Kanban Exploration
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Deep Dive on Kanban from the Scrum Gathering Amsterdam 2010
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Kanban Exploration
- 2. • 15 years of experience covering development, project management, team leadership, coaching and training. • Successfully applying Agile methods for the last 10 years. • Championed Agile and Lean Thinking with the BBC, Yahoo! and EMC Consulting. • Founding member of the Lean Software and Systems Consortium and the Limited WIP Society. Karl Scotland agile coach Twitter: @kjscotland
- 10. 10 Ball Flow Game RULES: You are one big team Your goal: Process 20 balls by passing them through a pipeline, following a set of rules. Balls must have air time Everyone must touch each ball No balls direct to your neighbor Start point = End point PLAYBOOK: 1. Prepare (2 mins) 2. Estimate time 3. Process 4. Change system & re- estimate 5. Repeat 5 times 6. Debrief
- 25. YOUR TURN Visualise • the way the work works • value demand • failure demand • expedited work • work state
- 29. … Stage 1 Done Stage 2 Stage n … Work Items Queue In Process Queue In Process Queue In Process
- 30. … Stage 1 Done Stage 2 Stage n … Work Items Queue In Process Queue In Process Queue In Process
- 31. … Stage 1 Done Stage 2 Stage n … Work Items Queue In Process Queue In Process Queue In Process
- 35. YOUR TURN Visualise: • capacity for work • who is working on what • priorities for work • availability for work • unavailability for work
- 39. High High Low Ability Skills Anxiety Boredom Mihalyi Czikszentmihalyi, Flow: The Psychology of Optimal Experience
- 45. YOUR TURN Visualise: • blocked work • bottlenecks • work dependencies • people dependencies • 3rd party dependencies
- 56. YOUR TURN Visualise: • time since work was started • time to work completion • risk of work • quality of work • fidelity of work
- 65. Thank you! Email: kscotland@rallydev.com Twitter: @kjscotland Blog: http://availagility.co.uk LWS: http://www.limitedwipsociety.org/
Notes de l'éditeur
- Version 2008.8
- Basic background to the name “The two pillars of the Toyota production system are just-in-time and automation with a human touch, or autonomation. The tool used to operate the system is kanban.” Taiichi Ohno, Toyota Production System (adopted 1962)
- Deming, Ohno, Einstein http://www.flickr.com/photos/iboy/4528401870/
- Systems Thinking - Vanguard Method Thinking -> System -> Performance
- Purpose -> Measure -> Method Kanban enables method, and measure, but requires thinking to change Kanban is a change management method
- Simon Sinek – startwithwhy.com
- The Model All models are wrong. Some are useful
- Visual Management
- The flight plan table at the Battle of Britain War Rooms. Meaning: Visualise, Interact, Persist Mental Model: Collective, Collaborative, Clarity Empowerment of team, allowing management to be Operational (solve problems) over Strategic (direct work) http://www.flickr.com/photos/fenoswin/2223822081/
- Boundary Objects – Communities of Practice and Interest Common Point of Reference Different Meanings Coordination and Alignment Translation Plastic / Working Agreements Different Concerns Simultaneously http://www.exampler.com/testing-com/writings/marick-boundary.pdf http://www.flickr.com/photos/snapeverything/4037213574/
- Motivation Extrinsic carrot & stick Intrinsic autonomy, mastery & purpose (Daniel Pink: Drive) autonomy, cross-fertilisation, transcendence (Nonaka) http://www.flickr.com/photos/slopjop/1362907625/
- Edward Tufte – The Visual Display of Quantitative Information Design Types – Data Maps, Time Series, Space Time Narratives, Relational Data Ink, Junk and Density Variants
- http://www.flickr.com/photos/jonnygoldstein/4058204001/
- LED tunnel. Titled Multiverse, installed by artist Leo Villareal in a 200-foot-long tunnel in the National Gallery of Art in Washington DC. Wikipedia defines a multiverse as the hypothetical set of multiple possible universes that together comprise everything that physically exists: the entirety of space and time, all forms of matter, energy and momentum, and the physical laws and constants that govern them. A Kanban Multiverse can be defined as the hypothetical set of multiple possible Kanban Boards that together comprise everything that physically could be visualised: the entirety of scope and time, all forms of work type, status and flow, and the organisational laws and constants that govern them. Taking a 2d space and visualising multiple dimensions: Scope, Time, Resource, Quality Capacity, Demand Priority, Status, Issues, Risk, Constraints, Dependencies, Assumptions http://www.flickr.com/photos/generated/3411162184/
- Workflow Demand Status
- Software Development / Product Development has randomness and variation. We could just shrug and accept the randomness and variation. We could treat is like a black box, but make the results visible.
- Or we could understand the mathematics and science behind the randomness and variation This allows us to take advantage and exploit the randomness and variation by influencing our process VSM gives us this transparency into our process.
- Archaeology. Many layers. Not always what you expect. Often discover problems underneath http://www.flickr.com/photos/ianturk/2461951857/
- Demand analysis e.g. Power supply demand at half time in the Cup Final WIP Limits allow capacity allocation per demand type http://www.flickr.com/photos/callumalden/23479213/
- Failure Demand http://www.flickr.com/photos/adamfraser/4044890323/
- Capacity Resources WIP Core principle of Kanban Avoid too much work starting at the same time / at once Stop starting and start finishing http://www.flickr.com/photos/steveverdon/378787509/
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- Littles Law: Cycle Time = WIP / Throughput Traffic Flow Theory: Flow = Speed * Density Cycle Time & Throughput are key metrics Cycle Time – how soon can we deliver? Throughput – how much can we deliver? Cycle Time v Lead Time
- 3 Projects Write the 1st 10 digits in a column Write the 1st 10 letters in a column Write the 1st 10 roman numerals in a column Sequential (non multi-tasking) - Column by column Parallel (multi-tasking) - Row by row http://www.flickr.com/photos/78205255@N00/96887547/
- Keep the work flowing - “Flow where you can, pull when you must” – Mike Rother and John Shook: Learning to See Keep the work busy (flowing), not the worker. Economy of flow, not of scale (cost or utilisation) http://www.flickr.com/photos/manugomi/2884678938/
- Learning
- Impediments Bottlenecks Dependencies
- Remove tokens & Expose the Rocks Create a bottleneck & Fix the issues http://www.flickr.com/photos/cuppini/2775740314/
- Continuously Improve until Kanban aren’t Needed – Empty Slots Remove the tokens http://www.flickr.com/photos/48600079400@N01/114239479/
- Anxiety = expose the rocks Boredom = free up slots
- Queues http://www.flickr.com/photos/gadl/89650415/
- Batches http://www.flickr.com/photos/chibijosh/67267000/
- What is the value? How do you break it down, and put to back together again? Benefits -> Features -> Stories -> Tasks http://www.flickr.com/photos/inoxkrow/151406522/
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- Bubbles of slack form around the work Don’t need to schedule slack (e.g. XP Gold Cards)
- Maximising Flow
- Capability Time Quality Establish a reliable and dependable capability Demonstrates a predictable capacity. Gives some confidence in co-ordinating the upcoming work when we are triggering rather than scheduling work.
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- Example Transaction Costs and Co-ordination Costs Establish cadence based on existing costs, then seek to reduce costs to improve cadence (lower batch sizes)
- Transaction cost and Co-ordination Cost influence cadence http://www.flickr.com/photos/photograham/429123216/
- How much stuff can we get done. http://www.flickr.com/photos/stu_p/1162383895/
- How long does it take to do stuff Class of Service – different types of demand http://www.flickr.com/photos/randar/477625846/
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- Reliability How many people got the tube and used the timetable? How many people got the train and used the timetable? Regular and frequent release cadence, with understood cycle-time, reduces the need for planning overhead. Measuring performance against purpose to set expectations. Not a promise. Information. Truth, not targets. Forecast quarterly goals and objectives Prioritise MMFs to meet those goals and objectives Release regularly Build trust that the team is working to its full capacity http://www.flickr.com/photos/twenty_questions/2632614879/
- My final thoughts plus opportunity for questions http://www.flickr.com/photos/horiavarlan/4290549806/
- The Model All models are wrong. Some are useful
- Kanban is a meta-language to help describe and think about process. It is not a methodology. Value Streams Visualisation Limiting WIP Cadence Improvement http://www.flickr.com/photos/lupos/2058121759/
- Levers to adjust either way, rather than knobs to turn to 11. http://www.flickr.com/photos/jameswest/2779581337/
- Difficulty "black 10". It's in the Valle Nevado ski center and starts at 3600 meters above sea level. http://www.flickr.com/photos/ramonarellano/31436545/
- Path of lower resistance – less big bang change http://www.flickr.com/photos/kevlar/3889217496/
- Evolution, not revolution
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- Version 2009.5