Eight Steps to Kanban

!

TI AM!Half(day!Tutorial!

11/12/2013!8:30!AM!

!

!

!

!

!

"Eight Steps to Kanban" !

!

!

Presented by:

Ken Pugh

Net Objectives !

!

!

!

!

Brought(to(you(by:(!

!

!

340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073!

888(268(8770!H!904(278([email protected]!H!www.sqe.com

!!!!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 [email protected]!

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

16#October#2013#Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#

1#

Eight Steps to Kanban!

Ken Pugh Fellow Consultant Net Objectives

KP#November#2011#

"Eight#Steps#to#Kanban”#

Introductions !

!  Background ? –  Years in software –  Experience with

!  Scrum ! Kanban !  Lean

! Why are you here?

2



2#

Ken Pugh!

ken.pugh#@netobjec9ves.com#

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

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

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

Test6Driven#Development#

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

experience#

!  Author#of#seven#books,#including:#–  #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#

Lean Enterprise

Business

Management Team

ASSESSMENTS"CONSULTING"

TRAINING"COACHING"

Lean for Executives Product Portfolio Management

Lean Management Project Management

Kanban / Scrum ATDD / TDD / Design Patterns

technical



3#

Beginnings Lean / Agility Flow Value Stream Mapping Kanban Policies Transitioning

Agenda!

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#



4#

Beginnings!

Section 1"

TABLE WORK "

Issue 1

Issue 2

Issue 3 A project is done when…

Issues with Software Development"



5#

Lean Agile !

Section 1"

Dilbert on A

gile



6#

Agility"Predictability"

Business Value "Realization"

of "

@#agility

is where you have"

deliver value at a #

over the #consistent pace

long haul



7#

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).!!!

!!

Lean!

business value

Trumps

Reducing

Waste

trumps flow



8#

Support & "Feedback"

Project"Approval"

Business Decomp-osition"

Incremental!Development!

Incremental"Deploy-"ment"

Visioning"

Iterative Agile"Lean"

drive&'om&&

Business&Value&



9#

SMALL INCREMENTS!

t h i n k a n d d e l i v e r i n t h e a p p r o p r i a t e s i z e

incrementally and frequently



10#

m a k e a l l w o r k!visible#

Flow and Delay!



11#

FLOW

B U S I N E S S V A L U E !!!!!

P I P E L I N E !Selecting what to work on Developing It

Give Feedback



12#

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

finding"redoing"reworking"waiting"

@#waste, delay, and complexity

Support)

Customers)

Shared)Components)

Shared)Components)

Product)Related)Product)Related)

Product)Related)

Software Release

Software Product

New Requirements

Development)

Customer)Product)Managers)

Business)Leaders)Regional)Coordinators)

Trainers)&)Educators)

Product)Champion(s))

Capabilities

Business)

Consump9on#

Concept#



13#

_s#

Customer: I need new

features yesterday

Devs hear: Get it done; Fast,

at all costs!

code base: Sloppy changes

code base: Increased complexity

code base: Increased defects

code base: Exponential

increase in time to add features

_s#

Testers#are#overloaded

Tes'ng)occurs)long)aFer)coding)

Devs)don’t)get)immediate)feedback)

Devs)create)more)defects)

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

further)delays)in)feedback)



14#

Throughput vs. Utilization!

how much of what you do is

valuable? rework?



15#

What Work Do You Do?!

Getting Requirements

Testing

Programming

Design

Integration

Planning

Collaboration

Re-doing requirements

Working from old requirements

“Fixing” bugs

“Integration” errors

Faster methods

Automation

Remove Delays

Remove Delays

Remove Delays

Remove Delays Deployment

Building unneeded features

Over-building frameworks

Lack of feedback

Lack of Tech knowledge

Just-in-Time!

Pull a story from the backlog Build it quickly Work only on it

If possible: this is even better!



16#

Value Stream Map !

Value Stream Mapping: Define the Boundaries!!  Value Stream Mapping starts with clear boundaries:

Part)of)the)Total)Value)Stream)Inputs) Outputs)

Customers or Internal Partners

Suppliers

• ))Who)Are)The)Suppliers?)))

• ))What)Are)The)Inputs?)

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

•  What)Are)The)Outputs?)

•  What)Are)The)Triggers?)

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

•  What)Func'ons)Are)Involved?)

Triggers' Done'



17#

Step 1: Identify Actions!

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

Approve)Request) Reqts# Sign)Off)

Review) Deploy)

Analysis#

Design) Code) Test)

_1dd

Step 2: Determine Calendar Time!

1.  Iden9fy#the#ac9ons#taken#in#the#value#stream#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.#

0.5#hrs# 160#hrs#8#hrs# 8#hrs#

120#hrs# 280#hrs# 240#hrs#

100#hrs#

8#hrs#2####hrs#

Approve)Request) Reqts# Sign)Off)

Review) Deploy)

Analysis#

Design) Code) Test)

_1dd



18#

Step 3: Calculate Time Actually Worked on the Action!

1.  Iden9fy#the#ac9ons#taken#in#the#value#stream#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)

0.5#hrs# 160#hrs#8#hrs# 8hrs#

120#hrs# 280#hrs# 240#hrs#

100#hrs#

8#hrs#2####hrs#

Approve).1#hr#avg#

Request)0.5#hr#avg#

Reqts)60#hrs#avg#

Sign)Off)1#hr#avg#

Review))2#hrs#avg#

Deploy)3#hrs#avg#

Analysis)40#hrs#avg#

Design)40#hrs#avg#

Code)80#hrs#avg#

Test)40#hrs#avg#

_1dd

Step 4: Identify Time Between Actions!

1.  Iden9fy#the#ac9ons#taken#in#the#value#stream#2.  Calculate#the#calendar#9me#for#each#ac9on#3.  Calculate#9me#actually#worked#on#each#ac9on#4.  Iden9fy#9me#between#ac9ons#

Approve).1#hr#avg#

Request)0.5#hr#avg#

Reqts)60#hrs#avg#

Sign)Off)1#hr#avg#

Review))2#hrs#avg#

Deploy)3#hrs#avg#


Design)40#hrs#avg#

Code)80#hrs#avg#

Test)40#hrs#avg#


120#hrs# 280#hrs# 240#hrs#

100#hrs#

8#hrs#2####hrs#

320#hrs# 80#hrs# 320#hrs# 80#hrs# 80#hrs#

160#hrs# 80#hrs# 80#hrs# 80#hrs#

_1dd



19#

Step 5: Identify Any Loop Backs Required!

16#October#2013#

1.  Iden9fy#the#ac9ons#taken#in#the#value#stream#2.  Calculate#the#calendar#9me#for#each#ac9on#3.  Calculate#9me#actually#worked#on#each#ac9on#4.  Iden9fy#9me#between#ac9ons#5.  Iden9fy#any#loop#backs#required#

Approve).1#hr#avg#

Request)0.5#hr#avg#

Reqts)60#hrs#avg#

Sign)Off)1#hr#avg#

Review))2#hrs#avg#

Deploy)3#hrs#avg#


Design)40#hrs#avg#

Code)80#hrs#avg#

Test)40#hrs#avg#


120#hrs# 280#hrs# 240#hrs#

100#hrs#

8#hrs#2####hrs#

320#hrs# 80#hrs# 320#hrs# 80#hrs# 80#hrs#

160#hrs# 80#hrs# 80#hrs# 80#hrs#

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

20%#Rejected#Repeat#1X#

_1dd

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"6. Calculate Process Cycle Efficiency:!

Approve!.1 / 7.9 hrs"

Request!0.5 / 0.0 hrs"

Reqts!60 / 100 hrs"

Sign Off!1 / 7 hrs"

Review !2 / 0 hrs"

Deploy!3 / 5 hrs"

Analysis!40 / 60 hrs"

Design!40 / 80 hrs"

Code!80 / 200 hrs"

Test!40 / 200 hrs"

0.5 hrs" 160 hrs"8 hrs" 8hrs"

120 hrs" 280 hrs" 240 hrs"

100 hrs"

8 hrs"2 hrs"

320 hrs" 80 hrs" 320 hrs" 80 hrs"

160 hrs" 80 hrs" 80 hrs" 80 hrs"

65% defective"Repeat 3X"

20% rejected"Repeat 1X"

80 hrs"

Approve".1 / 7.9 hrs"

Request"0.5 / 0.0 hrs"

Reqts"60 / 100 hrs"

Sign Off"1 / 7 hrs"

Review "2 / 0 hrs"

Deploy"3 / 5 hrs"

Analysis"40 / 60 hrs"

Design"40 / 80 hrs"

Code"80 / 200 hrs"

Test"40 / 200 hrs"

Avg Time Worked !Total Cycle Time!

0.5 hrs" 160 hrs"8 hrs" 8 hrs"

120 hrs" 280 hrs" 240 hrs"

100 hrs"

8 hrs"2 hrs"

320 hrs" 80 hrs" 320 hrs" 80 hrs"

160 hrs" 80 hrs" 80 hrs"



80 hrs"

80 hrs"

PCE = = 14.9%!509 hrs!3433 hrs!509 hrs"

3433 hrs"

Avg Time Worked #Total Cycle Time"



20#

Approve!.1 / 7.9 hrs"

Request!0.5 / 0.0 hrs"

Reqts!60 / 100 hrs"

Sign Off!1 / 7 hrs"

Review !2 / 0 hrs"

Deploy!3 / 5 hrs"

Analysis!40 / 60 hrs"

Design!40 / 80 hrs"

Code!80 / 200 hrs"

Test!40 / 200 hrs"

0.5 hrs" 160 hrs"8 hrs" 8hrs"

120 hrs" 280 hrs" 240 hrs"

100 hrs"

8 hrs"2 hrs"

320 hrs" 80 hrs" 320 hrs" 80 hrs"

160 hrs" 80 hrs" 80 hrs" 80 hrs"



80 hrs"

320 hrs" 80 hrs" 320 hrs" 80 hrs"

160 hrs" 80 hrs" 80 hrs"



80 hrs"

80 hrs"

3433 – 509 = 2924!

Eliminating delays between what you do

Getting better at what you do

Which gives a better return?

Create Value Stream Map



21#

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!



22#

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 #



23#

Lean suggests limit TIME between steps

time

Kanban suggests

limit # of items

being worked on in

each step

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”

“



24#

Tracking #

Entry Date Required Delivery Date

If late against the target lead time

Kanban Work Item"

*"Description ####

##

##

#

Appro

ved

MMFs Ana

lysis

Read

y for

desig

n Design

Read

y fo

r cod

e

Coding

Re

ady

to te

st Te

sting

Read

y fo

r dev

MMFs

being

re

fined

Done

Q Q Q Q Q

-- Product Managers -- ---------------------------------------- Development Team ----------------------------------------

flowing features and stories Feature

Story#

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



25#

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



26#

Bus Req

Dev. ready Dev.

Dev. Comp.

Build ready Test

Release ready Stage Prod.

Spec. Comp. Spec.

Courtesy Olav Maassen QNH

Standard

design the kanban board

Entry and Exit Criteria!

< 5 requests, sequenced order

SME defined

Readiness

Exit

Entr

y

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

Specify

Exit

Entr

y



27#

Flow Measurement!

0#

5#

10#

15#

20#

25#

30#

35#

40#

0# 1# 2# 3# 4# 5# 6# 7# 8# 9#

numbe

r))of))storie

s)

week)number)

Backlog#

Analysis#

Implmnt#

Test#

Done#

@#cumulative flow diagram



28#

0#

5#

10#

15#

20#

25#

30#

35#

40#

0# 1# 2# 3# 4# 5# 6# 7# 8# 9#

numbe

r))of))storie

s)

week)number)

Backlog#

Analysis#

Implmnt#

Test#

Done#

Laying out the Kanban Board!



29#

the kanban board

reflects your work and process"

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



30#

Prioritize" Specify" Execute" Deploy & Ready to Use" Implement"

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

Entry"

Exit"

Kanban Board"

Prioritize" Specify" Execute" Deploy & Ready to Use" Implement"

Business priority"

Business Sequ"

Define Business

Req"Define

Tech Req"Define Test Scenarios"

System Analysis &

Design"Build" Prep IST

& UAT"Run IST & UAT"

Update Baseline"

Update Business Processes &

Conduct Training"PO

Acceptance" Promote"Business

Value Extracted

from Feature"

Retrospec-tion"

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

Entry"

Exit"

Kanban Board"



31#

Wai

ting

for

appr

oval

map to kanban board

320

-- Product Managers -- W

aitin

g fo

r ap

prov

al

-- Product Managers --

Wor

king

on

appr

oval

.1 320 8

map to kanban board



32#

Wai

ting

for

appr

oval

Wor

king

on

appr

oval

Rea

dy fo

r R

equi

rem

ents

.1 320 8 80

map to kanban board

-- Product Managers -- W

aitin

g fo

r ap

prov

al

Wor

king

on

appr

oval

Rea

dy fo

r R

equi

rem

ents

Req

uire

men

ts

.1 60 320 8 80 160

map to kanban board




33#

Wai

ting

for

appr

oval

Wor

king

on

appr

oval

Rea

dy fo

r R

equi

rem

ents

Req

uire

men

ts

Rea

dy fo

r si

gn o

ff

.1 60 320 8 80 160 320

map value stream to kanban board


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

Wai

ting

for

appr

oval


Wor

king

on

appr

oval

Rea

dy fo

r R

equi

rem

ents

Req

uire

men

ts

Rea

dy fo

r si

gn o

ff

Sign

Off

.1 60 1 320 8 80 160 320 8




34#

Wai

ting

for

appr

oval

Wor

king

on

appr

oval

Rea

dy fo

r R

equi

rem

ents

Req

uire

men

ts

Rea

dy fo

r si

gn o

ff

Rea

dy fo

r Ana

lysi

s

Ana

lysi

s

Rea

dy fo

r D

esig

n

Des

ign

Rea

dy fo

r R

evie

w

Rev

iew

Rea

dy fo

r C

ode

Cod

e

Rea

dy fo

r Tes

t

Test

Rea

dy fo

r D

eplo

y

Dep

loy

Don

e

Sign

Off

.1 60 1 40 40 2 80 40 3 320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8


-------------------------------------- Development Team -------------------------------------- -- Product Managers -- W

aitin

g fo

r ap

prov

al

Wor

king

on

appr

oval

Rea

dy fo

r R

equi

rem

ents

Req

uire

men

ts

Rea

dy fo

r si

gn o

ff

Rea

dy fo

r Ana

lysi

s

Ana

lysi

s

Rea

dy fo

r D

esig

n

Des

ign

Rea

dy fo

r R

evie

w

Rev

iew

Rea

dy fo

r C

ode

Cod

e

Rea

dy fo

r Tes

t

Test

Rea

dy fo

r D

eplo

y

Dep

loy

Don

e

Sign

Off

.1 60 1 40 40 2 80 40 3 320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8

map to kanban board

-------------------------------------- Development Team -------------------------------------- -- Product Managers --



35#

Create Kanban Board From Your VSM

WIP Limits!



36#

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

Average length of projects goes up

Delays go up

Setting WIP Limits!

! Want flow to be consistent across value stream ! Set on

– Overall flow – Resource allocation – Size of work items



37#

Classes of Service!

Classes of Service influence the behavior of the work

"

Expedite"

Special handling"

Date driven"

Normal"

Intangible"

"

Time "Risk "Flow"

Policy"



38#

Classes of Service"Expedite"

Specific Delivery Date"

Standard Maintenance or Break-Fix Work

Standard New or Value-Added Work

Impediment"

Outside Impact"

Time"Risk" Flow"

Policy"@#service level

Dev.)ready) Dev.)

Dev.)Comp.)

Build)ready) Test)

Release)ready) Stage) Prod.)

Spec.)Comp.)Spec.)

5 4 4 3 2 2

Flow#

Courtesy Olav Maassen QNH

Bus)Req)

Blocked)

“Standard”)

“Defect”)

)“Fixed)Date”)

A kanban board simulation



39#

when and what to challenge"

the SILVER card"

Create WIP limits and Classes of Service



40#

Daily Standup !

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?

The daily rhythm of work

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



41#

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

Discussion points!

Place features on Kanban Board and do a stand-up



42#

Explicit Policies!

Section 9"

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



43#

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



44#

Transitioning To Kanban!

Section 12"

! 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"


Getting started with kanban



45#

!  Agree to goals"! Map the value stream"

– Define where you start"– Define where you finish"

!  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"



!  Agree to goals"!  Map the value stream"

! Define a set of work item types"–  User stories"–  Bugs"–  …"

!  Meet with external stakeholders"!  Create board for tracking"!  Agree to standup"!  Agree to operational review"!  Educate the team"!  Start doing it"





46#

!  Agree to goals"!  Map the value stream"!  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"

!  Create board for tracking"!  Agree to standup"!  Agree to operational review"!  Educate the team"!  Start doing it"



!  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"





47#

!  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"



!  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"





48#

!  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"



!  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"





49#

Wrap Up!Not an ending, but a beginning

Summary!

!  Focus on –  Value –  Flow –  Waste –  Transparency

!  Break into small work items !  Deliver Quality



50#

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!



51#

Alternative Boards!

Buffers, queue limits, and SWIP



52#

Tiers expand, collapse to track work

Expediting and swim lanes



53#

Expediting and SWIP

Input Queue

5 4 8 2 2

Courtesy David J. Anderson Open Column for Concurrent Activities

In Prog Done

Analysis Dev & Test Dev

In Prog Done Test

Ready Test Release Ready

...



54#

Input Queue

5 4 4 2 2

Courtesy David J. Anderson Split Column for Concurrent Activities

In Prog Done

Analysis Dev

In Prog Done Test


...

4

Split

Combine 4

Test Dev In Prog

Input Queue

5 4 8 2 2

Courtesy David J. Anderson Split Column for Multiple unordered activities

In Prog Done

Analysis In Prog

UI Design Done Test


...

Security

Persistence

Business Logic



55#

Any alterations to your Kanban Board?

Transition Risk!



56#

! 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

!  Poor technical practices

Risks!

Sweet#Spot#

Rate of Change Delivered

Effe

ctiv

enes

s of

Cha

nge

More change than the system can bear

Not enough change to have a significant benefit

Hawthorne Effect



57#

Semi-sweet

Spot

Rate of Change Delivered

Effe

ctiv

enes

s of

Cha

nge

Hawthorne Effect

More change than the system can bear

Not enough change to have a significant benefit

Eight Steps to Kanban

Technology

Transcript of Eight Steps to Kanban