This document discusses how Kanban can be used to facilitate evolutionary organizational change. It describes Kanban as a change management system that uses visual boards and limits on work-in-progress to provoke incremental, continuous improvement. The document provides examples of how visualizing workflow and restricting work-in-progress can help align teams and processes, overcome resistance to change, and establish a culture of continuous learning.
6. Sprint
Daily Stand Up
Spikes
Sprint Planning
Showcase Retrospective
7. Sprint
Daily Stand Up
Spikes
Sprint Planning
Showcase Retrospective
Product Backlog
Sprint Backlog
Burn Down
8. Sprint
Daily Stand Up
Spikes
Sprint Planning
Showcase Retrospective
Scrum Team
Product Backlog Scrum Master
Sprint Backlog Product Owner
Burn Down User
11. Planning game
Release planning
Iterations Small releases
12. Planning game
Release planning
Iterations Small releases
Common code ownership
Test driven development
Refactoring Emergent design
Pair programming
Continuous integration
13. Planning game
Release planning
Iterations Small releases
Common code ownership
Test driven development
Refactoring Emergent design
Pair programming
Continuous integration
Code as documentation
Generalists On site customer
Sustainable pace
14. Planning game Stand up meetings
Release planning Retrospectives
Iterations Small releases
Common code ownership
Test driven development
Refactoring Emergent design
Pair programming
Continuous integration
Code as documentation
Generalists On site customer
Sustainable pace
22. Test driven
development Sustainable pace
Continuous
Common code integration
ownership Emergent design
Developers
Refactoring
Pair programming
On site customer
Generalists
23. Automated testing
Sustainable pace
QA
Generalists
Documentation light
51. Kanban Method
• A change management system that uses kanban
systems to provoke change
• Catalyst for evolutionary change
• Can help to create an culture of continuous
improvement
53. Microsoft XIT
Worst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
56. Principles
• Start with what you do now
• Agree to pursue incremental, evolutionary change
• Initially, respect the current process, roles,
responsibilities & job titles
• Encourage leadership at all levels
67. Type: Feature 2146767
Work item type
Digital tracking
- Bug
number
- Feature Ability to search by product
- Non Functional
- etc
Cust: Chris
BA: Mike Due: 09/06
Dev: Liz Start: 07/06
QA: Brian End: 08/06
Tracking dates
Contacts
166. user stories
regular releases
stand up
meetings retrospectives
common code
ownership refactoring
tdd
Agile Toolkit bdd
sustainable
on site pace
customer
pair continuous
programming automated integration
acceptance testing
167. user stories
regular releases
stand up
meetings retrospectives
common code
ownership refactoring
tdd
Agile Toolkit bdd
sustainable
on site pace
customer
pair continuous
programming automated integration
acceptance testing
- Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\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
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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\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
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- Daily meetings\n - Cumulative Flow Diagrams\n - Delivery rate (velocity/throughput) control chart\n - SLA or lead time target\n - Flexible staff allocation or swarming behavior\n - Deferred pull decisions, or dynamic prioritization\n - Metrics for assessing flow such as number of days blocked, lead time efficiency\n
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- hard to discuss improvement if the system is not understood\n - without explicit policies discussions are emotional and anecdotal \n - Leads to a self organising team\n\n\nWorkflow/Kanban System policies explicit\n - Pull criteria (definition fo done, exit criteria)\n - Capacity allocation\n - Queue replenishment\n - Classes of service\n - Staff allocation / work assignments\n
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- one to one\n - team\n - operationally\n
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ToC\n\nLean\nMuri - Over burden, unreasonableness, by force\nMura - unevenness \nMuda - waste\nTransport waste\n Inventory waste\n Motion waste\n Waiting waste\n Over producing waste\n Over processing waste\n Defects waste\n\nSystem of profound knoweledge\n - Appreciation of a system: \n - Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;\n - Theory of knowledge: the concepts explaining knowledge and the limits of what can be known.\n - Knowledge of psychology: concepts of human nature.\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
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