truly continuous process, where teams should be seeking new ways of improving
the business every day. Staff should be encouraged to experiment with different process
changes, to drive continuous improvement.
The regular (weekly or biweekly), retrospective workshop, provides a formal forum for each of
your teams for introspection, and reflection on the processes that support their development.
The goal of this workshop is to suggest improvements, and the focus should be, in order of
importance, people, relationships, process, and tools. The full team should be present for each
retrospective, as they are ultimately responsible, and accountable, for driving process
improvements in their team.
Teams should be free to discuss any relevant topic. During this short meeting, between an
hour to half a day, the team should reflect on the processes since the last Retrospective. This
may include:
Discuss the processes that worked well, and were effective, or improved, since the last
retrospective. By reflecting on the positive outcomes, the team can identify their
strengths, and use those to overcome specific weaknesses. It is also important, as a
mechanism, to provide positive feedback to the team.
Discuss the processes that did not work as well as expected, and need improvement.
By reflecting on the negative outcomes, the team can focus their effort on improving in
that area, or make modifications to the process to better play to their strengths.
Suggest any specific improvements to the processes used within the team. As
mentioned, continuous improvement (Kaizen) is a core concept to Agile, and the team
is responsible for driving most of this change. It is important to ensure that each
improvement is actionable, and assigned an owner.
At the end of the Retrospective, the team should have a list of ‘assigned’ and ‘actionable’
improvements to the management processes.
Each retrospective provides the team with the opportunity to reflect on the time since the last
retrospective, and drive continuous process improvement out of any learning’s since then.
Through this process of Kaizen, the delivery of each story should be more effective, and
enjoyable, than the last.
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5S
5S is an approach to waste reduction, quality & continuous improvement (housekeeping)
defined by the lean approach. The 5 S’s are:
Seiri (Sort): to clean and organise the work area
Seiton (Set in Order): arrange the work area to ensure easy identification and
accessibility
Seiso (Shine): mess prevention and regular maintenance of the work area
Seiketsu (Standardize): create a consistent approach for carrying out production
processes
Shitsuke (Sustain): maintain the previous 4S's through discipline and commitment