Magic of Kanbanmydlc.com/pmi-mn/PRES/2013A01_MagicKanban_TLennox.pdf · 2014-05-26 · 3013 January...
Transcript of Magic of Kanbanmydlc.com/pmi-mn/PRES/2013A01_MagicKanban_TLennox.pdf · 2014-05-26 · 3013 January...
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The Magic of Kanban and the
Agile Movement
(Why you want to know more
about Kanban)
Tomo Lennox
Bow Tie consulting
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3013 January 22 Kanban 2
6 Sigma
History of Programming
Junk(First Software)
StructuredProgramming
XP
ScrumRUP
C.I.
Kanban
The Navy
Way
OOP
Rapid
prototyping
CMMCMMI
PMBOK
Lean Dev.
TSP/PSP
Time
Pro
du
ctivity
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3013 January 22 Kanban 3
6 Sigma
Waterfall
Junk(First Software)
StructuredProgramming
XP
ScrumRUP
C.I.
Kanban
The Navy
Way
OOP
Rapid
prototyping
CMMCMMI
PMBOK
Lean Dev.
TSP/PSP
Time
Pro
du
ctivity
Wate
rfall
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3013 January 22 Kanban 4
Waterfall = Big Design Up Front
The idea is that you can save time and
money later by thinking smarter now.
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3013 January 22 Kanban 5
Big Design Up Front
But humans are not smart enough to do it.
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3013 January 22 Kanban 6
Big Design Up Front
• Nobody knows what they really want.
• Nobody is smart enough to precisely
specify anything complex.
• Few people can imagine the details of a
system they can’t try.
• Needs change and keep changing, so if
you did ever get everything right, it is
wrong now.
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3013 January 22 Kanban 7
Waterfall
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3013 January 22 Kanban 8
Big Design Analogy: Cannon Fire
• You have an old cannon, a barrel of cannon balls and a barrel of gun powder. Hit the target with a cannon ball.
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3013 January 22 Kanban 9
Big Design Analogy: Cannon Fire
Θ
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3013 January 22 Kanban 10
Big Design Analogy: Cannon Fire
• On the other hand, if you just shoot the cannon a
few times, you are likely to get it by trial and error in
a few tries. (Ready, Fire, Aim)
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3013 January 22 Kanban 11
6 Sigma
Agile
Junk(First Software)
StructuredProgramming
XP
ScrumRUP
C.I.
Kanban
The Navy
Way
OOP
Rapid
prototyping
CMMCMMI
PMBOK
Lean Dev.
TSP/PSP
Time
Pro
du
ctivity
Agile
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3013 January 22 Kanban 12
QuickTime™ and a decompressor
are needed to see this picture.
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3013 January 22 Kanban 13
Small Bites = Agile
Small bites flow.
Big bites hurt, and they might kill you.
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3013 January 22 Kanban 14
6 Sigma
XP vs. Scrum
Junk(First Software)
StructuredProgramming
XP
ScrumRUP
C.I.
Kanban
The Navy
Way
OOP
Rapid
prototyping
CMMCMMI
PMBOK
Lean Dev.
TSP/PSP
Time
Pro
du
ctivity
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3013 January 22 Kanban 15
QuickTime™ and a decompressor
are needed to see this picture.
2 Methodologies
There were 2 methodologies that came
out of the Agile beginning:
• Extreme Programming (XP) - Kent Beck
• Scrum - Ken Schwaber, Jeff Sutherland
Scrum won. XP was left in the dust.
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3013 January 22 Kanban 16
XP Principles
Fine scale feedback
• Pair programming
• Planning game
• Test-driven development
• Whole team
Continuous process
• Continuous integration
• Refactoring or design improvement
• Small releases
Shared understanding
• Coding standards
• Collective code ownership
• Simple design
• System metaphor
Programmer welfare
• Sustainable pace
Coding
• The customer is always available
• Code the Unit test first
• Only one pair integrates code at a time
• Leave Optimization until last
• No Overtime
Testing
• All code must have Unit tests
• All code must pass all Unit tests before it can be released.
• When a Bug is found, tests are created before the bug is addressed (a bug is not an error in logic, it is a test you forgot to write)
• Acceptance tests are run often and the results are published
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3013 January 22 Kanban 17
QuickTime™ and a decompressor
are needed to see this picture.
Scrum
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3013 January 22 Kanban 18
QuickTime™ and a decompressor
are needed to see this picture.
• Pure Scrum is well defined.
• Pure Scrum takes discipline that stops you from doing whatever you want.
• Pure Scrum is not agile!
Scrum ButTake the parts of Scrum that
you like; ignore the parts that
are hard, and hope it works
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3013 January 22 Kanban 19
Continuous Improvement
If you can’t change it, it doesn’t get any better
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3013 January 22 Kanban 20
6 Sigma
Kanban
Junk(First Software)
StructuredProgramming
XP
ScrumRUP
C.I.
Kanban
The Navy
Way
OOP
Rapid
prototyping
CMMCMMI
PMBOK
Lean Dev.
TSP/PSP
Time
Pro
du
ctivity
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3013 January 22 Kanban 21
Kanban - David Anderson
Agree to pursue incremental, evolutionary changeAgree that continuous, incremental and evolutionary change is the way to
make system improvements and make them stick.
Respect the current process, roles & titlesBy agreeing to respect current roles, responsibilities and job titles we eliminate
initial fears. This should enable us to gain broader support for our Kanban initiative.
Leadership at all levelsActs of leadership at all levels in the organization from individual contributors to
senior management should be encouraged.
QuickTime™ and a decompressor
are needed to see this picture.Start with what you do nowStart with the roles and processes you have and stimulate continuous, incremental and evolutionary changes.
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3013 January 22 Kanban 22
David Anderson’s core practices
1. Visualize (card wall)
2. Limit Work In Progress (WIP)
3. Manage flow (measure and report)
4. Make policies explicit
5. Implement feedback loops
6. Improve collaboratively, evolve experimentally (using models and the scientific method)
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3013 January 22 Kanban 23
Work In Progress
The work that you
are scheduled to do
can get in the way
of the work you
are supposed to
be doing now.
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3013 January 22 Kanban 24
Work In Progress
Juggling takes a
lot of energy and
concentration.
You get less
useful work
done when you
are juggling, and
some things get
dropped (rot).
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3013 January 22 Kanban 25
Work In Progress
20th Century scheduling
systems try to keep people
busy all the time by giving
them lots of task to juggle.
It keeps people busy, but the
lack of focus cause lots of
errors that lead to a long debug
cycle on every project.
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3013 January 22 Kanban 26
Work In Progress
• Small bites (iterations, features…) give you
less to keep in your head and for less time.
• Finish one task before starting another. (Juggling is hard, but you can run with just one or two balls.)
• Break for another task, only if you are stuck. (You are now starting to juggle. Two balls is okay, three is possible.
Don’t do four. This is not a circus; you get no points for juggling.)
• Reorganize features, schedules, team
structure….anything to minimize the people
who can’t finish the task they started.
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3013 January 22 Kanban 27
Manage the Flow
More and faster can lead
to chaos.
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3013 January 22 Kanban 28
Flow
Tight
feedback
between
train cars
allows
hundreds
of cars to
travel
together
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3013 January 22 Kanban 29
Flow
Figure where the “tracks” run.
Keep things moving, but don’t allow pile-ups.
Don’t make anything that can’t be used now.
Eliminate waiting time by removing bottlenecks
Faster delivery means faster feedback.
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3013 January 22 Kanban 30
6 Sigma
Kanban vs. Scrum
Junk(First Software)
StructuredProgramming
XP
Scrum
RUPC.I.
Kanban
The Navy
Way
OOP
Rapid
prototyping
CMMCMMI
PMBOK
Lean Dev.
TSP/PSP
Time
Pro
du
ctivity
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3013 January 22 Kanban 31
Kanban vs. Scrum
Out of the box
Kanban
• White board rules
• Principles
Scrum
• Roles (With certification)
• A Daily structure
• A Bi-weekly structure
• Ceremonies
• Charts and Graphs
(More than just principles)
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3013 January 22 Kanban 32
Kanban vs. Scrum
Cycles
Kanban
• No cycles - you pull some work and get it done as soon as possible.
(Agile without iteration)
Scrum
• Time box (usually 2 weeks)
• Daily standup
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3013 January 22 Kanban 33
Kanban vs. Scrum
Measurement
Kanban
• Feedback is critical
• Cycle Time is the most important measurement
• Improvements come from measurements
Scrum
• Feedback is important
• Velocity is the most important measurement.
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3013 January 22 Kanban 34
Kanban vs. Scrum
MagicKanban
• Fasted possible feature deliver rate
• Work In Progress limits
• Continuous Improvement
• You only have to change what is not working.
Scrum
• Well defined
• You only have to think about one clump of features at at time.
• No changes to the features you are working on.
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3013 January 22 Kanban 35
Scrumban - Corey Ladas
• Use Scrum to setup a
disciplined structure
• Use Kanban to evolve the
structure into something
better.QuickTime™ and a
decompressorare needed to see this picture.
QuickTime™ and a decompressor
are needed to see this picture.
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3013 January 22 Kanban 36
Questions?
Tomo Lennox:
Cell - 612-385-4326
Email - [email protected]
Blog - tomoLennox.com
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3013 January 22 Kanban 37
6 Sigma
Lean Development
Junk(First Software)
StructuredProgramming
XP
ScrumRUP
C.I.
Kanban
The Navy
Way
OOP
Rapid
prototyping
CMMCMMI
PMBOK
Lean Dev.
TSP/PSP
Time
Pro
du
ctivity
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3013 January 22 Kanban 38
Waste
The stuff you make, but don’t use is killing your schedule and budget.
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3013 January 22 Kanban 39
Waste
• Features that no one uses
• Documents that no one reads
• Leaving tasks half done, (to rot) while
you do other things
• Inefficient communication
• Debugging
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3013 January 22 Kanban 40
Waste (Lean Development)
Scrum and some other Agile methodologies require detailed estimation to make every sprint the same size.
This is waste.
Measuring features delivered over time tells you everything you need to know.