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  • 2014, ScaleUp Training and Consulting1

    Lets KANBAN

    2 July, 2016, Pune

  • This presentation was originally used for the meetup Lets Kanban by the Pune Agile Professionals, Pune (July 2, 2016).

    This meetup was hosted by Amit Kaulagekar (Accredited Kanban Trainer - AKT).

    http://www.meetup.com/Pune-Agile-Professionals/events/231940501/https://www.linkedin.com/in/amit-kaulagekar-9a2ba236https://membership.scrumalliance.org/members/group.aspx?id=174738

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Kanban

    It's for people who want to manage their projects efficiently and SIMPLY.

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    History

    The idea of Just-in-time production was originated by Kiichiro Toyoda, founder of Toyota

    Ohno saw the supermarket as the model for what he was trying to accomplish (Just-in-time production) in the factory. late 1940s, Toyota started studying supermarkets with the idea of applying shelf-stocking techniques to the factory floor.

    Around 1950, Toyota introduced JIT and started using Kanban (signal) cards

    2005 2006, David J Anderson introduced Kanban to Knowledge world

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    The meaning of Kanban

    Kanban written in Kanji (Chinese characters)means sign or large visual board

    Kanban written in Japanese alphabet, hiragana, means signal cards(s)

    In Chinese, only the version exists. In Chinese, kanban literally means looking at the board but the method was actually inspired by the signal cards system used in Japan.

    In manufacturing, a kanban is a visual signal communicating that an order needs to be placed or filled.

    Kanban is a method for defining, managing and improving services delivering knowledge work, such as professional services, creative industries and the design of physical and software products.

    A kanban outside a Japanese store

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    Is Lean Kanban the same as Lean Manufacturing?

    How Lean Kanban is different Non-physical inventory Less focus on waste elimination. Less concern about variability. Our work

    varies widely! Less structured Value Stream Mapping.

    How Lean Kanban is similar Focus on Flow; use of WIP limits Pull system we pull work when we have

    capacity Focus on System over individual

    optimization Decisions informed by data Continuous improvement as evolutionary

    change

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    Kanban Foundational Principles

    Start with what you do now

    Agree to pursue evolutionary change

    Initially, respect current processes, roles, responsibilities, and job titles

    Encourage acts of leadership at every level in your organization from individual contributor to senior management

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Kanban General Practices

    Visualize

    Limit work-in-progress

    Manage flow

    Make policies explicit

    Implement feedback loops

    Improve collaboratively, evolve experimentally (using models & the scientific method)

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    Kanban Benefits

    Visibility

    Eliminates overburdening

    Reduces or eliminates multi-tasking

    Shorter lead times

    Better quality

    Deferred commitment

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Kanban Myths

    Kanban is only for Support teams

    Kanban is capable of reflecting every process or flow. One must recognize that a Kanban board doesnt dictate how your team should break down your work. Instead, it reflects your optimal process and can be as flexible and varied as your project demands.

    Start with Scrum, move to Kanban

    Scrum is fine to start with if you either already have well-defined teams, or can easily get them formed. Kanban is designed to start where you are so if you don't have well-defined teams and they'll be hard to form, start with Kanban. Even if you have teams, but if there is some resistance to Agile methods, start with Kanban

    There is no planning and estimation in Kanban

    The root of this misconception is the belief that according to Kanban, estimates and planning would actually be considered waste because they dont bring direct value, they only aim to predict how value will be created later on in the project. Although there is a grain of truth in that, there is a form of waste accepted in the lean world, referred to as necessary waste. Planning often falls into that category

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Kanban Myths

    Explicit policies are static, hard to change and/or inflexible

    A Kanban board reflects the process that the team has stated that they follow. It is not something to be followed, but rather reflects what the team is doing. If the team sees a better way to do the work, they should change their policy. It is not meant to be static.

    Kanban helps in improving efficiency but not quality

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Personal Kanban

    Mapping work | Navigating Life

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    Personal Kanban

    Step 1: Get your stuff ready

    Step 2: Establish your value stream

    Step 3: Establish your backlog

    Step 4: Establish your WIP limits

    Step 5: Begin to Pull

    Step 6: Reflect

    This board is just an example

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Kanban vs Scrum

    Similarities

    Both are Lean and Agile

    Both use pull scheduling

    Both limit WIP

    Both use transparency to drive process improvement

    Both focus on delivering releasable software early and often

    Both are based on self-organizing teams

    Both require breaking the work into pieces

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    Kanban vs Scrum

    Scrum Kanban

    Time boxed iterations prescribed. Time boxed iterations optional.

    Uses Velocity as default metric for planning and process improvement.

    Uses Throughput / Lead time as default metric for planning and process improvement.

    Cross-functional teams prescribed. Cross-functional teams optional.

    Allows client to change priorities and requirements during iteration planning

    Allows client to change priorities and requirements ondemand

    Tickets / Stories must be broken down so they can be completed within a sprint.

    No particular Tickets / Story size is prescribed.

    Burn down chart prescribed Cumulative Flow Diagram (CFD) is prescribed

    WIP limited indirectly (per sprint) WIP limited directly (per workflow state)

    Estimation prescribed Estimation optional

    Cannot add items to ongoing iteration / sprint Can pull new items whenever capacity is available

    Prescribes 3 roles (PO/SM/Team)Prescribes 2 roles (Service request Manager, Service Delivery Manager)

    A Scrum board is reset between each sprint A Kanban board is persistent

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    Kanban Values

    Customer FocusKnowing the goal for the system. Every Kanban system flows to a point of realizing value where customer receives a required service or item. It is the natural point of focus in Kanban. It's not good enough to establish a policy that will allow for completing tasks on time, what you need is completing them to the utmost satisfaction of the customer.

    FlowThe realization of work as a flow of value, whether continuous or episodic. Flow brings the sense of a gently ongoing process, some sort of predictability, which allows to manage any impediments and issues along the way. Seeing flow is an essential starting point in the use of Kanban.

    LeadershipThe ability to inspire others to action through example, words and reflection. Successful leadership is one which facilitates self-organization and individual ability to change for all team members. Most organizations have some degree of hierarchical structure, but leadership is needed in Kanban at all levels to achieve value delivery and improvement.

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Kanban Values

    TransparencyIt brings together three principles: visualization of process, introduction of explicit polices and creating feedback loops. The belief that sharing information openly improves the flow of value. Using clear and straightforward vocabulary is part of this value.

    BalanceThe understanding that different aspects, viewpoints and capabilities must be balanced with each other for effectiveness. Some aspects (such as demand and capacity) will cause breakdown if they are out of balance for an extended period. Inevitably, this has a lot to do with WIP limits. With their successful implementation, which also includes regular checking of their relevance, you're able to shorten the cycle time and delivery rate.

    CollaborationWorking together. The Kanban method was formulated to improve the way people work together, so collaboration is at its heart. We are expected to work together and search beyond our inner team to collaboratively find solutions and make plans for organizational and process improvements.

  • 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

    Kanban Values

    UnderstandingThe appreciation of how a process had been working before we've decided to impose Kanban onto it. It also goes for getting to know and understand the way the organization works in general, as well as its approach to all change. Kanban is an improvement method, and knowledge of ones starting p