Kanban for sw projects v1.5 final
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KANBAN for Software ProjectsA Practioner’s View of PULL in Projects
Govindarajan S
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Not a Tutorial
Experiences from the Ground
Chronicles the Evolution
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Our Worlds are Un Predictable !
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Increase in Project Success Rate
From the 1994 levels
100%
34%
an
Source: Standish Report on project success rate
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“The primary reason is the projects have gotten
a lot Smaller. Doing projects with
Iterative processing as opposed to the waterfall method,
which called for all project requirementsto be defined up front, is a major step forward.”
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Project Cadence!
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Faster Turnaround
Iteration Time box is Restrictive ?
Customer’s world is fluid
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4New
Cus
tom
Dev
elop
men
t
Rapid DeliveryRe-engineering of Platform
Regression Test
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Performance Based Contract
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Legacy Code
No Sound Eng Practices
Rapid Response
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Well defined Backlog
Milestone Releases
Learn Adapt & Respond
Short Iterations
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Team Stalls
Lack of Stories
Rapidly changing backlog
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Routine Levers Didn’t Work
No Control on Story ThrottleFluid Requirements landscapeInventories caused wastage
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How Real was the
Backlog ?
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Flexible Process
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Response1
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Build A
StrategicBuffer
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LimitIn Process
Stories
Focus on doingEnd to End
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WIP In Action
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WIP CausedPULL
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Realization of Constraints• What is the teams capacity ?
Mindset on Fixed Backlog
Streamlining of Analysis WorkVisible Slack in the System
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Questions Still Lingered …
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Sudden Burst in Velocity
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Consistency of Story Sizes
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2 Response
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Coarse Grained Estimation
Small
Medium
Large
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Throughput
How many ?
Vs
How long ?
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What do we Stand For ?
What is the Value Adding Process ?
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3 Response
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What is in Control ?
Requests from Users
Planned for Development
Elaborate Requirements Development Test Merge and
Validate
Deploy
Set Of Activities that matters !
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Evolve From Requirements
To Development Done
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From Requirements
ToAutomation
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Clarity to the Process
Requests from Users
Planned for Development
Deploy
Well Defined Value ChainProvides
Clarity of Purpose
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Call for Action8 Cards In Process – How to Restore Limit ?
1
2
3 4
56
7
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Call for ActionCapacity Available for New Work
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How does Pull Work – Scene 1
BacklogIdentified
Analysis Ready forDEV
In DEV DEV Done In QA QA Done AtmnDone
Merged
Backlog In Process Done
Deployed
WIP Limit 10
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 1
Stage Limit: 1
Stage Limit: 2
Stage Limit: 1
• DEV completed triggers upstream pull• Signals Bas / Product Owners to line up the next
high priority story for playAdvantages• Commit late to the stories to play• Automatic signaling for the next activity
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BacklogIdentified
Analysis Ready forDEV
In DEV DEV Done In QA QA Done AtmnDone
Merged
Backlog In Process Done
Deployed
WIP Limit 10
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 1
Stage Limit: 1
Stage Limit: 2
Stage Limit: 1
• Critical limit reached for Deployment• Can be taken into deployment at any point of timeAdvantages• Deployment cadence• On Demand or frequent deployment
How does Pull Work – Scene 2
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BacklogIdentified
Analysis Ready forDEV
In DEV DEV Done In QA QA Done AtmnDone
Merged
Backlog In Process Done
Deployed
WIP Limit 10
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 1
Stage Limit: 1
Stage Limit: 2
Stage Limit: 1
• Limit reached. Bottleneck at Automation• Don’t pull in new Story• Instead automate and push the story out into
Ready for Merge.
How does Pull Work – Scene 3
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4 Response
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Cycle Time Replaced Velocity
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Measure Throughput
Cycle Time
Lead Time
Wait Time
Metrics
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Just in Time assures RelevancyInventory was reduced
Pull Assures Throughput
Value chain improvement resulted in Quality
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Iteration was a checkpoint
Iteration ?
Flexible on Rituals
Swarm to Retrospect
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Team Obsessed with WIP
Swarming to Remove Bottlenecks
Awareness on Taking in Inventory
Process change for Inclusive Delivery
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Awareness of Team ThroughputAffinity with the Wall to pick cuesTake One Step at a Time
Explicit Process SpecificationsFlexibility in the Rituals
Learn Continuously
Looking Back
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Theory Of Constraints
• Focus on throughput, rather than improving individual processes
• Enables one to look at the process in terms of the weakest link
• Manage the constraint to get a grip on the throughput
• Enables you to have a good measure on the Capacity
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“Kanban to promotes flow and reduced cycle-
time by limiting WIP and pulling value through in a visible manner.”
“Kanban helps our team contribute to the business by promoting flow and reducing cycle-time through a limited WIP and a fully
transparent value pulling system.”“Value Pull, Limited WIP, and Visibility can create an ecosystem
where teams have the opportunity to improve.”
Source: www.limitedwipsociety.org
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Finally….•Start slowly•Focus on Your Value Chain•Accurately Measure Progress•Retrospect•Use Stand ups to pull and adapt•Inculcate a culture of continuous improvement
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Image Credits: www.sxc.hu