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2011 lean kanban-scrum
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Andreas Wintersteiger
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2011 lean kanban-scrum
1.
Lean - Kanban Introduction Dr.
Andreas Wintersteiger andreas.wintersteiger@objectbay.com Ver1.1-12/2011
2.
© 2011 Objectbay
Software & Consulting GmbH Lean Thinking 2 Watch the baton, not the runners!
3.
© 2011 Objectbay
Software & Consulting GmbH Two Pillars of Lean • Don’t trouble your customer • develop people, then build products • no wasteful work • teams & individuals evolve their own practices and improvements • build partners with stable relationships, trust and coaching in lean thinking • develop teams 3 Continuous Improvement Respect for People • Go see (Genchi Genbutsu) • Kaizen • spread knowledge • Problem solving • root cause • eyes for waste • perfection challenge • work toward flow
4.
© 2011 Objectbay
Software & Consulting GmbH 4-P and 14 Lean Principles 4 Philosophy (Long-Term Thinking) Process (Eliminate Waste) People & Partners (Respect, Challenge and grow them) Problem Solving (Continuous Impr.) • Continual organizational learning through Kaizen • Go see for yourself to thoroughly understand the situation • Make decisions slowly by consensus, thoroughly considering all options; implement rapidly • Grow leaders who live the philosophy • Respect, develop and challenge your people and teams • Respect, challenge and help your suppliers • Create process flow to surface problems • Use pull systems to avoid overproduction • Level out the workload • Stop when there is a quality issue • Standardize work norms for continuous improvement • Use visual control so problems are hidden • Use only reliable, thoroughly tested technology • Base management decisions on a long- term philosophy, even at the expense of short-term financial goals Source: Jeffrey Liker: The Toyota Way
5.
© 2011 Objectbay
Software & Consulting GmbH Base management decisions on a long-term philosophy, even at the expense of short- term financial goals 5
6.
© 2011 Objectbay
Software & Consulting GmbH Move toward flow. Move to ever smaller batch sizes and cycle times to deliver value faster and expose weakness. 6
7.
© 2011 Objectbay
Software & Consulting GmbH Use pull systems. Decide as late as possible. 7
8.
© 2011 Objectbay
Software & Consulting GmbH Level the work. Reduce variability and overburden to remove unevenness. 8
9.
© 2011 Objectbay
Software & Consulting GmbH Jidoka. Build a culture of stopping and fixing problems, teach everyone to methodically study problems. 9
10.
© 2011 Objectbay
Software & Consulting GmbH Master norms & practices to enable kaizen and employee empowerment. 10
11.
© 2011 Objectbay
Software & Consulting GmbH Use simple visual management to reveal problems and coordinate. 11
12.
© 2011 Objectbay
Software & Consulting GmbH Use only well-tested technology that serves your people and process. 12
13.
© 2011 Objectbay
Software & Consulting GmbH Grow leaders who thoroughly understand the work, live the philosophy and teach it to others. 13
14.
© 2011 Objectbay
Software & Consulting GmbH Respect, develop and challenge exceptional people and teams and tower technical excellence. 14
15.
© 2011 Objectbay
Software & Consulting GmbH Respect and challenge your extended network of partners and help them to grow and improve. 15
16.
© 2011 Objectbay
Software & Consulting GmbH Genchi Gembutsu. Go, see yourself at the real place of work to thoroughly understand the situation and help. 16
17.
© 2011 Objectbay
Software & Consulting GmbH Make decisions slowly by consenus, thoroghly considering all options. Implement rapidly. 17
18.
© 2011 Objectbay
Software & Consulting GmbH Hansei & Kaizen. Become and sustain a learning organisation through rentless reflection and continuous improvement. 18
19.
© 2011 Objectbay
Software & Consulting GmbH Lean & Agile: Overlapping Philosophies 19 •4 Value Pairs •12 Principles •9 Management Principle •2 Pillars •14 Principles
20.
© 2011 Objectbay
Software & Consulting GmbH Scrum & XP are instances of Agile & Lean 20 •5 Values •3 Roles •5 Ceremonies •4 Artifacts •5 Values •12 Principles •15 Practices •8 Roles
21.
© 2011 Objectbay
Software & Consulting GmbH Kanban is more of an instance of Lean 21
22.
© 2011 Objectbay
Software & Consulting GmbH Kanban • A Change-Management Methodology (with capital “K”) • utilizes some lean tools (and thus ideas) • kanban - a signal card • pull systems • visualization 22
23.
© 2011 Objectbay
Software & Consulting GmbH Kanban is change management 1. Visualize the workflow 2. Limit Work-In-Progress (WIP) 3. Measure and manage flow 4. Make process policies explicit 5. Use Models to recognize improvement opportunities 23
24.
© 2011 Objectbay
Software & Consulting GmbH (1) Visualize Workflow 24 Source: Jesper Boeg, Priming Kanban
25.
© 2011 Objectbay
Software & Consulting GmbH (2) Limit WIP 25
26.
© 2011 Objectbay
Software & Consulting GmbH (3) Measure and manage flow 26 Cumulative flow diagrams show current work over time per workflow stage Problems become visible through WIP limits team swarms around the problems
27.
© 2011 Objectbay
Software & Consulting GmbH Lead Time & Cycle Time 27
28.
© 2011 Objectbay
Software & Consulting GmbH 28 Expedite Goals Story Queue Elaborate Develop Test Deploy Done! Your waiting time here is 14 Days Your waiting time here is 18 Days 5 3 5 13
29.
© 2011 Objectbay
Software & Consulting GmbH Cadences • Kanban is not restricted to one cadence (like Sprints in Scrum) • Typically we see... • internal release cadence for feedback (Demo) • a release (output) cadence • a retrospective cadence • a planning cadence (Backlog grooming, aka input cadence) • etc. 29
30.
© 2011 Objectbay
Software & Consulting GmbH Classes of Service • Swim lanes in Kanban board for different quality of service • Expedite • Bugs • Regular development efforts • Beautifiers 30
31.
© 2011 Objectbay
Software & Consulting GmbH Make process policies explicit • per Workflow stage, this could be • Acceptance criteria for stories • Criteria for readiness for development (aka “Definition of Ready”) • Criteria for development procedures like “use TDD”, “refactored”, “high test coverage”,... (aka “Definition of Done”) • Testing policies, Test Coverage etc. • Criteria for deployment (“Shippable”) 31
32.
© 2011 Objectbay
Software & Consulting GmbH Recognize improvement opportunities • Systems Thinking • Theory of Constraints • Deming • Lean Thinking and Principles (eliminate waste) 32
33.
© 2011 Objectbay
Software & Consulting GmbH Scrum and Kanban - Commonalities• Both based on and implement Lean and Agile principles (such as Pull System, Limited WIP, continuous improvement,...) • Both have regular planning in short cadences based on evidence data • Both deliver releasable software in short cadences • Both require to break work into pieces • Both do empirical process control (inspect & adapt) • Both foster transparency • Both drive change management from learnings of a self-organized team 33
34.
© 2011 Objectbay
Software & Consulting GmbH Kanban vs. Scrum - Differences• Kanban has no prescribed cadences (allows for 0..n) • Kanban has no protected time box (Sprint) but does also not require “commitment” • Planning in Scrum is based on Estimations and Velocity, Kanban uses Lead Time and equal sized batches (otherwise no planning is possible) • Kanban requires WIP limit per stage, Scrum limits per Sprint • Kanban does not prescribe any Roles, Meetings and Artifacts • Kanban requires less initial changes inside the organisation • Scrum is more pushy on organizational changes (on the run) • Scrum requires retrospectives (Kaizen) while Kanban only recommends it. 34
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© 2011 Objectbay
Software & Consulting GmbH A successful starting point • Scrum changes a team’s process of developing from Story to Production (Concept to Cash) • We have seen many hybrids that are highly effective • Add Kanban ideas to Scrum • Limit WIP on Scrum task board • Introduce swimlanes to address different qualities of service • Measure Lead Time & Cycle Time • Visualize more of the teams’ effective workflow • Add XP practices • Test Driven Development, Continuous Integration, ... • Collective Code Ownership • Add Lean Principles to your Scrum implementation 35
Editor's Notes
Paradoxon of local optimization vs. global optimization - batch (Chap. 9 in Lean Startup)
- Flow value without delay to the customer - fast from concept to cash - deliver value early - single piece flow - reduce WIP, cycle time, delay, ...
- Queuing Theory
changable working agreements --- not organisational standards!!!
BVCs & information radiators Kanban Boards Tokens and invisible queues
- Retrospectives -
XP in 2nd Edition
- Visualize the value chain - looks like waterfall but is not - Activity stages vs. buffer stages
- lower WIP limits may produce unter utilization (idle people) - high WIP limits may produce bad lead time because stories stay waiting around