Arguments against Kanban debunked
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While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
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Arguments against Kanban debunked
- 1. ARGUMENTS against KANBAN @NickOostvogels
- 2. Kanban is on the rise Source : VersionOne - State of Agile Survey 2011
- 3. When introducing new ideas… http://www.flickr.com/photos/smannion/3385144016/
- 4. People compare it to what they know http://www.flickr.com/photos/mvjantzen/4815422633/
- 5. … and start to criticize http://www.flickr.com/photos/the-g-uk/3913466332/
- 6. Kanban is hard to explain briefly http://www.flickr.com/photos/digitalmums/6310508350/
- 7. That’s normal • Kanban is a change management approach, not a process • Less prescriptive • It’s roots go all the way back to lean thinking
- 8. What is Kanban? In Industry http://www.flickr.com/photos/scania/2869199313/
- 9. In Software Development Change Management approach that employs a WIP limited pull system http://www.flickr.com/photos/adelcambre/2768856149/
- 10. 1. Start with what you now 2. Agree to pursue incremental, evolutionary change 3. Initially, respect current roles, responsibilities & job titles Source : limitedwipsociety.org
- 11. then adopt the core practices 1. Visualize 2. Limit Work In Progress 3. Manage Flow 4. Make Process Policies Explicit 5. Improve Collaboratively Source : limitedwipsociety.org
- 12. For me … Kanban is a way to change your process into one that focuses on end to end value and getting stuff delivered.
- 13. And that’s hard to sell !
- 15. 5 tough questions 1. We lose our ability to plan 2. It will take longer 3. Things will get stuck 4. Stakeholders don’t care about feeding the flow 5. We will lose team cohesion
- 16. we lose our ability to plan http://www.flickr.com/photos/40358860@N04/4250860618/
- 18. Customers
- 19. Managing people http://www.flickr.com/photos/lambdachialpha/3795728748/
- 20. Release planning Translation into Initial requirements specs Estimation Review Release estimations Plan
- 21. Issues • Not a repeatable process • Never built something alike • (educated) GUESSING • Software dev = Creative process
- 23. Different sizes ??? http://www.flickr.com/photos/jaydedman/2593673396/
- 24. Use a scale compare
- 26. Why sizing? http://www.flickr.com/photos/lawdeda/4094259672/
- 28. Reduce variation 1. Reliable planning 2. Fast response 3. Stabilize the process 4. Base for continuous improvement
- 29. Small releases Kanban != continuous deployment
- 30. Small releases Kanban can lead to continuous deployment
- 31. Won’t this annoy our users? http://www.flickr.com/photos/photojonny/2268845904/
- 32. Small releases NO, because… • Updates will be smaller • Risk for bugs is lower + Releasing early creates a sense of urgency
- 33. options for Re-planning 1. Reprioritize the input queue 2. Cadence 3. Pull a planning meeting
- 34. it will take longer http://www.flickr.com/photos/40358860@N04/4250860618/
- 36. Parkinson’s law “The amount of time which one has to perform a task … … is the amount of time it will take to complete the task.”
- 38. Healthy balance in Kanban Managing by measuring
- 39. Healthy balance in Kanban Helping to improve instead of command & control
- 40. Theory of Constraints for process improvement http://www.flickr.com/photos/96dpi/3371440496/
- 41. the weakest chain determines the rate of the entire system
- 42. the WIP Limits will let you feel the TOC and do something about it
- 43. Flow • Only work on customer orders • Reduce guessing to avoid waste • Limit WIP to reduce inventory, cost & risk http://www.flickr.com/photos/23945877@N05/2623633694/
- 44. WIP limits create a pull system
- 46. NO, it reduces risk & waste! Not pulling = risk of No WIP Limits = starting something cost of waiting + that doesn’t match risk of getting expectations obsolete
- 47. Things will get stuck, we can’t keep WIP limits! http://www.flickr.com/photos/40358860@N04/4250860618/
- 48. “Our testers can never keep up the pace of our developers. Developers would be idle for half of the time!”
- 49. Remember: Kanban doesn’t focus on maximizing utilization of people
- 50. End to end flow efficiency http://www.flickr.com/photos/serdar/125457544/
- 51. WIP limits will always cause bottlenecks That’s a good thing! It drives continuous improvement towards end to end efficiency
- 52. Being idle due to uneven flow distribution drives people crazy! http://www.flickr.com/photos/annayanev/3491617954/
- 53. Ex. 1 - Requirements
- 54. Ex. 2 - Defects
- 55. Ex. 3 - Deployment
- 56. Ex. 4 - Emergencies
- 57. Ex. 4 - Emergencies
- 58. Collaboration
- 59. Stakeholders don’t care about feeding the flow http://www.flickr.com/photos/40358860@N04/4250860618/
- 60. Prioritization doesn’t have to be on task level
- 61. Clear rules make prioritization easier • What is the type of feature? (new, bug, enhancement, ...) • What is the business value? • What is the cost of delay and which type? • Any dependencies on other features? • …
- 62. it forces stakeholders to do their homework! http://www.flickr.com/photos/cayusa/2194119780/
- 63. building an MVP Stakeholders care about Return on Investment http://www.flickr.com/photos/59937401@N07/5929491095/
- 65. focus on economic decisions instead of fighting for capacity http://www.flickr.com/photos/jpeepz/6236688/
- 67. we will lose team cohesion http://www.flickr.com/photos/40358860@N04/4250860618/
- 68. Won’t the team turn into factory workers? http://www.flickr.com/photos/psit/5207166416/
- 69. WIP limits lead to cross-boundary communication
- 70. Good teams have a common goal http://www.flickr.com/photos/atomicshed/161716498/
- 71. Vertical organized companies lead to teams with conflicting goals That’s why cross- departmental functions were created
- 72. in Kanban, everybody contributes to the end 2 end process http://www.flickr.com/photos/saamiam/4203685689/
- 73. this is a powerful change management approach • no theoretical frameworks • no new job descriptions • only some basic rules
- 74. What about creative thinking? http://www.flickr.com/photos/photojonny/2268845904/
- 75. The focus on improving flow stimulates creativity • Team will start to investigate • Limit back-cycles • Lead & Cycle time measuring stimulates close collaboration
- 76. Will it cause a death march? http://www.flickr.com/photos/photojonny/2268845904/
- 77. Measurements are used to understand reality & have a base for improvement http://www.flickr.com/photos/usnavy/6083504722/
- 78. Not pushing to go faster but improving end 2 end http://www.flickr.com/photos/rwp-roger/3854246685/
- 79. Now you have a response! 1. We lose our ability to plan 2. It will take longer 3. Things will get stuck 4. Stakeholders don’t care about feeding the flow 5. We will lose team cohesion