Eight Steps to Kanban

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TI

AM!Half(day!Tutorial!
11/12/2013!8:30!AM!
!
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!
!

"Eight Steps to Kanban"
!
!
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Presented by:
Ken Pugh
Net Objectives
!
!
!
!
!

Brought(to(you(by:(
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340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073!
888(268(8770!H!904(278(0524!H!sqeinfo@sqe.com!H!www.sqe.com

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!!Ken!Pugh!
!!Net!Objectives!
!
A fellow consultant with Net Objectives, Ken Pugh helps companies
transform into lean-agile organizations through training and coaching.
His special interests are in communication (particularly effectively
communicating requirements), delivering business value, and using
lean principles to deliver high quality quickly. Ken trains, mentors, and
testifies on technology topics from object-oriented design to
Linux/Unix. He has written several programming books, including the
2006 Jolt Award winner Prefactoring and his latest Lean-Agile
Acceptance Test Driven Development: Better Software Through
Collaboration. Ken has helped clients from London to Boston to
Sydney to Beijing to Hyderabad. He enjoys snowboarding,
windsurfing, biking, and hiking the Appalachian Trail. Reach Ken at
ken.pugh@netobjectives.com!

Implemen'ng)Kanban)For)Your)Team)
)

Eight Steps to Kanban!
Ken Pugh
Fellow Consultant
Net Objectives
"Eight#Steps#to#Kanban”#

KP#November#2011#

Introductions !
!  Background ?
–  Years in software
–  Experience with
!  Scrum
!  Kanban
!  Lean

!  Why are you here?

2
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#

16#October#2013#

1#

)

Ken Pugh!
!  Fellow#Consultant#
!  OOA&D,#Design#PaZerns,#Lean,#Scrum,#Kanban,#

Photo#
Size:#
###Height:#2.25#
Posi9on:##
##from#top#leR#corner#
##Horizontal#0.75##
##Ver9cal#1.#
Picture##Style:#Simple#Black##
###Frame#
#

Test6Driven#Development#

!  Over#2/5#century#of#soRware#development#
experience#

!  Author#of#seven#books,#including:#

ken.pugh#
@netobjec9ves.com#

–  #Prefactoring:#Extreme#Abstrac+on,#Extreme#
Separa+on,#Extreme#Readability##(2006#Jolt#Award)#
–  #Interface#Oriented#Design#
–  Lean#Agile#Acceptance#TestGDriven#Development:#
BeJer#SoKware#Through#Collabora+on#

No#code#goes#in#+ll#the#test#goes#on.#
A#journey#of#two#thousand#miles#begins#with#a#single#step.#

Lean for Executives
Product Portfolio
Management

ASSESSMENTS"
CONSULTING"
T RAINING "
COACHING"

Business

Lean
Enterprise
Manage
ment

Team
technical
Kanban / Scrum
ATDD / TDD / Design Patterns

Lean Management
Project Management


16#October#2013#

2#

)

Agenda!
Beginnings
Lean / Agility
Flow
Value Stream Mapping
Kanban
Policies
Transitioning

Eight Steps To Kanban !
! 
! 
! 
! 
! 
! 
! 
! 
! 

Agree to goals"
Map the value stream"
Deﬁne a set of work item types"
Meet with external stakeholders"
Create board for tracking"
Agree to standup"
Agree to operational review"
Educate the team"
Start doing it"

David#Anderson.#XTC,#London#2009,#October#

16#October#2013#

3#

)

Section 1"

Beginnings!

TABLE WORK"
Issues with Software Development"

Issue 3
Issue 2

A projec
t
is done
when…

Issue 1


16#October#2013#

4#

)

Section 1"

Lean Agile !

Agile
t on
r
Dilbe


16#October#2013#

5#

)

Agility"
is where you have"

Predictability"
of "
Business Value "
Realization"
@#agility

deliver value
at a #
consistent pace
over the #
long haul


16#October#2013#

6#

)

Lean!
Lean%Thinking!focuses!on:!!!!
•  Value&
•  &Incrementally!delivered!by!highest!business!
value!
•  Flow&&
•  Continual!increments,!high!quality,!fast!
•  Eliminating&Waste!!!
•  Non;customer!value!activities!!
•  Inventory!(anything!invested!in!that’s!not!
released).!!!
!!

business
trum
ps f
value
low

s
Trump

ucing
Red
Waste

16#October#2013#

7#

)

Lean"
Visioning"

Iterative Agile"

Business
Project"
Incremental!
DecompApproval"
Development!
osition"

Incremental"
Support & "
Deploy-"
Feedback"
ment"

drive&'om&&

Business&Value&


16#October#2013#

8#

)

SMALL
INCREMENTS!

think and deliver
in the appropriate size
incrementally and frequently

16#October#2013#

9#

)
mak

e al
l wo
rk

visibl

e

!
#

Flow and Delay!


16#October#2013#

10#

)

FLOW

BUSINESS VALUE!

!
!

Give Feedback

!
Selecting what to work on

!

Developing It

PIPELINE!


16#October#2013#

11#

)

DELAY IS" ﬁnding"
redoing"
reworking"
waiting"

hand-offs
bottlenecks
information delay
untested code
unread requirements
transaction related
coordination related

@#waste, delay, and complexity

Concept#
Regional)Coordinators)
Business)Leaders)
Trainers)&)Educators)
Product)Managers)

Business)

Customers)

Consump9on#

Customer)

Product)Champion(s))

Capabilities

New
Requirements

Software
Product

Software
Release

Support)

Product)Related)

Product)Related)
Product)Related)

Shared)Components)
Shared)Components)

Development)


16#October#2013#

12#

)

Customer:
I need new
features yesterday
Devs hear:
Get it done; Fast,
at all costs!

code base:
Exponential
increase in time
to add features

code base:
Sloppy changes

code base:
Increased defects

code base:
Increased complexity
_s#

Testers#are#
overloaded
Tes'ng)occurs)
long)aFer)coding)

further)delays)in)
feedback)

Devs)don’t)get)
immediate)feedback)

#Testers)w/more)work)
Systems)w/more)defects)

Devs)create)
more)defects)

_s#


16#October#2013#

13#

)

Throughput vs. Utilization!

how much of what you do is

valuable?
rework?


16#October#2013#

14#

)

What Work Do You Do?!
Getting
Requirements

Design

Faste
r met
hods

Planning

Collaboration
Programming
Testing

Auto
matio
n

Integration
Deployment

s
elay
ve D
o
Rem Re-doing

requirements

ys
e Dela
Remov Working from old
requirements

Delays
Remove
“Fixing” bugs

ys
e Dela
Remov
“Integration”
errors

Lack o

f feed

Building
unneeded
features

back

Lack o
fT
knowl ech
edge
Over-building
frameworks

Just-in-Time!
Pull a story from the backlog
Build it quickly
Work only on it
If possible: this is even better!


16#October#2013#

15#

)

Value Stream Map !

Value Stream Mapping:  
Deﬁne the Boundaries!

!  Value Stream Mapping starts with clear boundaries:

Suppliers

Part)of)the)Total)Value)
Stream)

Inputs)

Triggers'

Outputs)

Customers
or Internal
Partners

Done'

• ))Who)Are)The)Suppliers?)))

• 

What)Are)The)Triggers?)

• 

Who)Are)The)Customers)Or)
Internal)Partners?)))

• ))What)Are)The)Inputs?)

• 

What)Are)The)Major)Process)
Steps)?)

• 

What)Are)The)Outputs?)

• 

What)Func'ons)Are)Involved?)


16#October#2013#

16#

)

Step 1: Identify Actions!
Request
)

Approve
)

Reqts#

Sign)Oﬀ
)

Review
)

Design)

Code)

Analysis#

Test)

Deploy
)

1.  Iden9fy#the#ac9ons#taken#in#the#value#stream#
i.  Try#star9ng#from#the#end#of#the#process#and#work#back#up#stream#

_1dd

Step 2: Determine Calendar Time!
Request
)

Approve
)

Reqts#

Sign)Oﬀ
)

Analysis#

0.5#hrs#

8#hrs#

160#hrs#

8#hrs#

100#hrs#

Design)

Review
)

Code)

Test)

Deploy
)

120#hrs#

2####hrs#

280#hrs#

240#hrs#

8#hrs#

2.  Calculate#the#calendar#9me#for#each#ac9on.###
i.  Easiest#to#do#by#when#the#ac9on#started#and#when#it#ended.##
ii.  If#it#is#part#of#a#mee9ng,#the#9me#is#the#en9re#mee9ng.#

_1dd


16#October#2013#

17#

)

Step 3: Calculate Time Actually  
Worked on the Action!
Request
)

Approve
)
.1#hr#avg
#

60#hrs#avg#

Reqts)

Sign)Oﬀ
)
1#hr#avg
#

40#hrs#avg#

0.5#hrs#

8#hrs#

160#hrs#

8hrs#

100#hrs#

0.5#hr#avg
#

Design)

Review)
)
2#hrs#avg
#

80#hrs#avg#

40#hrs#avg#

3#hrs#avg
#

120#hrs#

2####hrs#

280#hrs#

240#hrs#

8#hrs#

40#hrs#avg#

Code)

Analysis)

Test)

Deploy
)

2.  Calculate#the#calendar#9me#for#each#ac9on#
3.  Calculate#9me#actually#worked#on#each#ac9on#
i.  Take)Avg.)'me)if)more)than)one)person)works)the)step)

_1dd

Step 4: Identify Time Between Actions!
Request
)

0.5#hr#avg
#

Approve
)
.1#hr#avg
#

320#hrs#

1. 
2. 
3. 
4. 

160#hrs#

Sign)Oﬀ
)

2#hrs#avg
#
2####hrs#

80#hrs#

40#hrs#avg#

8hrs#

Code)

80#hrs#

Analysis)

1#hr#avg
#

320#hrs#

160#hrs#

Review)
)

Design)
120#hrs#

60#hrs#avg#

8#hrs#

0.5#hrs#

40#hrs#avg#

Reqts)

80#hrs#

80#hrs#avg#
280#hrs#

Test)

80#hrs#

80#hrs#

100#hrs#

40#hrs#avg#

Deploy
)

80#hrs#

240#hrs#

3#hrs#avg
#
8#hrs#

Iden9fy#the#ac9ons#taken#in#the#value#stream#
Calculate#the#calendar#9me#for#each#ac9on#
Calculate#9me#actually#worked#on#each#ac9on#
Iden9fy#9me#between#ac9ons#

_1dd


16#October#2013#

18#

)
Step 5: Identify Any Loop Backs Required!

Request
)

0.5#hr#avg
#

Approve
)

Reqts)

.1#hr#avg
#

320#hrs#

80#hrs#

60#hrs#avg#

Review)
)

Design)

40#hrs#avg#

2#hrs#avg
#

160#hrs#

Code)

2####hrs#

120#hrs#

Test)

40#hrs#avg#

80#hrs#

80#hrs#

100#hrs#

Deploy
)

3#hrs#avg
#

80#hrs#

8#hrs#

240#hrs#

280#hrs#

20%#Rejected#
Repeat#1X#

1. 
2. 
3. 
4. 
5. 

40#hrs#avg#

80#hrs#

8hrs#

80#hrs#avg#

80#hrs#

Analysis)

1#hr#avg
#

160#hrs#

8#hrs#

0.5#hrs#

Sign)Off
)
320#hrs#

65%#Defec+ve#
Repeat#3X#

Iden9fy#the#ac9ons#taken#in#the#value#stream#
Calculate#the#calendar#9me#for#each#ac9on#
Calculate#9me#actually#worked#on#each#ac9on#
Iden9fy#9me#between#ac9ons#
Iden9fy#any#loop#backs#required#
_1dd

Request
Request!
"
0.5 // 0.0 hrs"
0.0 hrs
"

Reqts"
Reqts!

Approve
Approve!
"
320 hrs"

.1 / 7.9 hrs
"

80 hrs"

60 / 100 hrs"

Sign Off!
Sign Off
"
320 hrs"

Analysis!
Analysis"

1 / 7 hrs
"

160 hrs"

8 hrs"

0.5 hrs"

16#October#2013#

80 hrs"

40 / 60 hrs"

8 hrs"
8hrs"

100 hrs"

80 hrs"

Review"!
Review

Design!
Design"
40 / 80 hrs"

160 hrs"

2 / 0 hrs
"
2 hrs"

120 hrs"

20% rejected"
Repeat 1X"

Code!
Code"
80 hrs"

Test!
Test"

80 / 200 hrs"
280 hrs"

80 hrs"

40 / 200 hrs"

Deploy
Deploy!
"
80 hrs"

240 hrs"

3 / 5 hrs
"
8 hrs"

65% defective"
65% defective"
Repeat 3X"
Repeat 3X"

PCE =

hrs"
509 hrs!
hrs"
3433 hrs!

= 14.9%!

1. Identify the actions taken in the value stream"
2. What was the real time from start to finish of the action?"
3. What was the average time working on this vs working on other things?"
4. Identify time between actions"
5. Identify any loop backs required"
Avg Time Worked # !
Avg Time Worked
6. Calculate Process Cycle Efficiency:! Total Cycle Time"
Total Cycle Time!

16#October#2013#

19#

)
Request
!
0.5 / 0.0 hrs
"

Approve
!
320 hrs"

.1 / 7.9 hrs
"

Reqts!
80 hrs"

Sign Off
!
320 hrs"

1 / 7 hrs
"

160 hrs"

8 hrs"

0.5 hrs"

60 / 100 hrs"

Analysis!
80 hrs"

40 / 60 hrs"

8hrs"

100 hrs"

80 hrs"

Review!

Design!
40 / 80 hrs"

2 / 0 hrs
"

160 hrs"

2 hrs"

120 hrs"

20% rejected"
Repeat 1X"

Code!
80 hrs"

Test!

80 / 200 hrs"
280 hrs"

80 hrs"

Deploy
!

40 / 200 hrs"

80 hrs"

240 hrs"

65% defective"
65% defective"
Repeat 3X"
Repeat 3X"

3 / 5 hrs
"
8 hrs"

3433 – 509 = 2924
!

Which gives a better return?
Getting better
at what you do

Eliminating
delays between
what you do

Create Value
Stream Map

16#October#2013#

20#

)

TABLE WORK"
What features are you working one?
Already Done,
Working On,
To-Do
List features separately on post-it
notes and put up on board.

Kanban!


16#October#2013#

21#

)

Kanban in a Nutshell!

Prioritized
list of
Features

Team works on items as they come in.
They follow Lean principles.
Focus on work in progress and shortening
cycle time.
Deliver value on a
regular basis
based on features
in and value out.

visualize the entire value stream #


16#October#2013#

22#

)
Kanban suggests
limit # of items

Lean suggests limit
TIME between steps being worked on in
each step

time
size of queue

Kanban Tenets"

“

Lean thinking is far more concerned that
the right work is being done
at the right time
than about who is doing the work”


16#October#2013#

23#

)

Kanban Work Item"
Tracking #

If late against
the target lead time

Description

##
##

*"

##
##
#

Entry Date

g

Do
ne

Q

Te
sti
n

R
to eady
te
st

Q

Co
din
g

R
fo eady
rc
od
e

Q

De
sig
n

R
de eady
sig fo
n
r

An

Q

aly
sis

---------------------------------------- Development Team ----------------------------------------

R
fo eady
rd
ev

M
be MFs
re ing
fin
ed

A
M ppro
M
Fs ved

-- Product Managers --

Required Delivery
Date

Q

Note: Testing is for tests that cannot be
accomplished during the coding phase

Feature
Story#

flowing features and stories

16#October#2013#

24#

)

Pull"

Work enters a queue.
When someone needs new work,
they pull from the queue
Work goes through stages.
When work is done in a stage,
it flows to next stage.
Until it is done

WIP Limit… "
Governs maximum number of work items that
can be in a state at any instant.
Below its limit:
Pull a work item from upstream
At its limit:
Wait for an item to be done and flowed
downstream


16#October#2013#

25#

)

Bus
Req

Spec.
Spec. Comp.

Dev.
ready

Dev.

Dev.
Comp.

Build
ready

Test

Release
ready

Stage

Prod.

Standard

design the kanban board

Courtesy Olav Maassen QNH

Entry and Exit Criteria!

Entry

< 5 requests,
sequenced
order

Specify

Exit

Entry

SME defined

Exit

Readiness

Dev Stories written
Complete design review
Test cases UAT & IST
defined


16#October#2013#

26#

)

Flow Measurement!

40#

35#

number))of))stories)

30#

25#

20#

15#

10#
Backlog#
Analysis#

5#

Implmnt#
Test#
Done#

0#
0#

1#

2#

3#

4#

5#

6#

7#

8#

9#

week)number)
@#cumulative flow diagram

16#October#2013#

27#

)
40#

35#

number))of))stories)

30#

25#

20#

15#

10#
Backlog#
Analysis#

5#

Implmnt#
Test#
Done#

0#
0#

1#

2#

3#

4#

5#

6#

7#

8#

9#

week)number)

Laying out the
Kanban Board!


16#October#2013#

28#

)

ban board
the kan
reﬂects 
process"
work and
your

Creating the Kanban board!
1.  Start with what you do now
2.  Modify slightly to implement pull
3.  Use transparent method for viewing work
4.  Limit WIP; pull work when the team has capacity
5.  Evolve by recognizing bottlenecks, waste and
variability that affect performance
6.  Continuously (and incrementally) improve the
process


16#October#2013#

29#

)

Kanban Board"
Prioritize"

Specify"

Execute"

Deploy & Ready to Use"

Implement"

Deploy & Ready to Use"

Implement"

Exit" Entry"

"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"

Kanban Board"
Prioritize"
Business
priority"

Business
Sequ"

Specify"
Define
Business
Req"

Define
Tech Req"

Define Test
Scenarios"

Execute"
System
Analysis &
Design"

Build"

Prep IST Run IST
& UAT" & UAT"

Update
Baseline"

Update Business
PO
Processes &
Promote"
Acceptance"
Conduct Training"

Business
Value
Retrospection"
Extracted
from Feature"

Exit" Entry"

"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"


16#October#2013#

30#

)

Waiting for approval


320

map to kanban board


Working on approval


320

.1
8

map to kanban board

16#October#2013#

31#

)


Working on approval

Ready for Requirements


320

.1
8

80

map to kanban board

.1
8

Requirements

Working on approval

320




60
80 160

map to kanban board

16#October#2013#

32#

)

Ready for sign off

.1
8

Requirements

Working on approval

320




60
80 160 320

map value stream to kanban board

Sign Off

-------------------------------------- Development Team --------------------------------------

Ready for sign off

.1
8

60
80 160 320

1
8

Requirements

Working on approval

320





16#October#2013#

33#

)

Ready for Deploy

Deploy

40
80 240

80

3
8

Done

Test

80
80 280

Ready for Test

Code

2
2

Ready for Code

Review

40
80 120 160

Design

Ready for Review

40
80 100

Ready for Design

1
8

Analysis

60
80 160 320

Ready for Analysis

Sign Off


Ready for sign off

.1
8

Requirements

Working on approval

320





Ready for Deploy

Deploy

40
80 240

80

3
8

Done

Test

80
80 280

Ready for Test

Code

2
2

Ready for Code

Review

40
80 120 160

Design

Ready for Review

40
80 100

Ready for Design

1
8

Analysis

60
80 160 320

Ready for Analysis

Sign Off


Ready for sign off

.1
8

Requirements

Working on approval

320




map to kanban board

16#October#2013#

34#

)

Create Kanban Board
From Your VSM

WIP Limits!


16#October#2013#

35#

)

Little’s Law!
Average number of projects is correlated with:
Average Rate Started * Average Time in System
Project size
increases

# of active
projects goes up
Task switching
goes up

Delays go up

Average length of
projects goes up

Setting WIP Limits!

!  Want flow to be consistent across value stream
!  Set on
– Overall flow
– Resource allocation
– Size of work items


16#October#2013#

36#

)

Classes of Service!

"
Classes of Service
influence the behavior of the work

Expedite"
Special handling"

Time "
Risk " Date driven"
Flow"
Policy" Normal"

Intangible"
"


16#October#2013#

37#

)

Classes of Service"
Expedite"

Outside
Impact"

Speciﬁc
Delivery Date"

Impediment"

Standard
Maintenance or
Break-Fix Work

Time"
Risk" Flow"
Policy"

Standard

New or
Value-Added Work
@#service level

A kanban board simulation
5

4

3

Bus)
Req)

Spec.)
Spec.) Comp.)

Dev.)
ready)

4

Dev.)

2
Dev.)
Comp.)

2

Build)
ready)

Test)

Release)
ready)

Stage)

Prod.)

“Standard”)
Blocked)

Flow#

“Defect”)
)“Fixed)Date”)

Courtesy Olav Maassen QNH


16#October#2013#

38#

)

the SILVER card"
when and what to challenge"

Create WIP limits and Classes of Service


16#October#2013#

39#

)

Daily Standup !

The daily rhythm of work
Stand-up
•  Do we have a bottleneck?
• 
• 
• 
• 
• 

(congestion or gaps in the queues?)
Do we have a blocker not dealt with?
Are we keeping to WIP limits?
Are priorities clear?
What did we do yesterday?
What are we planning today?

After the Stand-up
•  Update charts
•  Remove done items off the board


16#October#2013#

40#

)

Discussion points!
WIP Limits
Stories in process for more than five
days (stalled)
Impediments (inter-team)
Issues (intra-team)
Empty spots on the board

Place features on Kanban Board and do a
stand-up


16#October#2013#

41#

)

Section 9"

Explicit Policies!

Explicit Policies!
!  Process Flow
!  Input Cadence
!  Output Cadence
!  Work in Process Limits
!  Definition of Done
!  Entry and Exit Criteria
!  Handling Rework
!  Handling Classes of Service


16#October#2013#

42#

)

Cadence!
!  Input – how often are things put onto the input queue
!  Output – how often are things in output released?
!  Retrospective – how often review and improve

Create Explicit
Policies

16#October#2013#

43#

)

Section 12"

Transitioning To
Kanban!

Getting started with kanban

!  Agree to goals"
! 
! 
! 
! 
! 
! 
! 
! 

Agree to standup"
Educate the team"
Start doing it"


16#October#2013#

44#

)



!  Map the value stream"
–  Define where you start"
–  Define where you finish"

! 
! 
! 
! 
! 
! 
! 

Agree to standup"
Educate the team"
Start doing it"



!  Define a set of work item types"

! 
! 
! 
! 
! 
! 

–  User stories"
–  Bugs"
–  …"
Agree to standup"
Educate the team"
Start doing it"



16#October#2013#

45#

)


!  Deﬁne a set of work item types"

!  Meet with external stakeholders"

! 
! 
! 
! 
! 

–  Set WIP limits
–  Agree to input cadence
–  Agree to delivery cadence
–  Agree to classes of service (minimum 2, typically 5-6).
–  Agree to cycle cadence for each level of service"
Agree to standup"
Educate the team"
Start doing it"


! 
! 
! 
! 

Agree to goals"

!  Create board for tracking"
! 
! 
! 
! 

Agree to standup"
Educate the team"
Start doing it"


16#October#2013#

46#

)


! 
! 
! 
! 
! 

Agree to goals"

!  Agree to standup"
!  Agree to operational review"
!  Educate the team"
!  Start doing it"



! 
! 
! 
! 
! 
! 

Agree to goals"
Agree to standup"

!  Agree to operational review"


16#October#2013#

47#

)


! 
! 
! 
! 
! 
! 
! 

Agree to goals"
Agree to standup"




! 
! 
! 
! 
! 
! 
! 
! 

Agree to goals"
Agree to standup"
Educate the team"


16#October#2013#

48#

)

Wrap Up!
Not an ending, but a
beginning

Summary!
!  Focus on
–  Value
–  Flow
–  Waste
–  Transparency

!  Break into small work items
!  Deliver Quality


16#October#2013#

49#

)

This is an Agile Course!
!  You are the customers
!  You have given requirements (e.g. the “what”)
!  You are the testers
–  Have your requirements been met?
–  What else needs to be done?

99############################

Supplementary!


16#October#2013#

50#

)

Alternative Boards!

Buffers, queue limits, and SWIP

16#October#2013#

51#

)

Tiers expand, collapse to track work

Expediting and swim lanes

16#October#2013#

52#

)

Expediting and SWIP

5
Input
Queue

4
Analysis
In Prog Done

Courtesy David J. Anderson

8

2

Dev & Test Dev
In Prog

Done

2

Test
Ready

Test

Release
Ready

...

Open Column for Concurrent Activities

16#October#2013#

53#

)
5

4

4

2

2

Test
Ready

Test

4
Input
Queue

Analysis

Dev
In Prog

In Prog Done

Done

Release
Ready

...

Combine
Split

4
Test Dev
In Prog

Split Column for Concurrent Activities


5
Input
Queue

4
Analysis
In Prog Done

8

In Prog
UI Design

2

Done

2

Test
Ready

Test

Release
Ready

...

Security

Persistence

Business Logic


Split Column for Multiple unordered activities

16#October#2013#

54#

)

Any alterations to your
Kanban Board?

Transition Risk!


16#October#2013#

55#

)

Risks!

!  Not understanding root cause of issues
!  Assuming one size fits all
!  Challenges outside of product development
team
–  Hard to get ancillary organizations to adopt agile

!  Lack of true teams
–  Calling a team “team” is not enough

Effectiveness of Change

!  Poor technical practices

Not enough change to
have a significant
benefit
Sweet#Spot#

Hawthorne
Effect

More change than the
system can bear

Rate of Change Delivered


16#October#2013#

56#

Effectiveness of Change

)

Not enough change to
have a significant
benefit
Semi-sweet

More change than the
system can bear

Spot
Hawthorne
Effect

Rate of Change Delivered


16#October#2013#

57#

Eight Steps to Kanban

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