Because transitioning to agile can be difficult—and often wrenching—for teams, many organizations are turning to kanban practices. Kanban, which involves just-in-time software delivery, offers a more gradual evolution to agile and is adaptable to many company cultures and environments. With kanban, developers pull work from a queue—taking care not to exceed a threshold for simultaneous tasks—while making progress visible to all. Ken Pugh shares eight steps to adopt kanban in your team and organization. He begins with a value stream map of existing processes to establish an initial kanban board, providing transparency into the state of the current workflow. Another step is to establish explicit policies to define workflow changes and engender project visibility. Because kanban can easily be expanded to cover many parts of development, another step is to increase stakeholder involvement in the process. Join this interactive session to practice these key steps with hands-on exercises. By the end, you will have an initial plan for implementing kanban in your organization.

1. !
TI
AM!Half(day!Tutorial!
11/12/2013!8:30!AM!
!
!
!
!
!
"Eight Steps to Kanban"
!
!
!
Presented by:
Ken Pugh
Net Objectives
!
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!
!
!
Brought(to(you(by:(
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340!Corporate!Way,!Suite!300,!Orange!Park,!FL!32073!
888(268(8770!H!904(278(0524!H!sqeinfo@sqe.com!H!www.sqe.com

2. !
!
!!Ken!Pugh!
!!Net!Objectives!
!
A fellow consultant with Net Objectives, Ken Pugh helps companies
transform into lean-agile organizations through training and coaching.
His special interests are in communication (particularly effectively
communicating requirements), delivering business value, and using
lean principles to deliver high quality quickly. Ken trains, mentors, and
testifies on technology topics from object-oriented design to
Linux/Unix. He has written several programming books, including the
2006 Jolt Award winner Prefactoring and his latest Lean-Agile
Acceptance Test Driven Development: Better Software Through
Collaboration. Ken has helped clients from London to Boston to
Sydney to Beijing to Hyderabad. He enjoys snowboarding,
windsurfing, biking, and hiking the Appalachian Trail. Reach Ken at
ken.pugh@netobjectives.com!

3. Implemen'ng)Kanban)For)Your)Team)
)
Eight Steps to Kanban!
Ken Pugh
Fellow Consultant
Net Objectives
"Eight#Steps#to#Kanban”#
KP#November#2011#
Introductions !
! Background ?
– Years in software
– Experience with
! Scrum
! Kanban
! Lean
! Why are you here?
2
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
1#

4. Implemen'ng)Kanban)For)Your)Team)
)
Ken Pugh!
! Fellow#Consultant#
! OOA&D,#Design#PaZerns,#Lean,#Scrum,#Kanban,#
Photo#
Size:#
###Height:#2.25#
Posi9on:##
##from#top#leR#corner#
##Horizontal#0.75##
##Ver9cal#1.#
Picture##Style:#Simple#Black##
###Frame#
#
Test6Driven#Development#
! Over#2/5#century#of#soRware#development#
experience#
! Author#of#seven#books,#including:#
ken.pugh#
@netobjec9ves.com#
– #Prefactoring:#Extreme#Abstrac+on,#Extreme#
Separa+on,#Extreme#Readability##(2006#Jolt#Award)#
– #Interface#Oriented#Design#
– Lean#Agile#Acceptance#TestGDriven#Development:#
BeJer#SoKware#Through#Collabora+on#
No#code#goes#in#+ll#the#test#goes#on.#
A#journey#of#two#thousand#miles#begins#with#a#single#step.#
Lean for Executives
Product Portfolio
Management
ASSESSMENTS"
CONSULTING"
T RAINING "
COACHING"
Business
Lean
Enterprise
Manage
ment
Team
technical
Kanban / Scrum
ATDD / TDD / Design Patterns
Lean Management
Project Management
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
2#

5. Implemen'ng)Kanban)For)Your)Team)
)
Agenda!
Beginnings
Lean / Agility
Flow
Value Stream Mapping
Kanban
Policies
Transitioning
Eight Steps To Kanban !
!
!
!
!
!
!
!
!
!
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#
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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3#

6. Implemen'ng)Kanban)For)Your)Team)
)
Section 1"
Beginnings!
TABLE WORK"
Issues with Software Development"
Issue 3
Issue 2
A projec
t
is done
when…
Issue 1
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4#

7. Implemen'ng)Kanban)For)Your)Team)
)
Section 1"
Lean Agile !
Agile
t on
r
Dilbe
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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5#

8. Implemen'ng)Kanban)For)Your)Team)
)
Agility"
is where you have"
Predictability"
of "
Business Value "
Realization"
@#agility
deliver value
at a #
consistent pace
over the #
long haul
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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6#

9. Implemen'ng)Kanban)For)Your)Team)
)
Lean!
Lean%Thinking!focuses!on:!!!!
• Value&
• &Incrementally!delivered!by!highest!business!
value!
• Flow&&
• Continual!increments,!high!quality,!fast!
• Eliminating&Waste!!!
• Non;customer!value!activities!!
• Inventory!(anything!invested!in!that’s!not!
released).!!!
!!
business
trum
ps f
value
low
s
Trump
ucing
Red
Waste
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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7#

10. Implemen'ng)Kanban)For)Your)Team)
)
Lean"
Visioning"
Iterative Agile"
Business
Project"
Incremental!
DecompApproval"
Development!
osition"
Incremental"
Support & "
Deploy-"
Feedback"
ment"
drive&'om&&
Business&Value&
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8#

11. Implemen'ng)Kanban)For)Your)Team)
)
SMALL
INCREMENTS!
think and deliver
in the appropriate size
incrementally and frequently
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9#

12. Implemen'ng)Kanban)For)Your)Team)
)
mak
e al
l wo
rk
visibl
e
!
#
Flow and Delay!
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16#October#2013#
10#

13. Implemen'ng)Kanban)For)Your)Team)
)
FLOW
BUSINESS VALUE!
!
!
Give Feedback
!
Selecting what to work on
!
Developing It
PIPELINE!
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11#

14. Implemen'ng)Kanban)For)Your)Team)
)
DELAY IS" finding"
redoing"
reworking"
waiting"
hand-offs
bottlenecks
information delay
untested code
unread requirements
transaction related
coordination related
@#waste, delay, and complexity
Concept#
Regional)Coordinators)
Business)Leaders)
Trainers)&)Educators)
Product)Managers)
Business)
Customers)
Consump9on#
Customer)
Product)Champion(s))
Capabilities
New
Requirements
Software
Product
Software
Release
Support)
Product)Related)
Product)Related)
Product)Related)
Shared)Components)
Shared)Components)
Development)
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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15. Implemen'ng)Kanban)For)Your)Team)
)
Customer:
I need new
features yesterday
Devs hear:
Get it done; Fast,
at all costs!
code base:
Exponential
increase in time
to add features
code base:
Sloppy changes
code base:
Increased defects
code base:
Increased complexity
_s#
Testers#are#
overloaded
Tes'ng)occurs)
long)aFer)coding)
further)delays)in)
feedback)
Devs)don’t)get)
immediate)feedback)
#Testers)w/more)work)
Systems)w/more)defects)
Devs)create)
more)defects)
_s#
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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13#

16. Implemen'ng)Kanban)For)Your)Team)
)
Throughput vs. Utilization!
how much of what you do is
valuable?
rework?
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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17. Implemen'ng)Kanban)For)Your)Team)
)
What Work Do You Do?!
Getting
Requirements
Design
Faste
r met
hods
Planning
Collaboration
Programming
Testing
Auto
matio
n
Integration
Deployment
s
elay
ve D
o
Rem Re-doing
requirements
ys
e Dela
Remov Working from old
requirements
Delays
Remove
“Fixing” bugs
ys
e Dela
Remov
“Integration”
errors
Lack o
f feed
Building
unneeded
features
back
Lack o
fT
knowl ech
edge
Over-building
frameworks
Just-in-Time!
Pull a story from the backlog
Build it quickly
Work only on it
If possible: this is even better!
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16#October#2013#
15#

18. Implemen'ng)Kanban)For)Your)Team)
)
Value Stream Map !
Value Stream Mapping:
Define the Boundaries!
! Value Stream Mapping starts with clear boundaries:
Suppliers
Part)of)the)Total)Value)
Stream)
Inputs)
Triggers'
Outputs)
Customers
or Internal
Partners
Done'
• ))Who)Are)The)Suppliers?)))
•
What)Are)The)Triggers?)
•
Who)Are)The)Customers)Or)
Internal)Partners?)))
• ))What)Are)The)Inputs?)
•
What)Are)The)Major)Process)
Steps)?)
•
What)Are)The)Outputs?)
•
What)Func'ons)Are)Involved?)
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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19. Implemen'ng)Kanban)For)Your)Team)
)
Step 1: Identify Actions!
Request
)
Approve
)
Reqts#
Sign)Off
)
Review
)
Design)
Code)
Analysis#
Test)
Deploy
)
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#
i. Try#star9ng#from#the#end#of#the#process#and#work#back#up#stream#
_1dd
Step 2: Determine Calendar Time!
Request
)
Approve
)
Reqts#
Sign)Off
)
Analysis#
0.5#hrs#
8#hrs#
160#hrs#
8#hrs#
100#hrs#
Design)
Review
)
Code)
Test)
Deploy
)
120#hrs#
2####hrs#
280#hrs#
240#hrs#
8#hrs#
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#
2. Calculate#the#calendar#9me#for#each#ac9on.###
i. Easiest#to#do#by#when#the#ac9on#started#and#when#it#ended.##
ii. If#it#is#part#of#a#mee9ng,#the#9me#is#the#en9re#mee9ng.#
_1dd
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
17#

20. Implemen'ng)Kanban)For)Your)Team)
)
Step 3: Calculate Time Actually
Worked on the Action!
Request
)
Approve
)
.1#hr#avg
#
60#hrs#avg#
Reqts)
Sign)Off
)
1#hr#avg
#
40#hrs#avg#
0.5#hrs#
8#hrs#
160#hrs#
8hrs#
100#hrs#
0.5#hr#avg
#
Design)
Review)
)
2#hrs#avg
#
80#hrs#avg#
40#hrs#avg#
3#hrs#avg
#
120#hrs#
2####hrs#
280#hrs#
240#hrs#
8#hrs#
40#hrs#avg#
Code)
Analysis)
Test)
Deploy
)
1. Iden9fy#the#ac9ons#taken#in#the#value#stream#
2. Calculate#the#calendar#9me#for#each#ac9on#
3. Calculate#9me#actually#worked#on#each#ac9on#
i. Take)Avg.)'me)if)more)than)one)person)works)the)step)
_1dd
Step 4: Identify Time Between Actions!
Request
)
0.5#hr#avg
#
Approve
)
.1#hr#avg
#
320#hrs#
1.
2.
3.
4.
160#hrs#
Sign)Off
)
2#hrs#avg
#
2####hrs#
80#hrs#
40#hrs#avg#
8hrs#
Code)
80#hrs#
Analysis)
1#hr#avg
#
320#hrs#
160#hrs#
Review)
)
Design)
120#hrs#
60#hrs#avg#
8#hrs#
0.5#hrs#
40#hrs#avg#
Reqts)
80#hrs#
80#hrs#avg#
280#hrs#
Test)
80#hrs#
80#hrs#
100#hrs#
40#hrs#avg#
Deploy
)
80#hrs#
240#hrs#
3#hrs#avg
#
8#hrs#
Iden9fy#the#ac9ons#taken#in#the#value#stream#
Calculate#the#calendar#9me#for#each#ac9on#
Calculate#9me#actually#worked#on#each#ac9on#
Iden9fy#9me#between#ac9ons#
_1dd
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
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18#

21. Implemen'ng)Kanban)For)Your)Team)
)
Step 5: Identify Any Loop Backs Required!
Request
)
0.5#hr#avg
#
Approve
)
Reqts)
.1#hr#avg
#
320#hrs#
80#hrs#
60#hrs#avg#
Review)
)
Design)
40#hrs#avg#
2#hrs#avg
#
160#hrs#
Code)
2####hrs#
120#hrs#
Test)
40#hrs#avg#
80#hrs#
80#hrs#
100#hrs#
Deploy
)
3#hrs#avg
#
80#hrs#
8#hrs#
240#hrs#
280#hrs#
20%#Rejected#
Repeat#1X#
1.
2.
3.
4.
5.
40#hrs#avg#
80#hrs#
8hrs#
80#hrs#avg#
80#hrs#
Analysis)
1#hr#avg
#
160#hrs#
8#hrs#
0.5#hrs#
Sign)Off
)
320#hrs#
65%#Defec+ve#
Repeat#3X#
Iden9fy#the#ac9ons#taken#in#the#value#stream#
Calculate#the#calendar#9me#for#each#ac9on#
Calculate#9me#actually#worked#on#each#ac9on#
Iden9fy#9me#between#ac9ons#
Iden9fy#any#loop#backs#required#
_1dd
Request
Request!
"
0.5 // 0.0 hrs"
0.0 hrs
"
Reqts"
Reqts!
Approve
Approve!
"
320 hrs"
.1 / 7.9 hrs
"
80 hrs"
60 / 100 hrs"
Sign Off!
Sign Off
"
320 hrs"
Analysis!
Analysis"
1 / 7 hrs
"
160 hrs"
8 hrs"
0.5 hrs"
16#October#2013#
80 hrs"
40 / 60 hrs"
8 hrs"
8hrs"
100 hrs"
80 hrs"
Review"!
Review
Design!
Design"
40 / 80 hrs"
160 hrs"
2 / 0 hrs
"
2 hrs"
120 hrs"
20% rejected"
Repeat 1X"
Code!
Code"
80 hrs"
Test!
Test"
80 / 200 hrs"
280 hrs"
80 hrs"
40 / 200 hrs"
Deploy
Deploy!
"
80 hrs"
240 hrs"
3 / 5 hrs
"
8 hrs"
65% defective"
65% defective"
Repeat 3X"
Repeat 3X"
PCE =
hrs"
509 hrs!
hrs"
3433 hrs!
= 14.9%!
1. Identify the actions taken in the value stream"
2. What was the real time from start to finish of the action?"
3. What was the average time working on this vs working on other things?"
4. Identify time between actions"
5. Identify any loop backs required"
Avg Time Worked # !
Avg Time Worked
6. Calculate Process Cycle Efficiency:! Total Cycle Time"
Total Cycle Time!
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
19#

22. Implemen'ng)Kanban)For)Your)Team)
)
Request
!
0.5 / 0.0 hrs
"
Approve
!
320 hrs"
.1 / 7.9 hrs
"
Reqts!
80 hrs"
Sign Off
!
320 hrs"
1 / 7 hrs
"
160 hrs"
8 hrs"
0.5 hrs"
60 / 100 hrs"
Analysis!
80 hrs"
40 / 60 hrs"
8hrs"
100 hrs"
80 hrs"
Review!
Design!
40 / 80 hrs"
2 / 0 hrs
"
160 hrs"
2 hrs"
120 hrs"
20% rejected"
Repeat 1X"
Code!
80 hrs"
Test!
80 / 200 hrs"
280 hrs"
80 hrs"
Deploy
!
40 / 200 hrs"
80 hrs"
240 hrs"
65% defective"
65% defective"
Repeat 3X"
Repeat 3X"
3 / 5 hrs
"
8 hrs"
3433 – 509 = 2924
!
Which gives a better return?
Getting better
at what you do
Eliminating
delays between
what you do
Create Value
Stream Map
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
20#

23. Implemen'ng)Kanban)For)Your)Team)
)
TABLE WORK"
What features are you working one?
Already Done,
Working On,
To-Do
List features separately on post-it
notes and put up on board.
Kanban!
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
21#

24. Implemen'ng)Kanban)For)Your)Team)
)
Kanban in a Nutshell!
Prioritized
list of
Features
Team works on items as they come in.
They follow Lean principles.
Focus on work in progress and shortening
cycle time.
Deliver value on a
regular basis
based on features
in and value out.
visualize the entire value stream #
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
22#

25. Implemen'ng)Kanban)For)Your)Team)
)
Kanban suggests
limit # of items
Lean suggests limit
TIME between steps being worked on in
each step
time
size of queue
Kanban Tenets"
“
Lean thinking is far more concerned that
the right work is being done
at the right time
than about who is doing the work”
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
23#

26. Implemen'ng)Kanban)For)Your)Team)
)
Kanban Work Item"
Tracking #
If late against
the target lead time
Description
##
##
*"
##
##
#
Entry Date
g
Do
ne
Q
Te
sti
n
R
to eady
te
st
Q
Co
din
g
R
fo eady
rc
od
e
Q
De
sig
n
R
de eady
sig fo
n
r
An
Q
aly
sis
---------------------------------------- Development Team ----------------------------------------
R
fo eady
rd
ev
M
be MFs
re ing
fin
ed
A
M ppro
M
Fs ved
-- Product Managers --
Required Delivery
Date
Q
Note: Testing is for tests that cannot be
accomplished during the coding phase
Feature
Story#
flowing features and stories
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
24#

27. Implemen'ng)Kanban)For)Your)Team)
)
Pull"
Work enters a queue.
When someone needs new work,
they pull from the queue
Work goes through stages.
When work is done in a stage,
it flows to next stage.
Until it is done
WIP Limit… "
Governs maximum number of work items that
can be in a state at any instant.
Below its limit:
Pull a work item from upstream
At its limit:
Wait for an item to be done and flowed
downstream
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
25#

28. Implemen'ng)Kanban)For)Your)Team)
)
Bus
Req
Spec.
Spec. Comp.
Dev.
ready
Dev.
Dev.
Comp.
Build
ready
Test
Release
ready
Stage
Prod.
Standard
design the kanban board
Courtesy Olav Maassen QNH
Entry and Exit Criteria!
Entry
< 5 requests,
sequenced
order
Specify
Exit
Entry
SME defined
Exit
Readiness
Dev Stories written
Complete design review
Test cases UAT & IST
defined
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
26#

29. Implemen'ng)Kanban)For)Your)Team)
)
Flow Measurement!
40#
35#
number))of))stories)
30#
25#
20#
15#
10#
Backlog#
Analysis#
5#
Implmnt#
Test#
Done#
0#
0#
1#
2#
3#
4#
5#
6#
7#
8#
9#
week)number)
@#cumulative flow diagram
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
27#

30. Implemen'ng)Kanban)For)Your)Team)
)
40#
35#
number))of))stories)
30#
25#
20#
15#
10#
Backlog#
Analysis#
5#
Implmnt#
Test#
Done#
0#
0#
1#
2#
3#
4#
5#
6#
7#
8#
9#
week)number)
Laying out the
Kanban Board!
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16#October#2013#
28#

31. Implemen'ng)Kanban)For)Your)Team)
)
ban board
the kan
reflects
process"
work and
your
Creating the Kanban board!
1. Start with what you do now
2. Modify slightly to implement pull
3. Use transparent method for viewing work
4. Limit WIP; pull work when the team has capacity
5. Evolve by recognizing bottlenecks, waste and
variability that affect performance
6. Continuously (and incrementally) improve the
process
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
29#

32. Implemen'ng)Kanban)For)Your)Team)
)
Kanban Board"
Prioritize"
Specify"
Execute"
Deploy & Ready to Use"
Implement"
Deploy & Ready to Use"
Implement"
Exit" Entry"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
Kanban Board"
Prioritize"
Business
priority"
Business
Sequ"
Specify"
Define
Business
Req"
Define
Tech Req"
Define Test
Scenarios"
Execute"
System
Analysis &
Design"
Build"
Prep IST Run IST
& UAT" & UAT"
Update
Baseline"
Update Business
PO
Processes &
Promote"
Acceptance"
Conduct Training"
Business
Value
Retrospection"
Extracted
from Feature"
Exit" Entry"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
30#

33. Implemen'ng)Kanban)For)Your)Team)
)
Waiting for approval
-- Product Managers --
320
map to kanban board
Waiting for approval
Working on approval
-- Product Managers --
320
.1
8
map to kanban board
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
31#

34. Implemen'ng)Kanban)For)Your)Team)
)
Waiting for approval
Working on approval
Ready for Requirements
-- Product Managers --
320
.1
8
80
map to kanban board
.1
8
Requirements
Working on approval
320
Ready for Requirements
Waiting for approval
-- Product Managers --
60
80 160
map to kanban board
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
32#

35. Implemen'ng)Kanban)For)Your)Team)
)
Ready for sign off
.1
8
Requirements
Working on approval
320
Ready for Requirements
Waiting for approval
-- Product Managers --
60
80 160 320
map value stream to kanban board
Sign Off
-------------------------------------- Development Team --------------------------------------
Ready for sign off
.1
8
60
80 160 320
1
8
Requirements
Working on approval
320
Ready for Requirements
Waiting for approval
-- Product Managers --
map value stream to kanban board
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
33#

36. Implemen'ng)Kanban)For)Your)Team)
)
Ready for Deploy
Deploy
40
80 240
80
3
8
Done
Test
80
80 280
Ready for Test
Code
2
2
Ready for Code
Review
40
80 120 160
Design
Ready for Review
40
80 100
Ready for Design
1
8
Analysis
60
80 160 320
Ready for Analysis
Sign Off
-------------------------------------- Development Team --------------------------------------
Ready for sign off
.1
8
Requirements
Working on approval
320
Ready for Requirements
Waiting for approval
-- Product Managers --
map value stream to kanban board
Ready for Deploy
Deploy
40
80 240
80
3
8
Done
Test
80
80 280
Ready for Test
Code
2
2
Ready for Code
Review
40
80 120 160
Design
Ready for Review
40
80 100
Ready for Design
1
8
Analysis
60
80 160 320
Ready for Analysis
Sign Off
-------------------------------------- Development Team --------------------------------------
Ready for sign off
.1
8
Requirements
Working on approval
320
Ready for Requirements
Waiting for approval
-- Product Managers --
map to kanban board
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
34#

37. Implemen'ng)Kanban)For)Your)Team)
)
Create Kanban Board
From Your VSM
WIP Limits!
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
35#

38. Implemen'ng)Kanban)For)Your)Team)
)
Little’s Law!
Average number of projects is correlated with:
Average Rate Started * Average Time in System
Project size
increases
# of active
projects goes up
Task switching
goes up
Delays go up
Average length of
projects goes up
Setting WIP Limits!
! Want flow to be consistent across value stream
! Set on
– Overall flow
– Resource allocation
– Size of work items
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
36#

39. Implemen'ng)Kanban)For)Your)Team)
)
Classes of Service!
"
Classes of Service
influence the behavior of the work
Expedite"
Special handling"
Time "
Risk " Date driven"
Flow"
Policy" Normal"
Intangible"
"
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
37#

40. Implemen'ng)Kanban)For)Your)Team)
)
Classes of Service"
Expedite"
Outside
Impact"
Specific
Delivery Date"
Impediment"
Standard
Maintenance or
Break-Fix Work
Time"
Risk" Flow"
Policy"
Standard
New or
Value-Added Work
@#service level
A kanban board simulation
5
4
3
Bus)
Req)
Spec.)
Spec.) Comp.)
Dev.)
ready)
4
Dev.)
2
Dev.)
Comp.)
2
Build)
ready)
Test)
Release)
ready)
Stage)
Prod.)
“Standard”)
Blocked)
Flow#
“Defect”)
)“Fixed)Date”)
Courtesy Olav Maassen QNH
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
38#

41. Implemen'ng)Kanban)For)Your)Team)
)
the SILVER card"
when and what to challenge"
Create WIP limits and Classes of Service
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
39#

42. Implemen'ng)Kanban)For)Your)Team)
)
Daily Standup !
The daily rhythm of work
Stand-up
• Do we have a bottleneck?
•
•
•
•
•
(congestion or gaps in the queues?)
Do we have a blocker not dealt with?
Are we keeping to WIP limits?
Are priorities clear?
What did we do yesterday?
What are we planning today?
After the Stand-up
• Update charts
• Remove done items off the board
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
40#

43. Implemen'ng)Kanban)For)Your)Team)
)
Discussion points!
WIP Limits
Stories in process for more than five
days (stalled)
Impediments (inter-team)
Issues (intra-team)
Empty spots on the board
Place features on Kanban Board and do a
stand-up
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
41#

44. Implemen'ng)Kanban)For)Your)Team)
)
Section 9"
Explicit Policies!
Explicit Policies!
! Process Flow
! Input Cadence
! Output Cadence
! Work in Process Limits
! Definition of Done
! Entry and Exit Criteria
! Handling Rework
! Handling Classes of Service
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
42#

45. Implemen'ng)Kanban)For)Your)Team)
)
Cadence!
! Input – how often are things put onto the input queue
! Output – how often are things in output released?
! Retrospective – how often review and improve
Create Explicit
Policies
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
43#

46. Implemen'ng)Kanban)For)Your)Team)
)
Section 12"
Transitioning To
Kanban!
Getting started with kanban
! 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#
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
44#

47. Implemen'ng)Kanban)For)Your)Team)
)
Getting started with kanban
! Agree to goals"
! Map the value stream"
– Define where you start"
– Define where you finish"
!
!
!
!
!
!
!
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
! Agree to goals"
! Map the value stream"
! Define a set of work item types"
!
!
!
!
!
!
– User stories"
– Bugs"
– …"
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#
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
45#

48. Implemen'ng)Kanban)For)Your)Team)
)
Getting started with kanban
! Agree to goals"
! Map the value stream"
! Define a set of work item types"
! Meet with external stakeholders"
!
!
!
!
!
– Set WIP limits
– Agree to input cadence
– Agree to delivery cadence
– Agree to classes of service (minimum 2, typically 5-6).
– Agree to cycle cadence for each level of service"
Create board for tracking"
Agree to standup"
Agree to operational review"
David#Anderson.#XTC,#London#2009,#October#
Educate the team"
Start doing it"
Getting started with kanban
!
!
!
!
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#
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
46#

49. Implemen'ng)Kanban)For)Your)Team)
)
Getting started with kanban
!
!
!
!
!
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
!
!
!
!
!
!
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#
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
47#

50. Implemen'ng)Kanban)For)Your)Team)
)
Getting started with kanban
!
!
!
!
!
!
!
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
!
!
!
!
!
!
!
!
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#
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
48#

51. Implemen'ng)Kanban)For)Your)Team)
)
Wrap Up!
Not an ending, but a
beginning
Summary!
! Focus on
– Value
– Flow
– Waste
– Transparency
! Break into small work items
! Deliver Quality
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
49#

52. Implemen'ng)Kanban)For)Your)Team)
)
This is an Agile Course!
! You are the customers
! You have given requirements (e.g. the “what”)
! You are the testers
– Have your requirements been met?
– What else needs to be done?
99############################
Supplementary!
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
50#

53. Implemen'ng)Kanban)For)Your)Team)
)
Alternative Boards!
Buffers, queue limits, and SWIP
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
51#

54. Implemen'ng)Kanban)For)Your)Team)
)
Tiers expand, collapse to track work
Expediting and swim lanes
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
52#

55. Implemen'ng)Kanban)For)Your)Team)
)
Expediting and SWIP
5
Input
Queue
4
Analysis
In Prog Done
Courtesy David J. Anderson
8
2
Dev & Test Dev
In Prog
Done
2
Test
Ready
Test
Release
Ready
...
Open Column for Concurrent Activities
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
53#

56. Implemen'ng)Kanban)For)Your)Team)
)
5
4
4
2
2
Test
Ready
Test
4
Input
Queue
Analysis
Dev
In Prog
In Prog Done
Done
Release
Ready
...
Combine
Split
4
Test Dev
In Prog
Split Column for Concurrent Activities
Courtesy David J. Anderson
5
Input
Queue
4
Analysis
In Prog Done
8
In Prog
UI Design
2
Done
2
Test
Ready
Test
Release
Ready
...
Security
Persistence
Business Logic
Courtesy David J. Anderson
Split Column for Multiple unordered activities
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
54#

57. Implemen'ng)Kanban)For)Your)Team)
)
Any alterations to your
Kanban Board?
Transition Risk!
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
55#

58. Implemen'ng)Kanban)For)Your)Team)
)
Risks!
! Not understanding root cause of issues
! Assuming one size fits all
! Challenges outside of product development
team
– Hard to get ancillary organizations to adopt agile
! Lack of true teams
– Calling a team “team” is not enough
Effectiveness of Change
! Poor technical practices
Not enough change to
have a significant
benefit
Sweet#Spot#
Hawthorne
Effect
More change than the
system can bear
Rate of Change Delivered
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
56#

59. Effectiveness of Change
Implemen'ng)Kanban)For)Your)Team)
)
Not enough change to
have a significant
benefit
Semi-sweet
More change than the
system can bear
Spot
Hawthorne
Effect
Rate of Change Delivered
Copyright#©#200762011#Net#Objec9ves.#All#Rights#Reserved.#
16#October#2013#
57#