1 1 Chapter 1 Kanban in a nutshell Student: Tiberiu Marian Budău Coordinator: Pascal Bihler Contact: Agile methods and lean approaches have been receiving ever increasing attention within the scientific community and blogosphere alike. In the past three years Kanban, an agile toolkit, has been gaining momentum as a fresh and interesting approach to managing software development and many small- to mid-ranged companies are interested in experimenting with it. In this chapter we wish to present the origin and underlying concepts of Kanban, the Kanban board and metrics, a comparison to its most popular rival Scrum, and a successful way of mixing the two. 1.1 Origins and Principles Kanban was initially developed in the 1950s at Toyota, by Taiichi Ōhno, as a method for supporting JIT (just-in-time) production and reducing inefficiencies throught the whole supply chain . Despite the fact that the name means billboard which is the essential tool used in kanban the two characters actually stand for to visualize/examine and card. Thus showing, that the role of kanban is indeed to offer a clear visualization of the workflow with the aim of examining Kanban is a visualization of the workflow modeled by cards traveling throught all phases of the development process.
2 2 1 Kanban in a nutshell potential problems i.e., bottlenecks. The cards are either signals of orders for production/supply or in the case of D. Anderson s Kanban , virtual signals to pull features/use cases that need to be implemented Kanban in supply chain management Figure 1.1: An example of a kanban card From the production manager s point of view kanban is a pull-based methodology that reduces non-value-added waste. As mentioned in  the actual role of kanban as a JIT production tool was to ensure the transparency of the inventory levels. Meaning that when a product was consumed a kanban card would be returned to the producer, within the current producer/consumer node of the supply chain. Once a certain threshold of cards has been reached, the producer would start the production process and, if needed, pull any required resource from upstream . This method was particularly efficient as it reduced non-value-added waste. In other words, there where no costs incurred by the producer without obtaining immediate profit . A possible kanban card can be viewed in Figure 1.1. Nowadays, kanban is implemented as a fullyautomated software tool in the form of E-Kanban and has been ever increasing in popularity, according to some surveys .
3 1.1 Origins and Principles Principles of Kanban Kanban, which was adapted by D. Anderson  from the Toyota Production System kanban, in our opinion, is based upon a set of Agile and Lean Principles that focus on: Human capital, developers and clients are valuable assets; Reducing communication overhead and increasing human interaction; Eliminating unnecessary formalities, chains of command, and increasing reaction to change; Seeing the whole and exposing problems as soon as possible; Rapidly developing a working software solution; Just by scanning the aforementioned principles we can notice that most of the Agile Manifesto  and the properties of Lean Software  are contained therein. We also observe that the Agile Manifesto is followed to the letter. The core pillars of Kanban according to some authors are [14, 6]: Visualization. Visualizing the entire workflow in order to observe the development process as a whole. Identifying bottlenecks, idle areas, and in general increasing the overall productivity are the main objectives. The tools used are the Kanban board and tickets. Pull. Tickets are being pulled, not pushed, throughout the different phases of the development process. Pulling creates slack by definition, lack of tension in a wire which can be exploited, i.e., idle teams can help out colleagues that are struggling in other phases of development. Furthermore, the existence of slack offers the possiblity of improvement and learning. Limit your WIP. WIP stands for Work In Progress and is a threshold used to limit the number of tickets that exist
4 4 1 Kanban in a nutshell at any given moment in every phase. These thresholds need not be the same for every phase. Measure and Control. Measuring and controlling the flow, often through the use of elements from Queueing Theory and from the Theory of Constraints, in order to achieve maximum efficiency. Visualizing, Pulling, Measuring and Controlling, Continously improving, and Limiting your WIP is the Kanban way to do it. Improve Continously and Collaboratively. This principle refers to learning from mistakes and continuously improving the process. Well-known methodologies such as Plan-Do-Check-Act (PDCA), Kaizen, or the Deming cycle can be used. Figure 1.2 shows a few problems that Kanban highlights and effectively tackles. Figure 1.2: Typical problems of a development process 1.2 Kanban Tools, Structure, and Metrics In this section we will describe how one could implement a Kanban process, what the tool structure is, how to use them, as well as ways of monitoring and controlling the workflow.
5 1.2 Kanban Tools, Structure, and Metrics Tools and Structure As previously mentioned the two essential tools for Kanban are the Kanban board and tickets. Kanban is usually phyisically implemented, e.g., with a normal white board and sticky notes. An alternative would be using software tools that emulate the Kanban process, such as LeanKit Kanban  or Agile Zen . We will focus on physical implementation, however, the electronic versions do offer better overall management, access to more information, and are suitable for geographically distributed teams . It is arguable whether the physical board offers more information, however, it does offer flexibility and the potential to expose problems faster, e.g., if several teams are arguing over a ticket and others observe this, then the user story needs to be considered and reanalyzed. Kanban board. The Kanban board, as the name suggests, can be a normal white board. It is divided into columns, each column representing one different phase of the development process. Black tape is usually used to facilitate on-the-fly restructuring, if needed. The transit of tickets throughout the columns offers a visual representation of the workflow. After establishing the workflow, each column may have associated input queues, buffers, and is annotated with a WIP limiter the maximum number of tickets that can exist in that column at any given time. Tickets transit by convention from left to right and are pulled in any arbitrary order, depending on the team s needs. Under some special circumstances it is envisionable that a ticket would be removed from the board, e.g., if the client decides the feature is no longer needed. Kanban tickets. The initial work is, usually, divided into many small, preferably independent, user stories. However, more coarse grained tickets can be utilized (e.g., breakdown into features). Ideally, all tickets should be equally course. Each user story is written on one ticket and initially placed in the first column, usually, referred to as the Backlog. A ticket transits all columns until reaching the last column,
6 6 1 Kanban in a nutshell usually, referred to as Done/Live. Each ticket has an associated team that takes care of that user story within that particular development phase. In the likely case of a bottleneck idle teams may help their struggling colleagues across different phases. The Kanban board should always be adapted with respect to the project, people/teams, technologies used, and so on. What follows is a possible visualization as in , however, we strongly recommend to adapt the entire Kanban process based on the individual needs of each project. Figure 1.3 illustrates the Kanban board that was used in last year s laboratory. It is important to observe that almost all phases, except the Development phase, are controlled by the customer. Thus, showing that the client plays an active role in the development of the product. Figure 1.3: Last year s Agile Lab board Metrics In order to better visualize how a certain Kanban process behaves we construct a Cumulative Flow Diagram (CFD). As the name suggests it is a graphical representation of the transit of all tickets on the board (the Y-axis) during a given time period (the X-axis). We need metrics in order to ensure the measurement and control of the flow. For example, metrics to monitor the flow and see if certain policies have the
7 1.2 Kanban Tools, Structure, and Metrics 7 Figure 1.4: A Cumulative Flow Diagram and its associated metrics  desired effect usually successfully omitting bottlenecks. A relatively large number of metrics can be defined and deduced directly from the CFD. In Figure 1.4 we observe the following metrics: WIP. Work In Progress is the entire amount of work being done and can be defined for any moment in time. In other words, it is the number of tickets present in all columns (except the backlog/first column and live/last column) at a given moment in time. Lead Time. Lead time is the time viewed through the eyes of the customer, i.e., it is the physical time needed for a feature to be successfully implemented and realeased since the request was added to the Backlog. In terms of the workflow on the board, it is the time needed for a ticket to transit all columns. Cycle Time. The time needed for a certain ticket/story to be implemented. Unlike the Lead Time, this doesn t include the first and last column. It shows the actual effort, in time units (e.g., hours, days, weeks), needed to deliver the user story/feature.
8 8 1 Kanban in a nutshell Backlog Size. Backlog Size is the number of tickets that are currently submitted and have not been issued into the development phases. As this definition suggests the Backlog Size is, usually, variable over time. The actually size depends on certain factors such as: how many tickets are being pulled into the development phases, how many new features the client decides to add and with what priority, do old stories generate new ones (e.g., after analysis one ticket might generate several new ones in the backlog), etc. Use custom or self-defined metrics to monitor and control the workflow. Enforced policies need to be made explicit. Lead Time subsumes Cycle Time and in our opinion is not so important for the developer, however, crucial for the client. Additionally, we note that not all the metrics above need to be observed throughout the process. We will later see that it is sufficient to monitor just two of them. WIP, Cycle Time, and Lead Time can also be defined on average for a better global view of the flow. We believe that average cycle time is more useful as it can quickly be used to identify exceptional tickets, i.e., features that are being developed too slow or even too fast. In order to control the workflow certain policies need to be applied based on these metrics. However, these policies do need to be made explicit, i.e., written down on the board, to maintain transparency . As examples of policies we have WIP limiters, pull order, or more complex ones such as ticket prioritization. Little s Law. A very useful law that comes from Queue Theory . It states that the average number of clients in a queue (N) is equal to the product of the arrival rate (λ) and the average time in the queue (T ). N = λ T Applied to Kanban we obtain the average number of tickets in development (W IP ) is equal to the product of the rate at which tickets arrive (T hroughput) and the average time needed to finish a ticket (CycleT ime).
9 1.3 Kanban vs. Scrum 9 W IP = T hroughput CycleT ime CycleT ime = W IP T hroughput Little s Law is particularly useful as it shows how one can tweak the WIP in order to obtain a desired Cycle Time. Average Cycle Time is, essentially, the speed at which the product is being developed and, if needed, can be used in time/cost estimations. Bottlenecks. They are the main problem in any development process as some teams are idle, while others are overwhelmingly busy. One efficient way of tackling this issue is to reallocate, if possible, human resources and focus on the choke point. Reallocating can be a dangerous thing, however, it is worth considering. Additionally, in a pre-emptive manner one can add extra queues between forseeable bottlenecks, such as a Dev Ready queue between the Development and Test phases . 1.3 Kanban vs. Scrum Kanban and Scrum are the two very popular agile toolkits. Some authors have even proposed methodologies from migrating from one toolkit to the other . In the following section we will present their differences as well as a method for trying to get the best of both worlds Scrum An overview of Scrum can be seen in Figure 1.5. It is easy to observe that while maintaining its agility, it still is a wellstructured toolkit . We have clear boundaries for iterations and meetings, i.e., everything is precisely timeboxed.
10 10 1 Kanban in a nutshell Figure 1.5: Scrum process overview  There are special roles assigned both during the daily meetings and during the sprint meeting (Product Owner, Development Team, Scrum Master) and all meetings are mediated (by the Scrum Master). Scrum is very prescriptive, i.e., there are many rules to follow . For example, sprint meetings are organized, usually, once every month. The work to be done (set of items from the backlog to be implemented) as well as a strict timeline and plan is charted. Changing the plan after the sprint meeting goes against Scrum. Similarly, the daily meetings have a strict protocol, e.g., what questions everybody must answer and what needs to be done if a problem is signaled. One major difference between Kanban and Scrum is that in Scrum work items may have variable granularity. Not only between sprints but also within the same sprint. This introduces a new source of variability which makes identifying and tackling issues more difficult. The typical Scrum checklists, boards, and burn-up/burndown charts do offer an overview of the global development trend, however, they do not have the problemexposing capability of the Kanban board and CFDs . Thus, Scrum is not particularly well suited for exposing development bottlenecks.
11 1.4 Conclusion Mixing the two Kanban has been criticized for being too chaotic, as it does not define any iterations or mediation among the teams. However, it has been continuously praised for its lightweight way of visualizing and controlling the workflow . Kanban is well-suited for projects where the number of stories is reasonable (e.g., does not exceed 2 digits), however, the lack of structuredness becomes noticeable for large projects. The question arises how can we combine the visualization and flow control of Kanban with the structure, albeit lax, of Scrum? As seen in  one efficient way of doing it is to define sprints exactly as in Scrum, with all the associated meetings and roles. And, on the other hand, manage each individual sprint through Kanban. In this manner, an overall iterative sctructure may be observed and each individual sprint can be efficiently delivered through Kanban, as bottlenecks at sprint-level can be easily handled . 1.4 Conclusion To conclude, Kanban is a very powerful toolkit that helps visualize and expose problems, gives methods for tackling issues, and strives for continous improvemnet of the development process. Additionally, we stress that only the core principles are set in stone and the structure of the board and metrics should be adapted to each different scenario. We would like to also present a comic that summarizes, in a somewhat informal way, a normal day in Kanbanland .
12 12 1 Kanban in a nutshell
13 1.4 Conclusion 13
15 15 Bibliography  Electronic Kanban tool. LeanKit Kanban.  Electronic Kanban tool. Agile Zen.  Queue Theory lecture. University of Columbia. misra/coms6180/notes/queueing.pdf.  Technical Blog.  The agile manifesto.  D. J. Anderson. Kanban: Successful Evolutionary Change for Your Technology Business. Blue Hole Press,  P. Klipp. Technical Blog. kanbanery.com.  H. Kniberg. Technical Blog.  H. Kniberg and M. Skarin. Kanban and Scrum - making the most of both. lulu.com, March  N. Nikitina and M. Kajko-Mattsson. Developer-driven big-bang process transition from scrum to kanban. In Proceedings of the 2011 International Conference on Software and Systems Process, pages , May  T. Ōhno. Toyota Production System: Beyond Large-Scale Production. Productivity Press,  J. Olhager and E. Selldin. Supply chain management survey of Swedish manufacturing firms. In International Journal of Production Economics, volume 89, pages , 2004.
16 16 Bibliography  M. Poppendieck and T. Poppendieck. Lean Software Development: An Agile Toolkit. Addison-Wesley Professional,  A. Roock and H. Wolf. Kanban in der Softwareentwicklung. In Business Technology Architektur und Management Magazin, January  J.-B. Waldner. Principles of Computer-Integrated Manufacturing. London: John Wiley & Sons, September  L. Williams. What agile teams think of agile principles. In Communications of the ACM, volume 55, April 2012.
Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline
Kanban For Software Engineering Jaco van der Merwe Electromagnetic Software & Systems (EMSS) 18/8/2010 firstname.lastname@example.org FEKO 1 General Applications of FEKO Antennas Antenna placement Microwave components
Journal of Applied Economics and Business USAGE OF KANBAN METHODOLOGY AT SOFTWARE DEVELOPMENT TEAMS Nevenka Kirovska 1, Saso Koceski 2 Faculty of Computer Science, University Goce Delchev, Stip, Macedonia
Agile and lean methods for managing application development process Hannu Markkanen 24.01.2013 1 Application development lifecycle model To support the planning and management of activities required in
Using Kanban Boards in Agile Project Management By Tony J Barrett LCDR USCG (Ret.), PE, EVP, PMP, CSM CEO of Valued Technology, Inc. Presented at PMI Seminar on 13 September 2013 Agenda A Brief History
What is meant by the term, Lean Software Development? Scope of this Report November 2014 This report provides a definition of Lean Software Development and explains some key characteristics. It explores
CERN Kanban A Toyota s manufacturing system for Software Development Who am I? Eloy Reguero Fuentes (Noreña - Spain) Computer Science Engineer (Universidad de Oviedo 2007) SoKware Engineer at CERN (2007)
Agile support with Kanban some tips and tricks By Tomas Björkholm Foreword A year ago I held an Open Space at Scrum Gathering in Stockholm about Agile Support. I have since received several requests to
Kanban A Lean approach to Agile software development JFokus January 26, 2010 Henrik Kniberg Agile/Lean coach www.crisp.se Board of directors email@example.com 070 4925284 Goals of this tutorial Basic
Introduction to Software Kanban Darian Rashid Agile Trainer & Coach firstname.lastname@example.org 1 Topics Push vs. Pull Systems Introduction to Lean/Kanban Traditional Wastes in Lean Standard Development Taskboard
Kanban kick- start By Tomas Björkholm at Crisp, April 2011 INTRODUCTION... 1 AN APPROACH TO GET STARTED WITH KANBAN... 2 STEP 1 GET TO KNOW YOUR SYSTEM... 2 STEP 2 IDENTIFY YOUR SOURCES AND PRIORITIZE...
Lean Metrics How to measure and improve the flow of work Chris Hefley, CEO of LeanKit November 5 th, 2014 Introduction to Lean Metrics What metrics should you measure? How to track them? What effect do
Getting Started with Kanban Paul Klipp kanbanery 2 Contents 3/ Getting Started with Kanban 4/ What is Kanban? 7/ Using Kanban Does kanban apply to me? How can it help me? What will I have to change? 10/
Kanban vs Scrum Making the most of both JAOO, Aarhus Oct 6, 2009 Henrik Kniberg Agile/Lean coach @ Crisp, Stockholm Board of directors email@example.com +46 70 4925284 Purpose of this presentation
Improving Software Development through Combination of Scrum and Kanban VILJAN MAHNIC Faculty of Computer and Information Science University of Ljubljana Trzaska 25, SI-1000 Ljubljana SLOVENIA firstname.lastname@example.org
The only person who likes change is a baby with a wet diaper. Mark Twain Charan CA Atreya November - Evolutionary adoption of agile principles in traditional organizations First introduce Kanban and get
Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,
Copyright Net Objectives, Inc. All Rights Reserved 1 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE
Thought Leadership: Requirements Definition and Management Agile Requirements Definition and Management (RDM) How Agile requirements help drive better results Jason Moccia One of the myths of Agile software
1 Yes We Kanban! Introducing an Agile Methodology to Manage Your Team Bryan Morris, P.Eng., Verilab, email@example.com Abstract This paper describes how a management technique known as Kanban can
WHITE PAPER Assessing Kanban fitment in the Fluid and Fast-paced World of Software Development - Vikram Abrol, Ketan Shah. Operating in a business environment governed by speed and agility, IT companies
Would you like to have a process that unlocks ability to learn and produce faster? Agile - your unfair advantage in the competition. BUILD LEARN MEASURE DEFINED MEASURABLE REPEATABLE COLLABORATIVE IMPROVABLE
Kanban: A Process Tool John Heintz, Gist Labs firstname.lastname@example.org http://gistlabs.com/john John Heintz, Gist Labs Gist Labs is essential innovation Essential Process: Agile/Lean/Kanban Essential Technology:
Challenges In Scaling Scrum Robert Ward 3 April 2013 The Agile Manifesto In Context The Manifesto is mostly heuristics, not mandates and not first principles. It aimed to legitimize resistance to conventional
Kanban vs Scrum Making the most of both QCon, San Francisco Nov 18, 2009 Henrik Kniberg Agile/Lean coach @ Crisp, Stockholm http://www.crisp.se/henrik.kniberg Background: developer, manager, entreprenuer
Chapter 1 Introduction to Agile Objectives: Define Agile software development Explain differences and similarities between various lightweight methodologies Learn the core principles of Agile Dispel common
Using a Lean and Kanban Approach in Agile Development Jeff Patton AgileProductDesign.com email@example.com In this short talk we ll cover: 1. What is a Kanban System and how does it apply to software development?
Addressing Complexity in Enterprise-Level Software: Be Agile. Scale Up. Stay Lean. By Dean Leffingwell 2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. 2008 Scaled - 2013 Agile Scaled Framework Agile,
Kanban what is it and why should I care? Abstract Landon Reese Kathy Iberle Kanban is gaining popularity in the software development world. It deserves to be considered as a means to manage software development.
Agile Software Development Lecturer: Raman Ramsin Lecture 17 Practices: Design and Kanban 1 Design Practices: CRC Cards CRC Class, Responsibilities, and Collaborators Potential classes are written on CRC
PAGE 1 ios App Development Project Management in Software: Origin of Agile PAGE 2 Learning Outcomes By the end of the unit, you should be able to: 1. Differentiate between Waterfall and Agile process 2.
WHITE PAPER Kanban execution: Optimizing work-in-progress (WIP) Towards achieving a shorter lead time and better flow rate Abstract This is the second of a three-part paper on Kanban. In the first paper
Lean and Agile Development With Scrum (Part 2) Lucio Davide Spano firstname.lastname@example.org email@example.com 7 May 2012 Dilbert intro Summary Sprint Review Done at the end of the Sprint Not a simple
Lean Agile Scrum Business Value Development and Delivery using Agility Brenden McGlinchey Software Done Right, Inc. firstname.lastname@example.org High yield software engineering team Active Customer Involvement
Scaling Kanban for software development in a multisite organization: Challenges and Potential Solution Nirnaya Tripathi, Pilar Rodríguez, Muhammad Ovais Ahmad, Markku Oivo XP 2015 Presenter-Nirnaya Tripathi
AGILE METHODOLOGIES IN SOFTWARE DEVELOPMENT Abstract 9 Nayab Zya #1, Mohammad Suaib #2 1 M.Tech (CSE), Second Year 2 Research Guide # Department of Computer Science and Engineering Integral University,
Two years of applying Kanban at SAP: a report from the trenches Alexander Gerber and Martin Engel, SAP AG November, 2013 Public 2013 SAP AG. All rights reserved. Public 2 2013 SAP AG. All rights reserved.
Modern Risk Management with Kanban Eric Green email@example.com @zenagilist Keep Austin Agile - March 21, 2014 What do we mean by the term modern? mod ern adjective : based on or using the newest information,
Scrum Is Not Just for Software A real-life application of Scrum outside IT. Robbie Mac Iver 2/9/2009. Agile methods like Scrum can be applied to any project effort to deliver improved results in ever evolving
The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered
An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder firstname.lastname@example.org @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban
Contents 3 4 5 7 11 14 15 22 23 Introduction Tip 1: Start Off Simple Tip 2: Analyze Your Team s Workflows Tip 3: Know Which Methods Are Best For Which Teams Tip 4: Assess Purchase Drivers Tip 5: Evaluate
Value Stream Mapping + Simulation Taking Your Map to the Next Level Table of Contents 2 WHAT IS VALUE STREAM MAPPING? 3 DOES IT HAVE LIMITATIONS? The Bottleneck Problem The Dependency Problem The Variability
Agile Notetaker & Scrum Reference Designed by Axosoft, the creators of OnTime the #1 selling scrum software. Scrum Diagram: Team Roles: roduct Owner: Is responsible for what goes into the product backlog
MRP & KANBAN: Together Again For The First Time! Don Guild, Synchronous Management, Milford, CT P: 203-877-1287 E: email@example.com www.synchronousmanagement.com Reproduction or use of these materials, in
SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy
Scrum and Kanban 101 www.bebetterleader.com @jfiodorova What are your expectations What are the differences between Agile and Traditional? What do you know about Agile Two approaches to control any process:
Contracting for Agile Software Projects Author: Peter Stevens As a customer or supplier of software services at the beginning of a Software Development Project, you know that there is too much at stake
How we work Digital Natives working methods 22 October 2014 (C) Copyright 2014 Digital Natives LTD All rights reserved. 1 How we work Digital Natives (DiNa) s business goal is to take part in and support
Jan Marek Jan.Marek@ca. com CA Technologies Session S601 Introducing Agile development methodologies to mainframe development teams Agenda Introduce Agile software development methodologies Scrum overview
Today: Software Development Models (cont) CPSC 491 Development Processes (aka Development Lifecycle) Define the steps, and their order, to be carried out The main steps (or phases) generally include: 1.
BEGINNING THE LEAN IMPROVEMENT JOURNEY IN THE CLINICAL LABORATORY Author: Jason A. Coons, Program Manager, TechSolve Abstract Lean is an extremely powerful tool in identifying and eliminating waste. The
A Fresh Graduate s Guide to Software Development Tools and Technologies Chapter 5 Project Management CHAPTER AUTHORS Chen Minchao Daniel Mohd Shahab Nguyen Viet Thinh Software Development Tools and Technologies
3 Actuals Walk To learn about the "current state" by observing the actual workers doing the actual work in the actual place where the work normally occurs. See also: Process Walk 5 Whys Asking why repeatedly
Lean and Agile Development With Scrum (Part 1) Lucio Davide Spano firstname.lastname@example.org email@example.com 3 May 2012 Agile Programming http://www.dilbert.com Traditional Software Development Waterfall
Master thesis in Applied Information Technology REPORT NO. 2008:014 ISSN: 1651-4769 Department of Applied Information Technology or Department of Computer Science Bottlenecks in Agile Software Development
Value Stream Mapping If you are already familiar with value stream mapping and want to skip this chapter, please jump to the end where I discuss Where we spend our time. This includes an important discussion
Advanced Planning and Scheduling Techniques Table of Contents Introduction 3 The Basic Theories 3 Constrained and Unconstrained Planning 4 Forward, Backward, and other methods 5 Rules for Sequencing Tasks
Agile Development for Application Security Managers www.quotium.com When examining the agile development methodology many organizations are uncertain whether it is possible to introduce application security
Henrik Kniberg - risp gile coach & Java guy Kanban vs Scrum practical guide eep Lean, Stockholm May 19, 009 ofounder / TO of Goyada (mobile services) 30 developers Lead architect at ce Interactive (gaming)
White paper: Developing agile project task and team management practices By Vidas Vasiliauskas Product Manager of Eylean Board 2014 The case Every one of us seeks for perfection in daily routines and personal
Agile letvægts projektstyring med Google Docs @ PROSA, 31/10-2009 Thomas Blomseth, BestBrains Tool types Physical tools Index cards on whiteboards Wall paper Lightweight general tools Office suites Google
Versions 2.0 Version Date Remarks 1.0 12/4/2012 Initial version 2.0 3/8/2008 REVISION HISTORY Updated knowledge areas Added questions examples Updated suggested readings section Page 2 of 15 Version 2.0
Kanban in Software Development and Project Management Are slippages in meeting development and project deadlines hugely impacting your profits? If you are looking for a new approach to unleash productivity,
Lean Principles by Jerry Kilpatrick Introduction Lean operating principles began in manufacturing environments and are known by a variety of synonyms; Lean Manufacturing, Lean Production, Toyota Production
PERFORMANCE ENGINEERING IN SCRUM Balasubramanian, Infosys Technologies Limited This paper describes how performance engineering as a software discipline should be planned and executed in an agile development
Designing your Kanban Board to Map your Process February 26, 2014 Chris Hefley, CEO, LeanKit Need help mapping your process? Introductions Review: Kanban 1.Visualize your work 2.Limit your Work-in-Process
Sample Exam ISTQB Agile Tester 2014 Foundation Level Extension Version 1.0 Copyright Notice This document may be copied in its entirety, or extracts made, if the source is acknowledged. Table of Contents
How to Implement Lean Manufacturing Lonnie Wilson Me Graw Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Contents Preface Acknowledgments
Assignment 1: Your Best Backlog For this assignment, you ll develop: A kanban board using the free online tool Trello to manage your sprint and product backlogs using previously developed (or new) problem
Secrets of a Scrum Master: Agile Practices for the Service Desk #askitsm @ITSMAcademy @ITSM_Lisa @ITSM_Donna ITSM Academy About ITSM Academy NextGen ITSM Education: Certified Process Design Engineer (CPDE)
Agile, Scrum and Kanban for Video Game Development A tour of what agile is and what can be applied (or not) to video game development. Clinton Keith - Background Full-time agile trainer and coach for video
Value, Flow, Quality BCS PRACTITIONER CERTIFICATE IN AGILE SYLLABUS BCS Practitioner Certificate in Agile Introduction: In the last decade Agile has moved from being an idea on the fringe of software development
Scrum in five minutes Scrum and agile methods are hot topics these days A simple method for the management of complex projects... Older methods focus on staying on track; Scrum is aimed at delivering business
CMMI and KANBAN is it possible? Pedro Castro Henriques Strongstep CEO Alexandrina Lemos Strongstep Senior Consultant About Pedro Castro Henriques Strongstep CEO and Co-Founder Worked in 9 European countries
Practical Experience: Adopt Agile Methodology Combined With Kanban For Virtual Reality Development Bachelor of Science Thesis in Software Engineering and Management Bin Han Jianfeng Xie University of Gothenburg
Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels Al Shalloway, Net Objectives September 4 th, 2014 Implementing Kanban at Scale Al Shalloway, CEO & Founder of Net
Factors Influencing Agile Practices: A Survey Akhil Kumar 1, Bindu Goel 2 1 (University School of Information Technology, GGS Indraprastha University, New Delhi-110075) 2 (University School of Information
1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between
What is Scrum? From http://www.scrumalliance.org/pages/what_is_scrum A lean approach to software development Scrum is an agile software development framework. Work is structured in cycles of work called
For Improved Efficiency, look at the supply Chain and Outsourcing Management SESSION 6 : ALTERNATIVE FOR APPROPRIATE HEALTHCARE MANAGEMENT Maurice Rizkallah Certified Supply Chain Professional APICS On
Agile to the Bone Introduction to Agile by Pietari Kettunen Agenda Problem with traditional software engineering Why Agile is the solution? Roots of Agile Values of Agile Common implementations Scrum Kanban
Be Agile. Scale Up. Stay Lean Building the Lean Agile Enterprise with the Scaled Agile Framework By Dean Leffingwell 10 October, 2013 2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. 2008 Scaled - 2013