Introduction to Kanban
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Introduction to the Kanban method. A look at the values, principles and practices.
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Introduction to Kanban
- 1. Kanban
- 2. @chrisvmcd Kanban Chris McDermott @chrisvmcd Coach/Developer/Conference Organiser www.leanagilescotland.com @LeanAgileScot
- 3. @chrisvmcd Kanban draw a car (take a minute)
- 8. @chrisvmcd Kanban Microsoft XIT Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
- 9. @chrisvmcd Kanban Corbis IT Way
- 11. @chrisvmcd Kanban start with where you are now • map of glasgow... start with where you are now
- 15. @chrisvmcd Kanban principles start with what you do now agree to purse incremental and evolutionary change initially, respect current roles, responsibilities & job titles encourage acts of leadership at all levels values understanding, agreement, respect and leadership
- 19. @chrisvmcd Kanban ~~~~~~ ~~~~~~ Analysis ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready 4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~
- 30. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
- 31. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
- 32. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
- 33. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
- 34. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
- 35. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
- 36. @chrisvmcd Kanban Back store (Buffer)Shelf (WIP)
- 37. @chrisvmcd Kanban Back store (Buffer) } Buffer Shelf (WIP)
- 38. @chrisvmcd Kanban Back store (Buffer) } Buffer Shelf (WIP)
- 39. @chrisvmcd Kanban Back store (Buffer) } Buffer Shelf (WIP)
- 41. @chrisvmcd Kanban ~~~~~~ Analysis ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready 4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ X X X X ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~
- 43. @chrisvmcd Kanban ~~~~~ ~~~~~ ~~~~~ ~ ~~~~~~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~ ~~~~~~~~~~~~~~~~~~~~ ~~~~~ ~~~~~ ~~~~~~~~~~ ~~~~~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
- 48. @chrisvmcd Kanban ~~~~~~ Analysis ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready 4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ X X X X ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ Exit
- 49. Criteria •
- 50. Goal
- 51. is
- 52. clear •
- 53. First
- 54. tasks
- 55. defined •
- 56. Story
- 57. split,
- 58. if
- 59. necessary Exit
- 60. Criteria •
- 61. Code
- 62. clean
- 64. checked
- 65. in •
- 66. Integrated
- 68. tested •
- 69. Running
- 70. on
- 71. UAT
- 72. env Exit
- 73. Criteria •
- 74. Customer
- 75. accepted •
- 76. Ready
- 77. for
- 78. production Pull
- 79. Criteria:
- 80. 1)
- 81. Expedite
- 82. 2)
- 83. Fixed
- 84. Date
- 85. in
- 86. danger
- 87. 3)
- 88. Oldest
- 89. @chrisvmcd Kanban ~~~~~~ Analysis ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~~~~~~~ ~~~~~~ ~~~~~~ Ready 4 Test ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ Ready 4 3 Amigos TestBacklog Ready 2 Celebrate DoneDev ~~~~~~ ~~~~~~ ~~~~~~ X X X X ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ ~~~~~~ X ~~~~~~ ~~~~~~ ~~~~~~ Exit
- 90. Criteria •
- 91. Goal
- 92. is
- 93. clear •
- 94. First
- 95. tasks
- 96. defined •
- 97. Story
- 98. split,
- 99. if
- 100. necessary Exit
- 101. Criteria •
- 102. Code
- 103. clean
- 105. checked
- 106. in •
- 107. Integrated
- 109. tested •
- 110. Running
- 111. on
- 112. UAT
- 113. env Exit
- 114. Criteria •
- 115. Customer
- 116. accepted •
- 117. Ready
- 118. for
- 119. production Pull
- 120. Criteria:
- 121. 1)
- 122. Expedite
- 123. 2)
- 124. Fixed
- 125. Date
- 126. in
- 127. danger
- 128. 3)
- 129. Oldest
- 130. @chrisvmcd Kanban
- 131. @chrisvmcd Kanban
- 132. @chrisvmcd Kanban principles start with what you do now agree to purse incremental and evolutionary change initially, respect current roles, responsibilities job titles encourage acts of leadership at all levels values understanding, agreement, respect, leadership transparency, balance, flow, collaboration customer focus practices visualise limit work in progress make process policies explicit manage flow implement feedback loops improve collaboratively, evolve experimentally (using models and the scientific method)
- 133. @chrisvmcd Kanban Visualise Limit WIP Manage FlowExplicit Policies Feedback Loops Improvements
- 134. @chrisvmcd Kanban Visualise Limit WIP Manage FlowExplicit Policies Feedback Loops Improvements
- 135. @chrisvmcd Kanban ~ Dev (3) Test (2) DoneBacklog ~ ~ ~ ~ ~ Product/Project ~ ~ Next (3) Doing DoneDemand ~ ~ ~ ~ ~ ~~ Operational ~ Doing DoneTodo ~ ~ ~ ~ Personal ~ ~ Proj Duration DoneProduct ~ ~ ~ ~ ~ Portfolio ~ ~ BAU New OS ~ ~ ~
- 136. @chrisvmcd Kanban
- 137. @chrisvmcd Kanban tips • Kanban is not your process! • Regularly reevaluate the board design, does it reflect the way the work works? • Make work items as small as possible • Keep the board and items tidy • Keep blocker tickets for retrospectives • Visualise in-process defects • Rotate the stand up facilitator
- 138. @chrisvmcd Kanban key points understand where you are now and start there make the work visible limit the work in progress establish flow and pull work when ready identify and remove impediments to smooth flow
- 139. @chrisvmcd Kanban Further reading Lean Toyota Production System Theory of Constraints System of Profound Knowledge
Editor's Notes
- Outline:\n - Kanban systems\n - Kanban Method\n
- Karl Scotland\n
- - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
- set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
- Background\nReason for Kanban\n
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- does not prescribe a specific set of roles or process. \n\n\n\n
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- Card content\nStand Ups\n\n
- Card content\nStand Ups\n\n
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- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- Pull system main stimuli for change & improvement\n- Creates slack for improvement\n\n
- \n
- flow should be monitored, measured and reported\nchange can be evaluated\n
- SPC - Variation in lead time\nCFD - Check that the Kanban System is working correctly\n
- \n
- - hard to discuss improvement if the system is not understood\n - with explicit policies discussions are emotional and anecdotal \n - facilitate consensus around improvement suggestions\n - can lead to a self organising team\n
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- Identify the constraint\nDecide how to exploit the constraint\nSubordinate all other processes to above decision\nElevate the constraint\nIf, as a result of these steps, the constraint has moved, return to Step 1. Don't let inertia become the constraint\n\n
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- 3 - Wastes\nMary Pop’s 7\nMuda\n Transport waste\n Inventory waste\n Motion waste\n Waiting waste\n Over producing waste\n Over processing waste\n Defects waste\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
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