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Kanban 101 Improving Economic Outcomes Through Evolutionary Change
What is Kanban? Kanban is a method to: enable evolutionary change … help implement and scale Agile … establish a culture of ongoing improvement.
Roots of Kanban: Lean Muda, Muri, Mura Waste, Unreasonableness, Unevenness Goals of Lean Improve Quality, Eliminate Waste, Reduce Time, Reduce Total Costs
System of Profound Knowledge How to achieve evolutionary change, implement and scale Agile, establish a culture of ongoing improvement? Understand the system Operate with variability Understand how to act on the system Understand human psychology PDSA Plan, Do, Study, Adjust But the cycles have to be very fast
Roots of Kanban: Opposite of Push Push Systems: Plan-Driven Gantt Chart Start as soon as possible Committed Finish Dates Drives delaying and value destroying behavior
How Push Creates Value Destroying Behavior Start date is planned up front Finish date is planned up front But we don’t know exactly what we need to build and how long it will take to build it (how long will it take to test and fix the problems you find on a piece of code we haven’t clearly defined?) So we estimate at the 99% likelihood for each task – which is typically double the likely duration. Because we are focused on the Finish Date we operate with the 50% duration in mind and deliver late 50% of the time anyway. So we add more pad to our estimates. Ensures late delivery or excessive padding in estimates (usually both)
Roots of Kanban: Pull Kanban: a card that represents a unit of work Flow work in single units or small batches Pace the work by limiting WIP Use signaling to trigger pull The number of kanban equals capacity New work can start only when a space is available A space becomes available when previous work is complete Level of mix and quantity to spread risk and optimize portfolio
Types of Pull Maintaining the system at the pace of the bottleneck (Herbie) – breaks down when a failure occurs before the bottleneck DBR CapWIP ConWIP Kanban DBR with protective WIP limit before the bottleneck – for when a failure occurs before the bottleneck In a stochastic process, the bottleneck moves – ConWIP provides protective WIP limit across the system – doesn’t highlight current bottleneck Supports a stochastic process - highlights current bottleneck
Kanban Board Analyze(3) Develop(5) Ready(5) Accept(3) Ready for Release Ready for Accept Ready for Dev Dev Analyze Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Columns for each Work Type Feature Feature Feature Feature Urgent ,[object Object]
Manual Testing Okay
PO Acceptance
Doco Complete
Design Complete
Test Case Examples Done
UIX Input Ready
Code Complete
Source Checked In
Unit Tests Green
Build SucceedsCriteria
Kanban Board Analyze(3) Develop(5) Ready(5) Accept(3) Ready for Release Ready for Accept Ready for Dev Dev Analyze Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature WIP Limits –Maximum number of kanban in each column Feature Feature Feature Feature Urgent ,[object Object]
Manual Testing Okay
PO Acceptance
Doco Complete
Design Complete
Test Case Examples Done
UIX Input Ready
Code Complete
Source Checked In
Unit Tests Green
Build SucceedsCriteria
Kanban Board Analyze(3) Develop(5) Ready(5) Accept(3) Ready for Release Ready for Accept Ready for Dev Dev Analyze Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Feature Split Work Types between doing and done Feature Urgent ,[object Object]
Manual Testing Okay
PO Acceptance
Doco Complete
Design Complete

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Kanban 101

Notes de l'éditeur

  1. A physical whiteboard or corkboard although electronic boards can also be usedKanbans indicate where in the process a piece of work isThe board is typically organized into columns, each one of which represents a stage in the process or a work buffer or queueOptional rows indicating the allocation of capacity to classes of serviceEach kanban should have sufficient information, such as the name and ID of the work item and due date (if any), to enable project-management decisions by the team without the direction of a managerThe goal is to visually communicate enough information to make the process self-organizing and self-expediting at the team level. The board is directly updated by team members throughout the day as the work proceedsHigh-level blocking issues are discussed during daily stand-up meetings – the board provides status.
  2. Limiting work in progress reduces average lead timeImproves the quality of the work produced and thereby increasesoverall productivity of your teamReducing lead time also increases your ability to deliver valuable functionality frequentlywhich helps to build trust with your stakeholdersEvery team is different, you will have different WIP limits that you'll need to set and then evolve yourself based on empirical results from experimentation