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Agile project management using kanban & to c
- 1. “The only person who likes change is a baby with a wet diaper.” Mark Twain Charan “CA” Atreya ProjectWorld Atlantic Canada November - 2011
- 2. Evolutionary adoption of agile principles in traditional organizations ◦ First introduce Kanban and get better at focusing Increase velocity of project delivery ◦ Then adopt Critical Chain for project and scale it to program and portfolio management Charan Atreya ProjectWorld Atlantic Canada 2011
- 3. Charan Atreya ProjectWorld Atlantic Canada 2011
- 4. >70% in lead time >35% effort >24% in defects Stress Waste Charan Atreya ProjectWorld Atlantic Canada 2011
- 5. Critical Chain – plan projects Kanban – execute tasks Charan Atreya ProjectWorld Atlantic Canada 2011
- 6. WC1 WC2 WC3 WC4 Identify the system constraint Exploit the constraint Subordinate everything else to the constraint Focus improvement efforts on the constraint Charan Atreya ProjectWorld Atlantic Canada WC = Work Center 2011
- 7. Neither good nor bad - it just is Manage them or they will control your process Bottlenecks travel ◦ No synchronous pull Charan Atreya ProjectWorld Atlantic Canada 2011
- 8. Charan Atreya ProjectWorld Atlantic Canada 2011
- 9. Longest chain of dependent steps, longest in time; slack = 0 Is the project constraint ; dictates project throughput Project is late if tasks on the critical path are late Charan Atreya ProjectWorld Atlantic Canada 2011
- 10. Milestone management Task Estimates 2M Measurement systems are lagging indicators Multitasking Charan Atreya ProjectWorld Atlantic Canada 2011
- 11. “90% of the project is finished in one year and the remaining 10% takes another full year” Charan Atreya ProjectWorld Atlantic Canada 2011
- 12. Charan Atreya ProjectWorld Atlantic Canada 2011
- 13. Charan Atreya ProjectWorld Atlantic Canada 2011
- 14. Aggressive, but possible time Minimum time Most likely time Charan Atreya ProjectWorld Atlantic Canada Credit: Critical Chain by Eli Goldratt 2011
- 15. Aggressive, but possible time Estimate provided Median 50% 40% Safety Minimum time Most likely time Charan Atreya ProjectWorld Atlantic Canada Credit: Critical Chain by Eli Goldratt 2011
- 16. Aggressive, but possible time Estimate provided Median 50% Safety added to every task 40% Safety Minimum time Most likely time Charan Atreya ProjectWorld Atlantic Canada Credit: Critical Chain by Eli Goldratt 2011
- 17. If every task has a 90% likelihood of finishing on time, will the project finish on time? Work expands to fill (and often exceed) allocated time – Parkinson’s Law Negotiate aggressively for more time. Use up safety buffers upfront – scramble as deadline looms – Student Syndrome Charan Atreya ProjectWorld Atlantic Canada 2011
- 18. Charan Atreya ProjectWorld Atlantic Canada 2011
- 19. Measurement Issues Progress – Lagging indicators ◦ Earned value (compare plan to actual) ◦ Velocity (e.g. Burn down charts) Does not differentiate between work done on a critical path and work on other paths Charan Atreya ProjectWorld Atlantic Canada 2011
- 20. “ART OF SCREWING EVERYTHING UP AT ONCE” 10 days 10 days 10 days 20 days 20 days 20 days Charan Atreya ProjectWorld Atlantic Canada 2011
- 21. Estimates are a range Safety is added to each task Waste of safety time ◦ Parkinson’s law ◦ Student syndrome ◦ Multitasking Task delays propagate throughout the project Early task finish does not benefit the project Measurement systems are lagging indicators Charan Atreya ProjectWorld Atlantic Canada 2011
- 22. Strip safety estimates from each task 50% confidence level on estimates is good enough ◦ Remaining 50% is added to project or feeding buffer Add the following buffers: ◦ Project buffer ◦ Feeding path buffer ◦ Resource buffer Charan Atreya ProjectWorld Atlantic Canada 2011
- 23. Charan Atreya ProjectWorld Atlantic Canada 2011
- 24. Charan Atreya ProjectWorld Atlantic Canada 2011
- 25. Aggressive End Date Charan Atreya ProjectWorld Atlantic Canada 2011
- 26. Leading Indicator of Project Success – Protecting DURATION ACT Protects Duration Plan Charan Atreya ProjectWorld Atlantic Canada 2011
- 27. Leading Indicator of Project Success – Protecting EFFORT 100% 90% ACT 80% Protects 70% Effort % Buffer Consumed 60% 50% Plan 40% 30% 20% 10% 0% 0% 4% 8% 100% 12% 16% 20% 24% 28% 32% 36% 40% 44% 48% 52% 56% 60% 64% 68% 72% 76% 80% 84% 88% 92% 96% % Effort Expended Charan Atreya ProjectWorld Atlantic Canada 2011
- 28. Leading indicator on project status Protect project completion date Reduce scramble towards the end Increase the probability of completing the project on time Charan Atreya ProjectWorld Atlantic Canada 2011
- 29. Critical Chain – plan projects ◦ Address Estimation Issues ◦ Measurement System Kanban – address Multitasking Charan Atreya ProjectWorld Atlantic Canada 2011
- 30. Software development is a creative process ◦ Task variability ◦ Solutions are derived dynamically Scheduling ◦ Large number of interactions ◦ Availability of subject matter experts when needed ◦ Capacity constrained resources ◦ Do not have complete information ◦ Constantly shifting priorities Trailing indicators around execution Charan Atreya ProjectWorld Atlantic Canada 2011
- 31. “Tyranny” of time-boxed iterations ◦ Development items small enough for iterations AND deliver business value – leading change challenge ◦ Churn within iterations, for example ◦ Cannot co-locate the entire team ◦ Quality suffers as team rushes to meet iteration deadlines Charan Atreya ProjectWorld Atlantic Canada 2011
- 32. Japanese term - means “visual cards” Synchronized pull Charan Atreya ProjectWorld Atlantic Canada 2011
- 33. Goal is to match throughput to demand Work “pulled” based on system status ◦ Start new task after completing current task ◦ Team pulling from backlog does not make it a pull system Flow/Throughput driven Encourages single tasking Charan Atreya ProjectWorld Atlantic Canada 2011
- 34. Limit work-in-progress ◦ Create Synchronized PULL ◦ Focus on flow ◦ Focus on quality – embed it in Visualize work ◦ Highlight bottlenecks as they appear ◦ Empower the team ◦ Optimize the whole Balance throughput to demand Ensure right work is done at the right time Charan Atreya ProjectWorld Atlantic Canada 2011
- 35. Step 1 Unbelievably ◦ Map current flow Simple ◦ Visualize it Step 2 ◦ Introduce work-in-progress limits Step 3 ◦ Develop rules and improve Charan Atreya ProjectWorld Atlantic Canada 2011
- 36. Visualize actual work flow Highlights value times and wait times Answers to questions: ◦ Does this step add value? ◦ What determines how long this step takes? ◦ Can we do this work faster? Charan Atreya ProjectWorld Atlantic Canada 2011
- 37. Workflow Charan Atreya ProjectWorld Atlantic Canada 2011
- 38. Workflow Charan Atreya ProjectWorld Atlantic Canada 2011
- 39. Enables laser like focus Helps address bottlenecks to the flow as they appear Enables swarming behavior Have low WIP limits Charan Atreya ProjectWorld Atlantic Canada 2011
- 40. More Rules Less Rules Least Flexible Most Flexible RUP XP Scrum Kanban Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 41. Workflow Charan Atreya ProjectWorld Atlantic Canada 2011
- 42. Workflow Charan Atreya ProjectWorld Atlantic Canada 2011
- 43. Workflow Charan Atreya ProjectWorld Atlantic Canada 2011
- 44. Little’s Law Work in progress for the period Cycle Time = # of tasks closed for the period Charan Atreya ProjectWorld Atlantic Canada 2011
- 45. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 46. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 47. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 48. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 49. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 50. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 51. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 52. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 53. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 54. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 55. Charan Atreya Used with Henrik Kniberg's permission ProjectWorld Atlantic Canada 2011
- 56. Charan Atreya ProjectWorld Atlantic Canada Used with Henrik Kniberg's permission 2011
- 57. Charan Atreya ProjectWorld Atlantic Canada 2011
- 58. Dynamically highlights bottlenecks ◦ Swarming behavior tackles bottlenecks Teamwork ◦ Encourages collaboration ◦ Empowers Reduces multi-tasking Focuses on throughput ◦ Enables smooth flow of work Charan Atreya ProjectWorld Atlantic Canada 2011
- 59. Case Study: Kanban at BBC Worldwide http://leanandkanban.files.wordpress.com/2 010/02/lean-software-management-bbc- worldwide-case-study.pdf University of Helsinki, Finland On the impact of Kanban on Software Project Work: An Empirical Case Study Investigation Charan Atreya ProjectWorld Atlantic Canada 2011
- 60. agileconsulting.blogsopt.com Unbelievably infoq.com Simple leansoftwareengineering.com Charan Atreya ProjectWorld Atlantic Canada 2011
- 61. Critical Chain encourages protecting project end dates only (global optimization) Kanban ensures tasks get done as fast as possible – addresses multitasking Create high performance teams using the two Charan Atreya ProjectWorld Atlantic Canada 2011
- 62. Evolutionary adoption of agile principles in traditional organizations ◦ First introduce Kanban and get better at focusing Increase velocity of project delivery ◦ Then adopt Critical Chain for project and scale it to program and portfolio management Charan Atreya ProjectWorld Atlantic Canada 2011
- 63. “In times of change, learners inherit the earth, while the learned are beautifully equipped to deal with a world that no longer exists!” Roland Barth Are you willing to take on evolutionary change? Thank You! Charan Atreya ProjectWorld Atlantic Canada 2011 http://www.kanbanway.com
- 64. Dreamer – Big Hairy Audacious Goals Motto – Deliver faster, deliver often, deliver quality Theory of Constraints aficionado ◦ Electronic Engineer, MBA, PMP, Six Sigma Green Belt http://www.linkedin.com/in/catreya @kanbanPM http://www.kanbanway.com Charan Atreya ProjectWorld Atlantic Canada 2011