Kanban Overview And Experience Report

1. Kanban Overview and Experience Report David Joyce BBC Worldwide 1 Monday, 7 December 2009

2. Kanban Overview Kanban is a transparent, work-limited, value pulling system. Eric Willeke - Kanbandev Yahoo! group 2 Monday, 7 December 2009

3. Start with what you do now. Modify it slightly to implement pull Use a transparent method for viewing work, and organising the team David Anderson 3 Monday, 7 December 2009

4. Start with what you do now. Modify it slightly to implement pull Use a transparent method for viewing work, and organising the team Limit WIP and pull work when the team has capacity. Evolve from there by recognising bottlenecks, waste and Stop Starting - Start Finishing! variability that affect performance David Anderson 3 Monday, 7 December 2009

5. Work in Process 4 Monday, 7 December 2009

6. Work in Process Because we want to deliver new value quickly, we want to limit the amount of work that we take on at one time We want to ﬁnish items before starting others 4 Monday, 7 December 2009

7. Pull Work not Push 5 Monday, 7 December 2009

8. Pull Work not Push There is a queue of work, which goes through a number of stages until its done. 5 Monday, 7 December 2009

9. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process 6 Monday, 7 December 2009

10. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process Flow 6 Monday, 7 December 2009

11. Kanban Pull Backlog Step 1 Step 2 Step n Done In In In Process Process Process Flow 6 Monday, 7 December 2009

12. Kanban Pull With Limits 7 Monday, 7 December 2009

13. Kanban Pull With Limits That looks very like a typical Agile Task Board. However, there is one more important element which really deﬁnes a Kanban system - limits. There are two basic limits WIP limits and Queue limits 7 Monday, 7 December 2009

14. WIP Limits 8 Monday, 7 December 2009

15. WIP Limits Governs the maximum number of work items that can be in that state at any instant 8 Monday, 7 December 2009

16. Queues and Queue Limits 9 Monday, 7 December 2009

17. Queues and Queue Limits A queue distinguishes work that is eligible to be pulled, from work that is still in process. The queue allows for slack 9 Monday, 7 December 2009

18. Queues and Limits Backlog Step 1 Step 2 … Step n Done In In In Process Queue Process Queue Process … 10 Monday, 7 December 2009

19. Queues and Limits Backlog Step 1 Step 2 … Step n Done Queue In In In Process Queue Process Queue Process (3) (2) … 10 Monday, 7 December 2009

24. Leading Indicators Agile development has long rallied around “inspect and adapt”. Early agile methods built their feedback around velocity. This is a trailing indicator. With the regulating power of limits, it tells you about problems in your process, while you are experiencing the problem! 11 Monday, 7 December 2009

25. Leading Indicators Agile development has long rallied around “inspect and adapt”. Early agile methods built their feedback around velocity. This is a trailing indicator. With the regulating power of limits, it tells you about problems in your process, while you are experiencing the problem! 11 Monday, 7 December 2009

26. Bottlenecks - Stall 12 Monday, 7 December 2009

27. Bottlenecks - Stall 12 Monday, 7 December 2009

28. Bottlenecks - Vacant Space 13 Monday, 7 December 2009

29. Bottlenecks - Vacant Space 13 Monday, 7 December 2009

30. Kanban Workﬂow 14 Monday, 7 December 2009

31. Kanban Workﬂow We ensure the right work is done at the right time, rather than who is doing the work. 14 Monday, 7 December 2009

32. New Kind of Standup 15 Monday, 7 December 2009

33. New Kind of Standup 15 Monday, 7 December 2009

34. A New Kind of Planning 16 Monday, 7 December 2009

35. A New Kind of Planning Planning can be ‘de-coupled’ 16 Monday, 7 December 2009

36. Releasing 17 Monday, 7 December 2009

37. Releasing Releasing can be ‘de-coupled’ 17 Monday, 7 December 2009

38. Iterations Iterative Development Without Iterations tim gth e len 18 Monday, 7 December 2009

39. Iterations Iterative Development Without Iterations tim gth e len 18 Monday, 7 December 2009

40. Retrospectives 19 Monday, 7 December 2009

41. Retrospectives We have more choice on when and how to reﬂect and improve 19 Monday, 7 December 2009

42. De-Coupling 20 Monday, 7 December 2009

43. De-Coupling 20 Monday, 7 December 2009

44. Metrics Metrics are a tool for everybody The team is responsible for its metrics Metrics allow for continuous improvement Red, Amber, Green is not enough. 21 Monday, 7 December 2009

45. Metrics Metrics are a tool for everybody The team is responsible for its metrics Metrics allow for continuous improvement Red, Amber, Green is not enough. 21 Monday, 7 December 2009

46. Cumulative Flow 22 Monday, 7 December 2009

47. Cumulative Flow 22 Monday, 7 December 2009

48. Work Breakdown 23 Monday, 7 December 2009

49. Work Breakdown 23 Monday, 7 December 2009

50. Kanban for Everyone 24 Monday, 7 December 2009

51. Kanban for Everyone 24 Monday, 7 December 2009

52. Lean Decision Filter 25 Monday, 7 December 2009

53. Lean Decision Filter 1. Value trumps flow Expedite at the expense of flow to maximise value 2. Flow trumps waste elimination Increase WIP, if required to maintain flow, even though it may add waste 3. Eliminate waste to improve efficiency 25 Monday, 7 December 2009

54. Kanban Usage 26 Monday, 7 December 2009

55. Kanban Usage 26 Monday, 7 December 2009

56. Kanban Summary John Seddon - Freedom from Command & Control 27 Monday, 7 December 2009

57. Experience Report Eric Willeke - Kanbandev Yahoo! group 28 Monday, 7 December 2009

58. Kanban began in one product team in mid 2008 29 Monday, 7 December 2009

59. Kanban began in one product team in mid 2008 Continually evolving... 29 Monday, 7 December 2009

77. The Kanban “ﬂu” soon spreads to other teams Monday, 7 December 2009

78. The Kanban “ﬂu” soon spreads to other teams Application Support Monday, 7 December 2009

85. The Kanban “ﬂu” soon spreads to other teams Application Support Pro duct Teams 32 Monday, 7 December 2009

90. The Kanban “ﬂu” soon spreads to other teams Application Support Pro duct Teams Design Team 33 Monday, 7 December 2009

94. The Kanban “ﬂu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 34 Monday, 7 December 2009

97. Now entering new territory 35 Monday, 7 December 2009

98. Now entering new territory Had looked at Agile before 35 Monday, 7 December 2009

99. Now entering new territory Had looked at Agile before small team sizes didn’t ﬁt specialisation constant mix of new development & support irregular release cadence 35 Monday, 7 December 2009

103. 36 Monday, 7 December 2009

106. Future Media & Technology! 36 Monday, 7 December 2009

109. No Single Solution Based on a set of principles Better practice NOT best practice Coupled with sound engineering practices and a team willing to reﬂect, adapt and improve David Anderson 37 Monday, 7 December 2009

110. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound engineering practices and a team willing to reﬂect, adapt and improve David Anderson 37 Monday, 7 December 2009

111. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to reﬂect, adapt and improve David Anderson 37 Monday, 7 December 2009

112. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to Let the data tel l yo u, reﬂect, adapt and what to do w ith the data improve David Anderson 37 Monday, 7 December 2009

113. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to Let the data tel l yo u, reﬂect, adapt and what to do w ith the data improve Control Statistical David Anderson 37 Monday, 7 December 2009

115. Mean reduced from 22 to 14 days (33%) Lead Time 50% drop in the spread in variation. Each of the outliers were proved to be special cause. 38 Data split at ﬁnancial year end and in July Monday, 7 December 2009

117. Mean reduced from 9 to 3 days (67%) 77% drop in the spread in variation. Development Time The major reduction factor has been to limit work in process. 39 Data split at ﬁnancial year end and in July Monday, 7 December 2009

119. Reduction in lead and cycle times, and increase in throughput are not at the expense of quality. # Live Defects Number of live bugs is within statistical control, and seeing a reduction since July. 40 Data split at end and in July Monday, 7 December 2009

121. Mean reduced from 25 to 5 days (81%) Large drop in the spread in variation. # Days Blocked The outliers was proved to be special cause, waiting for a 3rd party. # blockers actually increased. 41 Data split at ﬁnancial year end and in July Monday, 7 December 2009

122. Upward trend. Rising to almost every working day. Throughput Expected as code base is decoupled, work items broken into MMFs, and cycle time reduces. Monday, 7 December 2009

123. 43 Scrum to Kanban Monday, 7 December 2009

124. 43 Scrum to Kanban Data split at end and in July Mean reduced from 10 to 4 days (60%) Engineering Time 64% drop in the spread in variation. Monday, 7 December 2009

125. Kanban Summary John Seddon - Freedom from Command & Control Monday, 7 December 2009

126. Scrumban Scrumban is useful for existing Scrum teams, who are looking to improve their scale or capability 45 Monday, 7 December 2009

127. Scrumban Scrumban is useful for existing Scrum teams, who are looking to improve their scale or capability 45 Monday, 7 December 2009

128. More information on Kanban My blog http://leanandkanban.wordpress.com/ Kanban community site http://www.limitedwipsociety.org Kanban for Software Engineering http://bit.ly/hz9Ju Soon to be published academic paper on BBCW and Kanban case study 46 Monday, 7 December 2009

129. Thank you Questions? John Seddon - Freedom from Command & Control Monday, 7 December 2009

Kanban Overview And Experience Report

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Kanban Overview And Experience Report