Lean and Kanban - · PDF fileMass production management techniques in systems and software...
Transcript of Lean and Kanban - · PDF fileMass production management techniques in systems and software...
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Agile
© copyright 2011. Net Objectives, Inc.
Lean and Kanban
Michael Cox
Vice President and Senior Consultant
NetObjectives, Inc.
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What is all this Agile
stuff about, anyway?” “
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Lean and Kanban
How do they
compliment each
other?
How do you use them?
Why does it work?
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Lean
• Value from the customers
perspective
• Identify and eliminate
waste – non value added
activities
• Flow of work at customer
demand
• Continuous improvement © copyright 2011. Net Objectives, Inc.
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Kanban A management discipline. A constant exercise of matching demand with supply, to deliver the right thing at the right time.
See also: Visibility, Prioritization, WIP
limits, Pull
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Agile
Agile is a method that features rapid delivery of
functional product iterations
Relies on immediate customer feedback
Allows for evolving understanding of system
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Agile Agile is about
Business Iterations
not Development
Cycles © copyright 2011. Net Objectives, Inc.
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Agility Predictability
Business Value
Realization
of
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Where did this stuff come
from?” “
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How Did We Get Into This Spot?
Tremendous rise in the standard of living the past 100 years in all developed countries
Rise was largely driven by productivity improvements
– Agricultural up 3 to 5% a year since 1900 50% of workforce in 1900, < 2% today, more production
– Production up by 3% a year since Depression 35% of workforce in 1940, < 15% today, 100x output rise
Basis has been the Invention and Widespread
Adoption of Mass Production Techniques
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Thought Basis for Current Management
Practices
How Did We Get Into This Spot?
Managing via hierarchy, command and control
Scientific management – the one best way
Economies of scale
Batch production
Lean Principles have generated Lean Practices
Mass Production Techniques & Mindset
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How Did We Get Into This Spot?
Mass production management techniques in systems and software development have largely failed
– Documentation = Understanding
– The right tasks, correct pressure - force it to happen
– “If they would freeze requirements, we would be fine”
– “Heroes” called in when program is in real trouble
A dissatisfied customer community has imposed more controls and rigidity
Contractors countered with rigid contracts and change orders to batter the customer with cost and schedule
Product owners were not involved until too late
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we are always working with uncertainty
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Lean and Kanban help us deal with uncertainty
The result is agility
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Lean suggests limit TIME between steps
time
Kanban suggests
limit # of items
being worked on in
each step
size of queue
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thinking points
Understanding Lean
1. Value from the
Customer’s
Perspective
2. Value stream
3. Flow
4. Pull
5. Perfection
• Define the value
• See the value stream
• Flow and where value comes from
• JIT
• Cycle time
• Reduce waste
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You cannot build the right thing
if you have not discovered it first!” “
The product owner must own the
definition of value!
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Always
7%
Often
13%
Sometimes
16%
Rarely
19%
Never Used
45%
Source: Standish Group Study of 2000 projects at 1000 companies
Usage of Features and
Functions in Typical System
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Discover incremental
Business Value
Discover how to build & implement
it
Realize it
software
product
development
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visualize the entire value stream
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The value stream
• Continuous flow of valuable work and features into deployment
• Includes everybody from the customer to operations and support engineers, and not just development
visualize the entire value stream
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Project 1
Project 2
Project 3
Month 3 Month 2 Month 1 Month 4
Three ways to do three projects
Do one at a time – may not be politically feasible.
Do them all at once, switching between them when delayed waiting for answers
Do them guided by Minimal Marketable Features
Product Development for the Lean Enterprise by Michael Kennedy. Oaklea Press. 2003
Task-Switching and Schedules LEAN THINKING
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DELAY IS hand-offs
bottlenecks
information delay
untested code
unread requirements
transaction related
coordination related
finding
redoing
reworking
waiting
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Cycle Time is Key!
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Requirements …
Decay and Lose Value
over time © copyright 2011. Net Objectives, Inc.
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Requirements are not fully understood even
after a formal sign-off
the nature of requirements © copyright 2011. Net Objectives, Inc.
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Requirements change often
during long development cycles
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Requirements piled on
poorly prioritized
long delivery cycles
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Pull The work enters a queue. When someone needs new work, they pull from the queue. The work goes through a number of stages. When the work is done in a stage, it flows down to the next stage. Until it is done.
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Short Cycle Time
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Principles of Lean Software
Development Optimize the Whole
Eliminate Waste
Build Quality In
Deliver Fast
Defer Commitment
Create Knowledge
Empower People
Low Cost
Speed
Quality
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kanban improves quality and
lowers cost
by eliminating delays
by managing WIP
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Workflows can be seen and managed
You can divide the work into small value adding increments
It is possible to develop value-adding increment in a continuous flow, from
requirement to deployment
Kanban for Systems and
Software
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Kanban for Systems and
Software Limit Work in Process (WIP)
Pull value through
Make it visible
Increase throughput
Prioritized Backlog
Quality is built in
Team continuously monitor and improve
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Bus
Req Dev.
ready Dev.
Dev.
Comp.
Build
ready Test Release
ready Stage Prod.
Spec.
Comp. Spec.
5 4 4 3 2 2
Courtesy Olav Maassen QNH
Blocked
Standard
Defect
Fixed Date
design the kanban board
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Kanban boards reflect
Priority
WIP
Process
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? ? ? ? ? ? ? ? ? ?
Input Prioritize Sequence /
incremental
Technical
Analysis Staging Readiness Specify Execute
Deploy &
Ready to Use Implement
10
Entr
y Exit
Business Value Kanban Business Discovery Business Delivery
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Don’t build features that nobody needs (right now or in some cases, ever)
Don’t write more specs than you can code
Don’t develop more code than you can test
Don’t test more code than you can deploy
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Courtesy David Anderson
Kanban Success
Focus on Quality
Reduce WIP
Balance demand against throughput
Prioritize
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Stop Starting Start Finishing
David Anderson
and
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Pull The work enters a queue. When someone needs new work, they pull from the queue. The work goes through a number of stages. When the work is done in a stage, it flows down to the next stage. Until it is done.
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WIP Limit… Governs the maximum number of work items that can be in that state at any instant. Below its limit:
Receive a work item from upstream At its limit:
Wait for one of its own items to be completed and flowed downstream
In Knowledge Work, complexity grows exponentially with WIP
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Classes of Service Expedite
Specific
Delivery Date
Standard Maintenance or
Break-Fix Work
Standard New or
Value-Added Work
Impediment
Outside
Impact
service level agreements
Development
Story
Red Flag
Issue
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Policies & SLAs
1. Class of Service
2. SLA
3. Blocked Items
4. FIFO
Direct the team
in the priority of
processing work items
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Courtesy Olav Maassen QNH
Bus
Req Dev.
ready Dev.
Dev.
Comp.
Build
ready Test Release
ready Stage Prod.
Spec.
Comp. Spec.
5 4 4 3 2 2
Blocked
Standard
Defect
Fixed Date
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Project X
Project Y
Project Z
WIP
Limit
Backlog Status
Support
Execute Specify
(right size)
Smooth Flow
Done/
Released
4 3
Fro
m R
oad
map
Validate
3 14
Monitoring flow: Kanban for portfolio
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0
5
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Analysis
Implmnt
Test
Done
cumulative flow diagram © copyright 2011. Net Objectives, Inc.
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Analysis
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Done
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Kanban Stand-up Who Talks?
• Only Team members moving stickies across the board! Do This
• Start from the right • Work by the highest priority • Pay attention to:
o Oldest o Blocked o Class of Service o SLA in jeopardy
• Ask o Do we have a bottleneck (congestion or gaps in the
queues)? o Do we have a “blocker” not dealt with? o Are we keeping to our WIP limits? o Are priorities clear?
When done
• Update the board • Remove done items from the board
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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
Getting started with kanban
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Kanban What you will see: • Queues start backing up immediately
following any blockage • Predictable consequences • The entire board will slow down as a result
of flow issues • Teams see issues right away and act
together to fix them
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Lean and Kanban
Lean is the theory
Kanban is the approach
Agile is the result
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Questions
?