Kanban faces several common arguments against its adoption. These include concerns that Kanban will:
1) Limit the ability to plan work.
2) Cause work to take longer to complete.
3) Result in work getting stuck if work-in-progress limits are enforced.
4) Not align with stakeholder priorities if they do not consider flow.
5) Reduce team cohesion by focusing on individual tasks rather than collaboration.
4. People compare it
to what they know
h"p://www.flickr.com/photos/mvjantzen/4815422633/
5. … and
start to
criticize
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6. Kanban is hard to explain
briefly
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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
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9. In Software Development
Change Management
approach
that employs a WIP
limited pull system
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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.
43. the WIP Limits will let
you feel the TOC and
do something about it
44. Flow
• Only work on customer orders
• Reduce guessing to avoid waste
• Limit WIP to reduce inventory,
cost risk
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49. “Our testers can never keep up
the pace of our developers.
Developers would be idle for
half of the time!”
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50. Remember:
Kanban doesn’t focus on
maximizing utilization of people
51. End to end flow efficiency
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52. WIP limits will always cause
bottlenecks
That’s a good thing!
It drives continuous improvement
towards end to end efficiency
53. Being idle due to uneven flow distribution
drives people crazy!
h;p://www.flickr.com/photos/annayanev/3491617954/
62. Clear rules make
prioritization easier
• What is the type of feature? (new, bug,
enhance- ment, ...)
• What is the business value?
• What is the cost of delay and which
type?
• Any dependencies on other
features?
• …
63. it forces stakeholders to do their
homework!
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64. Encourages building an MVP
Stakeholders care about
Return on
Investment
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71. Good teams have a
common goal
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72. Good teams have a
common goal
Vertically organized
companies lead to teams
with conflicting goals
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73. in Kanban, everybody
contributes to the
end 2 end process
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74. this is a powerful change
management approach
• no theoretical frameworks
• no new job descriptions
• only some basic rules
75. What about
creative
thinking?
hp://www.flickr.com/photos/photojonny/2268845904/
76. The focus on improving
flow stimulates creativity
• Team will start to investigate
• Limit back-cycles
• Lead Cycle time measuring
stimulates close collaboration
77. Won’t it
cause a
death
march?
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78. Measurements are used to
understand reality
have a base for improvement
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79. Not pushing to go faster
but improving end 2 end
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80. 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
88. Lean product development:
• Strong leadership
• Cross-functional teams
• Set-Based Concurrent Engineering
• Short feedback loops
• Focus on the customer and supplier
• Cadence, Pull, and Flow
89. The application differs in Lean
• Product development
• Manufacturing
The same way it differs in Kanban for
• Software development
• Support operations