Kanban. A Toyota s manufacturing system for Software Development CERN EUROPEAN ORGANIZATION FOR NUCLEAR RESEARCH. Eloy Reguero Fuentes

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1 CERN Kanban A Toyota s manufacturing system for Software Development

2 Who am I? Eloy Reguero Fuentes (Noreña - Spain) Computer Science Engineer (Universidad de Oviedo 2007) SoKware Engineer at CERN (2007) Project Associate ( ) Fellowship ( ) Staff (2011)

3 Summary Introduc/on... Kanban One Day in Kanban land Agile approaches Benefits Myths Bibliography

4 It s hard to optimize something that you can t see

5

6 Introduction Kanban Japanese word which means literally Visual Card Scheduling system for lean and Just- In- Time producwon Developed by Taiichi Ohno at Toyota in the late 1940s to improve producwon He is considered to be the father of the Toyota ProducWon System (TPS) Toyota was able to reduce lead- Wme and cost while improving quality TPS s 6 rules 1. Do not send defecwve products to the subsequent process. 2. The subsequent process comes to withdraw only what is needed. 3. Produce only the exact quanwty that was withdrawn by the subsequent process. 4. Level the producwon. 5. Kanban is a means of fine tuning. 6. Stabilize and rawonalize the process.

7 Introduction II Lean / Just- In- Time in Industry Lean It s the western term for Toyota ProducWon System Maximise customer value while minimising waste EliminaWng waste creates processes than needs less human effort, less space, less capital and less Wme compared with tradiwonal systems Companies are able to respond to change requests with high quality, low cost and fast Just- In- Time (JIT) Pull system of producwon An order provides a signal for when the product should be manufactured Enables a company to produce only what is required,in the right quanwty and at the correct Wme

8 Introduction III Half of the features we build are never used Always 7% Often 13% Never 45% Sometimes 16% Rarely 19%

9 Introduction IV Kanban in SoIware (2) (4) (1) (3) Lean approach to Agile sokware development Rules in Kanban are simple Visualize the workflow Cycle time Lead time Limit work in progress (WIP) Measure and manage cycle Wme. Lead Wme Explicit policies (definiwon of Done, WIP limits, etc)

10 Visualization Visual card Admission Ticket please return this ticket at the exit

11 Visualization II Cards Unique IdenWfier DescripWon SpringCampus-12 Create service to retrieve students Size : S M L Kanban boards Define a workflow Named columns and transacwons work states wait states Define WIP

12 Visualization III Buffer Buffer Buffer Buffer

13 Visualization IV First Line Support

14 Visualization V

15 Work In Progress EUROPEAN ORGANIZATION FOR NUCLEAR RESEARCH

16 Work In Progress WIP Capacity of workflow state Indirectly we are sekng a limitawon in the flow Visualize WIP in Kanban board The purpose of WIP limits is to avoid too much mulwtasking and overloading a downstream process WIP acts as an alert to highlight problems before it gets out of control Some cases Too low WIP Idle people bad producwvity Too high WIP Idle tasks bad lead Wme If you nowce that many items are swll for a long Wme without being worked on, that is an indicawon that the Kanban limit might be too high Experiment Or, as the Scrumologists say... Inspect & Adapt

17 Cumulative Flow Diagram Produc/on Flow Movement of products within the shop during each stage of the parts manufacturing process.

18 Cumulative Flow Diagram II

19 Cumulative Flow Diagram III

20 One Day in Kanban Land

21 Agile Approaches Scrum Kanban XP

22 Agile Approaches 140" 120" 100" 80" 60" 40" 20" 0" RUP" XP" Scrum" Kanban" Do"Whatever" More prescriptive More adaptive

23 XP in 2 minutes Extreme Programming (XP) it s based on simplicity communicawon feedback courage respect Internal XP pracwces ConWnuous integrawon Pair programming Test- driven development CollecWve code ownership Incremental design improvement

24 Scrum in 2 minutes Scrum in a nutshell Split your organizawon into small, cross- funcwonal, self- organizing teams: Scrum teams Split your work into a list of small, concrete deliverables. Sort the list by priority EsWmate the effort of each item Split Wme into shot- fixed iterawons (1-4 weeks). Sprints OpWmize the release plan and update prioriwes in collaborawon with customers aker each iterawon OpWmize the process by having a retrospecwve aker each iterawon Instead of large group spending a long time building a big thing, we have a small team spending a short time building a small thing. But integrating regularly to see the whole

25 Kanban in 2 minutes Kanban in a nutshell Visualize the flow Split the work into pieces, write each piece item on a card and put on the wall Use named columns to illustrate where each item is in the workflow Limit WIP assign explicit limits to how many items may be in progress at each workflow state Measure the lead Wme. Average Wme to complete one item cycle Wme lead Wme as small and predictable as possible

26 And the winner is...? Scrum XP Kanban

27 And the winner is...? Mix and match the tools as you need Scrum - XP Kanban - Scrum Daily meewngs Scrum - Kanban Limit the queue size Scrum - RUP Write backlog as Use Cases

28 Scrum vs Kanban WIP: Kanban limits WIP per Workflow State Scrum limits WIP per iterawon (sprint) Scrum Board Kanban Board

29 Scrum vs Kanban II Scrum resists change within an itera/on Typical Answer for a change request: No, sorry, we ve commined to do A,B,C&E, but feel free to add it to the backlog What would happen in Kanban? Check limits... To Do is blocked. You can add E if you liberates a task from To Do list of you wait... Response Time: In Scrum is half the sprint length in average. In Kanban is the Wme the capacity becomes available.

30 Benefits Bonlenecks become clearly visible in real- Wme. This leads people to collaborate to opwmize the whole value chain rather than just their part. Provides a more gradual evoluwon path from waterfall to agile sokware development. Provides a way to do agile sokware development without necessarily having to use Wme- boxed fixed- commitment iterawons such as Scrum sprints. Useful for situawons where sprints don t make much sense, such as operawons and support teams with a high rate of uncertainty and variability.

31 Common Myths Myth: With Kanban you don t use itera/ons Fact: With Kanban iterawons are opwonal. Do it only if you have a need for it in your context. Myth: With Kanban you don t es/mate Fact: With Kanban eswmawon is opwonal. Do it only if you have a need for it in your context. Myth: Kanban is berer than Scrum/XP/RUP/whatever Fact: Kanban is just a process tool, and there is no such thing as a universally good or bad tool. It all depends on your context. Myth: Kanban is a drop- in replacement to Scrum/XP/RUP/whatever Fact: Kanban is just about managing workflow. It hardly replaces anything. What it does do, however, is drive change. In Kanban you start with whatever process you have, visualize it, introduce WIP limits, and then evolve from there.

32 To take-away Know your goal Never blame the tool Don t limit yourself to one tool Experiment & Enjoy the ride

33 Bibliography Kanban: Successful Evolu/onary Change for Your Technology Business David J. Anderson Henrik Kniberg hnp://blog.crisp.se/author/henrikkniberg Mar/n Fowler hnp://marwnfowler.com/agile.html InfoQ hnp://

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