KANBAN. Mads Troels Hansen. Prosa, October 4 th Mads Troels Hansen. October 09, 2009 Mads Troels Hansen

Transcription

1 KNN Mads Troels Hansen Prosa, October 4 th Mads Troels Hansen 2 1

2 Personal Kanban Kanban Lean gile Inspiration and my experience! 3 What I do - today Project ooster Shared Product Vision Iterative elivery Visual Mgt., Progress Planning Tuning & Improving Reflection, Problem Solving High usiness Value Improvement, Readiness Training with Games mth@bestbrains.dk, [User Story Mapping, Personas] [Iterations, Stories, Tasks, st.] [Task oard, Kanban, harts] [Release Mgt, Risks] ccelerated Product Management Product efinition [Innovation Games] Product elivery [Portfolio, Release Mgt.] elivering usiness Value [acklog Grooming, Kano Model] Successful Outsourcing 8 patterns High Productivity, Visibility [Implementing Offshore Patterns] Train the Trainers [Train/oach Offshore Teams] usiness Training [Talks, usiness ase] Improvement, Readiness [Offshore ssessment] [Retrospectives] [Value Stream Mapping] [ssessment] [Kanban, ottleneck, usiness Value] /madstroelshansen 4 2

3 Kanban and Processes Kanban History My Kanban stories Personal Kanban Reflection Q& 5 6 3

4 gile team ace-to-face collaboration Visual Management - Task board on the wall October September 09, 09, Mads Mads Troels Troels Hansen 7 Schedule large work orders and align resources by workflow Schedule small work orders and align resources by schedule Schedule small work orders and align resources by workflow 8 4

5 normal way of folding hands 9 hange the structure 10 5

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7 13 Kanban and Processes Kanban History My Kanban stories Personal Kanban Reflection Q& 14 7

8 Toyota Production System (TPS) Taiichi Ohno ( 大 野 耐 ) kan-ban physical card (kan) signaling device (ban)

9 xercise 1: What number is missing? xercise 2: What number is missing?

10 xercise 3: What number is missing? Kanban and Processes Kanban History My Kanban stories Personal Kanban Reflection Q& 20 10

11 evs, tests, technical writer, operations, support 21 Traditional task boards extended with limits Why limits? adence 22 11

12 Gerald Weinberg, Quality Software Management-Systems Thinking Task Switching 23 Visibility and Transparency TRUST Use Google ocs or another online tool 24 12

13 stablish flow and remove bottlenecks Limit Work In Process, iagrams Value Stream Mapping 25 KNN RLTION Kanban

14 Kanban and Processes Kanban History My Kanban stories Personal Kanban Reflection Q& 38 + Personal Kanban, ocus, High productivity Kanban board Pomodoro technique 39 14

15 Pomodoro Technique ocus in 25 min 5 min pause 40 Manage all the interruptions xternal Internal 41 15

16 42 Release Plan 43 16

17 Weekly stats Target ctual 44 Project Progress urn down urn up 45 17

18 Kaizen Improvements 46 Pomodoro tools istributed team Local team 47 18

19 emand Throughput 48 Kanban and Processes Kanban History My Kanban stories Personal Kanban Reflection Q& 49 19

20 Remember the future Today Imagine that you have used some of the techniques 2. iscuss in groups how it has improved your daily work 3. ach group writes ON post-it note with two techniques 5 8 Techniques Kanban and Processes Kanban History My Kanban stories Personal Kanban Reflection Q& 62 20

21 People don t resist change, they resist being changed. - Peter Scholtes Thank you 63 Some references Lean Software evelopment - n gile Toolkit, Mary & Tom Poppendieck, 2003 Implementing Lean Software evelopment, Mary & Tom Poppendieck, 2007 The nterprise and Scrum, Ken Swaper, 2007 actory Physics, W. Hopp, 3rd edition, 2008 gile management, avid ndersson, 2004 Scrumban, orey Ladas, 2009 Kanban vs Scrum practical guide, Henrik Kniberg, pril 2009 Kanban intro, Karl Scotland, ahoogroup: Kanbandev Software xcellence istributed Pomodoro: herrytomato gile 2009 Paper: gile for istributed Teams

22 Scrum and Kanban xtra slides 65 Quick summary Kanban hange prioritization any time No roles ommitment to deliver capacity, SL Seperated planning and release Limits WIP pr. Workflow state an use reak down features, no estimation ifferent adences: Release ycle, Others Throughput Scrum (Iterations) Iterations Roles defined (PO, SM, Team) ommitment to a scope ombined planning and release Limits WIP pr. iteration acklog urndown charts stimation and velocity Iteration is the adence Velocity 66 22

23 Scrum and Kanban Two process tools Scrum Kanban Sales nalyze ev ccept test eployment 67 Pull Scrum Push from business/product mgt. Kanban ownstream pull from upstream 68 23

24 Task board game PL Too In Prog Review one Test oc eploy PL (3) In Prog Review Test oc eploy 69 Task board game New request from a customer PL Too In Prog Review one Test oc eploy PL (3) In Prog Review Test oc eploy 70 24

25 Task board game New request from a customer PL Too In Prog Review one Test oc eploy PL (3) In Prog Review Test oc eploy 71 Task board game New request from a customer New bug reported PL Too In Prog Review one Test oc eploy PL (3) In Prog Review Test oc eploy 72 25

26 Task board game New request from a customer New bug reported PL Too In Prog Review one Test oc eploy PL (3) In Prog Review Test oc eploy 73 Task board game New request from a customer New bug reported PL Too In Prog Review one Test oc eploy PL (3) In Prog Review Test oc eploy 74 26

27 Task board game New request from a customer New bug reported PL Too In Prog Review one Test oc eploy Problem with test server PL (3) In Prog Review Test oc eploy full 75 Task board game New request from a customer New bug reported PL Too In Prog Review one Test oc eploy ixing the test server PL (3) In Prog Review Que Test oc eploy 76 27

28 Task board game PL Scrum: Scope commitment more focus to developers. Too In Prog Review one New request from a customer New bug reported Test oc eploy PL (3) In Prog Review Test Kanban: Visualize bottlenecks oc fast, and enable frequent business prioritization. eploy 77 Scrum usiness prioritization on't interrupt WIP and you may only adjust our work plan every iteration. Kanban on't interrupt WIP and you may change prioritization any time

29 Scrum ommitment and goals ommit to a scope (as professionals) Kanban ommit to deliver working features within a time limit. SL: always deliver within 14 days 79 Scrum Planning ombined planning and release cycles. Kanban Planning and release can be separated. requent planning with release interval related to cost of release and business feedback

30 Scrum Limit WIP pr. iteration WIP Kanban Limit WIP pr. workflow state 81 Roles Scrum Product Owner Scrum Master Team Kanban None prescribed! n gile Project Manager might be valuable to focus on the full value stream 82 30

31 Scrum Iterations Sprints, one cadence with Planning Process improvement Release Kanban No iteration an chose when to do planning, Process improvement, release etc. 83 Scrum Product acklog Sprint acklog acklogs (Impediment backlog!) Kanban s Maybe combine with a acklog of requirements 84 31

32 Scrum ross-functional team Kanban Specialists ifferent roles Teams an also be cross-functional 85 Scrum Reporting Product acklog urndown chart Sprint acklog urndown Kanban umulative low iagrams () 86 32

33 stimating and velocity Scrum stimate relative size Measure velocity Use velocity for planning Kanban None might make sense to do it reak down work at same size Throughput instead of velocity 87 33