Kanban. A Brief Introduction: Creating Fast, Flexible Flow in Software Development. presented by

Transcription

1 Kanban A Brief Introduction: Creating Fast, Flexible Flow in Software Development presented by

2 What is Kanban? Kanban most closely associated with Toyota s lean work Translates into visual card A signaling system used to trigger subsequent actions, illustrated by manufacturing pull systems Used originally in the production of products on a manufacturing line Supports the lean concept of Just In Time (JIT) production Example: 10 Engines Needed, 3 Left = Time to make more engines.

3 What is Kanban? Kanban is a process tool, just like Scrum o o Tools help teams accomplish something Processes are how teams do their work No one process or tool is the answer for every product or team s needs Kanban, just like Agile, is not a silver bullet

4 What is Kanban? The Three Golden Rules of Kanban 1. Visualize the workflow Knowledge work does not have inherent visual cues Visual radiators allow for easier management 2. Limit Work-in-Progress (WIP) Limiting the number of open work items forces focus on completion Reduces context switching (multi-tasking) 3. Pull value through the system Pull systems only start new work when the need is created by the system

5 The Myth of Multi-Tasking What is really going on? Multi-tasking used to be worn as a badge of honor denoting someone who was able to get more done by doing more things all at once. When most people refer to multitasking, they are really talking about switchtasking. No matter how they do it, switching rapidly between two things is just not very efficient or effective. The great irony of multitasking [is] that its overall goal, getting more done in less time, turns out to be chimerical. In reality, multitasking slows our thinking A brain attempting to perform two tasks simultaneously will, because of all the back-and-forth stress, exhibit a substantial lag in information processing. -David Crenshaw, The Myth of Multi-Tasking

6 To Do In Progress Copyright 2013 Davisbase Consulting. Licensed for Classroom Use to ASPE.

7 To Do In Progress Copyright 2013 Davisbase Consulting. Licensed for Classroom Use to ASPE.

8 To Do In Progress

9 To Do Analyze Develop Test

10 To Do Analyze Develop Test

11 To Do Analyze Develop Test

12 To Do Analyze Develop Test

13 To Do Analyze Develop Test

14 Typical Flow on the Kanban Board To Do Analyze Develop Test

15 Typical Flow on the Kanban Board To Do Analyze Develop Test

16 Typical Flow on the Kanban Board To Do Analyze Develop Test!

17 Typical Flow on the Kanban Board To Do Analyze Develop Test

18 Typical Flow on the Kanban Board To Do Analyze Develop Test

19 Typical Flow on the Kanban Board To Do Analyze Develop Test

20 Typical Flow on the Kanban Board To Do Analyze Develop Test

21 Typical Flow on the Kanban Board To Do Analyze Develop Test

22 Typical Flow on the Kanban Board To Do Analyze Develop Test

23 Typical Flow on the Kanban Board To Do Analyze Develop Test!!

24 Typical Flow on the Kanban Board To Do Analyze Develop Test!!

25 Typical Flow on the Kanban Board To Do Analyze Develop Test

26 Typical Flow on the Kanban Board To Do Analyze Develop Test

27 Typical Flow on the Kanban Board To Do Analyze Develop Test

28 Typical Flow on the Kanban Board To Do Analyze Develop Test

29 Typical Flow on the Kanban Board To Do Analyze Develop Test

30 Typical Flow on the Kanban Board To Do Analyze Develop Test

31 Typical Flow on the Kanban Board To Do Analyze Develop Test

32 Typical Flow on the Kanban Board To Do Analyze Develop Test

33 Typical Flow on the Kanban Board To Do Analyze Develop Test

34 Typical Flow on the Kanban Board To Do Analyze Develop Test Copyright 2013 Davisbase Consulting. Licensed for Classroom Use to ASPE.

35 Seeing Problems What to look for: Queuing and Starving Queuing is when a state has reached its WIP limit and no work items can be added to that state. Starving is when no work items are moving to the next state and thus starving the team members that work on those items.

36 Queuing and Starving To Do Analyze Develop Test

37 Queuing and Starving To Do Analyze Develop Test

38 Queuing and Starving To Do Analyze Develop Test

39 Queuing and Starving To Do Analyze Develop Test

40 Queuing and Starving To Do Analyze Develop Test!!

41 Seeing Problems An Example of Starving Developers

42 Queuing and Starving To Do Analyze Develop Test

43 Queuing and Starving To Do Analyze Develop Test

44 Queuing and Starving To Do Analyze Develop Test

45 Queuing and Starving To Do Analyze Develop Test

46 Queuing and Starving To Do Analyze Develop Test!

47 Seeing Problems How does flow work through the system? Prioritization based on Classes-of-Service. Expedite Delivery Date Standard Class Intangible Class

48 Pulling New Work To Do Analyze Develop Test

49 Pulling New Work To Do Analyze Develop Test

50 Pulling New Work To Do Analyze Develop Test

51 Pulling New Work To Do Analyze Develop Test?

52 Pulling New Work To Do Analyze Develop Test?!

53 Pulling New Work To Do Analyze Develop Test

54 Pulling New Work To Do Analyze Develop Test

55 Pulling New Work To Do Analyze Develop Test

56 Pulling New Work To Do Analyze Develop Test

57 Pulling New Work To Do Analyze Develop Test!!

58 Pulling New Work To Do Analyze Develop Test

59 Pulling New Work To Do Analyze Develop Test

60 Pulling New Work To Do Analyze Develop Test

61 Seeing Problems Or, for high priority items...

62 Pulling New Work To Do Analyze Develop Test!!!

63 Pulling New Work To Do Analyze Develop Test

64 Pulling New Work To Do Analyze Develop Test

65 Pulling New Work To Do Analyze Develop Test

66 Seeing Problems Or, for REALLY high priority items...

67 Pulling New Work To Do Analyze Develop Test URGENT

68 Pulling New Work To Do Analyze Develop Test URGENT

69 Pulling New Work To Do Analyze Develop Test URGENT

70 Pulling New Work To Do Analyze Develop Test URGENT

71 Pulling New Work To Do Analyze Develop Test URGENT

72 Pulling New Work To Do Analyze Develop Test URGENT

73 How Does Kanban Work? Pulling New Work To Do Analyze Develop Test URGENT

74 Pulling New Work To Do Analyze Develop Test URGENT

75 Seeing Problems How to focus on delivering highest value items earlier...

76 Keeping an eye on ROI PRIORITY To Do Analyze Develop Test

77 Keeping an eye on ROI PRIORITY To Do Analyze Develop Test Your average wait time from here is 4 weeks Keep track of cycle times to produce Disneyland Wait Times

78 Keeping an eye on ROI PRIORITY To Do Analyze Develop Test Your average wait time from here is 4 weeks Keep track of cycle times to produce Disneyland Wait Times Cycle Time

79 Why Use Kanban? All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes. - Taiichi Ohno (considered the father of Lean Manufacturing)

80 Why Use Kanban? Enables team to release product at any time Allows teams and customers to change priorities on the fly There is no need for iterations, rather teams focus on reducing the overall cycle time of feature requests No need to estimate the effort to deliver features Allows for team and organization leadership to visualize work flow to identify bottlenecks, constraints, and issues with the system used to develop and deliver software

81 Why Use Kanban? People with different skills have to work together to deliver product features. Don t build features that nobody needs right now. Don t write more specs that you can code. Don t write more code than you can test. Don t test more code than you can deploy. - Corey Ladas, Lean Software Engineering

82 Scrum Vs. Kanban Iteration 1 Iteration 2 Iteration 3 Iteration 4 = 3

83 Your Next Steps Find experts that can point you in the right direction. Recognize that training is the proper foundation on which team s build. It takes time to get good at anything, Agile and Kanban is no exception, but the rewards are well worth it. Getting started is easier than you might think.

84 Join the Community, Build Your Network Does your team or organization need Agile training? To network, find Agile tools / resources, ask me questions... Find me on LinkedIn: Tom Wessel

85 About Davisbase Consulting A leading, national provider of Agile training and coaching services. Since 2007, over 300 classes taught to over 5000 people nationwide. Training, coaching, and consulting work for over 50 Fortune 500 Clients. Experienced; in the trenches doing what we teach Extensive experience with all aspects of software development and project lifecycle across multiple industries and verticals. Every title and role from Developer, QA, Project Manager through Sr. Leadership. Average of 14+ years of applied IT Leadership experience.

86 Final Thoughts... Simplicity does not precede complexity, it follows it. - Alan Perlis Whether your next project is a success or a failure is not a matter of chance, it is a matter of choice. - A wise Agile coach and trainer

87 Questions and Answers Your questions, my answers.

88 How to Claim Your PDU Go to aspe-sdlc.com/pdu/ for instructions on submitting your PDU. You can submit your PDU by mail or electronically. The Activity code for today s presentation is WS and ASPE s REP number is The seminars are Category A for one PDU