Kanban Introduction (Annotated)

1. Kanban

2. kanban http://availagility.ﬁles.wordpress.com/2008/10/kenji-kanban-2.jpg

3. kanban systems WIP (Work In Progress) limited pull system.

4. kanban systems WIP (Work In Progress) limited pull system. Toyota knew they couldn’t (and didn’t want to) build cars in the same mass production way that Ford and GM did.

5. kanban systems WIP (Work In Progress) limited pull system. Toyota knew they couldn’t (and didn’t want to) build cars in the same mass production way that Ford and GM did. Taiichi Ohno pioneered the use of kanban systems at Toyota as a way of providing a Just in Time capability. This is the basis for Toyota’s approach to building cars at the rate of demand.

6. kanban systems WIP (Work In Progress) limited pull system. Toyota knew they couldn’t (and didn’t want to) build cars in the same mass production way that Ford and GM did. Taiichi Ohno pioneered the use of kanban systems at Toyota as a way of providing a Just in Time capability. This is the basis for Toyota’s approach to building cars at the rate of demand. The inspiration for kanban came from supermarkets that were becoming popular in Japan in the early 50’s.

10. Shelf (WIP)

11. Shelf (WIP)

12. Shelf (WIP)

13. Shelf (WIP)

14. Shelf (WIP)

15. Shelf (WIP)

16. Shelf (WIP)

17. Shelf (WIP) Back store (Buffer)

24. } Shelf (WIP) Back store (Buffer) Buffer

27. The Kanban Method stop starting, start ﬁnishing

29. David J Anderson Born in Edinburgh raised in Saltcoats

30. David J Anderson Born in Edinburgh raised in Saltcoats Frustrated with resistance to change he found when trying to help teams adopt Agile methods David decided to pursue a different approach to help software development organisations improve.

31. Microsoft XIT Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf

32. DJA was asked to help the XIT team who were considered one of the worst in there business unit in 2004. Microsoft XIT Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf

33. DJA was asked to help the XIT team who were considered one of the worst in there business unit in 2004. The backlog of work was exceeding capacity 5 times and it was growing every month. Microsoft XIT Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf

34. DJA was asked to help the XIT team who were considered one of the worst in there business unit in 2004. The backlog of work was exceeding capacity 5 times and it was growing every month. Microsoft XIT DJA helped introduce a WIP limited pull system to change how work was queued. Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf

35. DJA was asked to help the XIT team who were considered one of the worst in there business unit in 2004. The backlog of work was exceeding capacity 5 times and it was growing every month. Microsoft XIT DJA helped introduce a WIP limited pull system to change how work was queued. Worst to Best in 9 months “With no new resources, no changes to how the team performed software engineering tasks like design, coding and testing, the changes to how the work was queued and estimated resulted in a 155% productivity gain in 9 months. The lead time was reduced to a maximum of 5 weeks – typically 14 days. Due date performance improved to greater than 90%. The backlog was worked off and the department is no longer seen as an organizational constraint. Customers are delighted.” http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf

36. Corbis IT Way

37. Corbis IT Way During his time at Corbis the majority of what is now the Kanban Method emerged.

38. There is no Kanban Software Development Process or Kanban Project Management Method

39. Before we go any further, lets make this clear... There is no Kanban Software Development Process or Kanban Project Management Method

40. Before we go any further, lets make this clear... There is no Kanban Software Development Process or Kanban Project Management Method ... you apply Kanban to what you do now. Torbjörn Gyllebring calls it Andban

41. It helps in 3 ways: • The Sustainability way • The Service Oriented way • The Survivability way

42. Sustainability • Helps you understand your capability which helps you better balance the demand. • By understanding what we can do helps us work at a sustainable pace • Helps us focus on reducing non-value-added demand (failure demand... aka bugs) • By being predictable it can helps us reduce disruptive expediting

43. Service Orientated • Improve service delivery by taking variability out of the process • By reducing work in progress we spend less time multi tasking and this helps us improve predictability and lead times • Scale Kanban in an organisation by scaling it out in a service-oriented fashion

44. Survivability • By limiting WIP and managing ﬂow kanban systems help provoke change. • Kanban Method can also help create a catalyst for evolutionary change and in turn help to create a culture of continuous improvement.

45. principles

46. principles Kanban is based on four principles, they are...

48. start with what you do now

49. start with what you do now agree to purse incremental and evolutionary change

50. start with what you do now agree to purse incremental and evolutionary change initially, respect current roles, responsibilities & job titles

51. 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

53. Here’s a simple example Start where you are and deeply understanding how our work works.

54. Here’s a simple example Start where you are and deeply understanding how our work works. Ask yourself: Who are our customers? What do they ask us for? What do we do to the requests? And where do they go when you are ﬁnished with them?

55. practices

56. practices Kanban has 6 practices...

57. visualise

58. Demand 214*** Analysis In

59. Progress Development Done In

60. Progress Test Done In

61. Progress Released Done Story title 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title **/**/2011 Story title Story title Story title Story title Story title Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** Reason Story title Story title **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 Story title Story title 214*** Story title 214*** **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 214*** Story title **/**/2011 Story title Story title **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 214*** Story title **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 214*** Story title 214*** **/**/2011 Story title 214*** 214*** Story title 214*** Story title **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011

62. Demand 214*** Analysis In

63. Progress Development Done In

64. Progress Test Done In

65. Progress Released Done Story title Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title **/**/2011 Story title **/**/2011 214*** Story title Story title Story title Story title Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title Story title **/**/2011 Story title 214*** 214*** 214*** **/**/2011 **/**/2011 214*** 214*** Story title Reason Story title Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title 214*** 214*** **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** **/**/2011 214*** Story title **/**/2011 Story title Story title **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 214*** Story title **/**/2011 214*** 214*** Story title 214*** Story title Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Story title **/**/2011 We can see the workﬂow what work is where in the workﬂow what kind of work there is (colours) who is working on what what is blocked and much more...

66. Work item type - Bug - Feature - Non Functional - etc Digital tracking number Type: Feature 2146767 Ability to search by product Cust: Chris BA: Mike Dev: Liz QA: Brian Due: 09/06 Start: 07/06 End: 08/06 Contacts Standard - Fixed Date - Expedite or whatever suits Tracking dates

68. What can you see here? A queue Unhappy customers What would you do? Join it? Come back later? What could the staff at the shop do?

70. What can you see here?

71. What can you see here? Is there a queue?

72. What can you see here? Is there a queue? Is anyone over worked?

73. What can you see here? Is there a queue? Does anyone need help? Is anyone over worked?

74. What can you see here? Is there a queue? Does anyone need help? Is anyone over worked? Is there a problem with the way the work works?

75. What can you see here? Is there a queue? Does anyone need help? Is work blocked? Is anyone over worked? Is there a problem with the way the work works?

76. What can you see here? Is there a queue? Does anyone need help? What kind of work is the team doing? Is work blocked? Is anyone over worked? Is there a problem with the way the work works?

77. What can you see here? Is there a queue? Does anyone need help? What kind of work is the team doing? Is work blocked? Is anyone over worked? Is there a problem with the way the work works? The digital tools are great, but where possible use physical boards. They radiate constantly and provide a shared space for the team.

78. limit work in progress

80. Demand

81. (4) 214*** Analysis

82. (5) In

83. Progress Dev

84. (6) Done In

85. Progress Story title Test In

86. Progress (2) Done Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011

87. Demand

88. (4) 214*** Analysis

89. (5) In

90. Progress Dev

91. (6) Done In

93. Progress (2) Done Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 Limiting WIP is the magic sauce. They create slack to allow us to improve They are what makes it a pull system

94. Demand

95. (4) 214*** Analysis

96. (5) In

97. Progress Dev

98. (6) Done In

100. Progress (2) Done Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 Apply work in progress limits to the columns on your board. Identify limits that are not so low that they starve the team but are also not so slack that issues won’t be highlited. Limiting WIP is the magic sauce. They create slack to allow us to improve They are what makes it a pull system

101. Demand

102. (4) 214*** Analysis

103. (5) In

104. Progress Dev

105. (6) Done In

107. Progress (2) Done Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 Apply work in progress limits to the columns on your board. Identify limits that are not so low that they starve the team but are also not so slack that issues won’t be highlited. Limiting WIP is the magic sauce. They create slack to allow us to improve They are what makes it a pull system

108. Demand

109. (4) 214*** Analysis

110. (5) In

111. Progress Dev

112. (6) Done In

114. Progress (2) Done Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 Apply work in progress limits to the columns on your board. Identify limits that are not so low that they starve the team but are also not so slack that issues won’t be highlited. Limiting WIP is the magic sauce. They create slack to allow us to improve They are what makes it a pull system

115. Demand

116. (4) 214*** Analysis

117. (5) In

118. Progress Dev

119. (6) Done In

121. Progress (2) Done Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 214*** Story title **/**/2011 Apply work in progress limits to the columns on your board. Identify limits that are not so low that they starve the team but are also not so slack that issues won’t be highlited. Limiting WIP is the magic sauce. They create slack to allow us to improve They are what makes it a pull system

122. Demand

123. (4) 214*** Analysis

124. (5) In

125. Progress Dev

126. (6) Done In

128. Progress (2) Done Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title 214*** 214*** 214*** Story title **/**/2011 **/**/2011 Apply work in progress limits to the columns on your board. Identify limits that are not so low that they starve the team but are also not so slack that issues won’t be highlited. **/**/2011 Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 Limiting WIP is the magic sauce. They create slack to allow us to improve They are what makes it a pull system

129. manage ﬂow

131. Demand

132. (4) 214*** Story title Analysis

133. (5) In

134. Progress Development

135. (6) Done In

136. Progress Test In

137. Progress (2) Done Released Done **/**/2011 214*** Story title **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title **/**/2011 Story title Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Story title 214*** 214*** 214*** 214*** Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 Cycle Time Lead Time

138. Demand

140. (5) In

142. (6) Done In

144. Progress (2) Done Released Done **/**/2011 214*** Story title **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title **/**/2011 **/**/2011 214*** Reason Story title Story title **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 Story title Story title 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 Cycle Time Lead Time

145. Demand

147. (5) In

149. (6) Done In

151. Progress (2) Done Released Done **/**/2011 214*** Story title **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title **/**/2011 **/**/2011 214*** Reason Story title Story title **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 Story title Story title 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 Cycle Time Lead Time

152. Demand

154. (5) In

156. (6) Done In

158. Progress (2) Done Released Done **/**/2011 214*** Story title **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title **/**/2011 **/**/2011 214*** Reason Story title Story title **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 Story title Story title 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 Cycle Time Lead Time Manage flow using: - Daily meetings - Cumulative Flow Diagrams - Delivery rate (velocity/throughput) control chart - SLA or lead time target - Flexible staff allocation or swarming behaviour - Deferred pull decisions, or dynamic prioritisation - Metrics for assessing flow such as number of days blocked, lead time efficiency

162. CFD helps us see irregularities in ﬂow, it also shows the correlation between work in progress and lead time. The more WIP the higher the average lead time. See Littles Law - http://en.wikipedia.org/wiki/Little's_law

163. make process policies explicit

164. Demand

165. (4) 214*** Analysis

166. (5) In

167. Progress Dev

168. (6) Done In

170. Progress (2) Done Story title Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted • Ready for production Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest

171. Demand

172. (4) 214*** Analysis

173. (5) In

174. Progress Dev

175. (6) Done In

177. Progress (2) Done Story title Released Done Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 Explicit policies like exit criteria, pull criteria, WIP limits, work item types etc help us create a shared understanding of the system. This helps when we come to improve, our discussions move away from emotional and anecdotal to focus on how the system actually works. Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted • Ready for production Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest

178. implement feedback loops

179. • Daily stand up meetings in front of the board • Update key stakeholders regularly • Managers go see regularly • ...

180. improve collaboratively, evolve experimentally (using models and the scientiﬁc method)

181. • Small continuous, incremental and evolutionary changes that stick • Understand theories of work, workﬂow, process and risk • Carry out regular retrospectives

182. what can it tell us?

183. Demand

185. (5) In

187. (6) Done In

188. Progress Done Test In

189. Progress (2) Released Done **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 Story title **/**/2011 Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted • Ready for production

190. Demand

192. (5) In

194. (6) Done In

196. Progress (2) Released Done **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** Story title **/**/2011 Story title Story title Bottleneck **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 Story title **/**/2011 Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted • Ready for production

197. Demand

199. (5) In

201. (6) Done In

203. Progress (2) Released Done **/**/2011 214*** 214*** Analysis has reached it’a WIP limit and there is nothing after development. 214*** Story title **/**/2011 Story title Story title **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** 214*** Story title **/**/2011 Story title Story title Bottleneck **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 Story title **/**/2011 Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted • Ready for production

204. Demand

206. (5) In

208. (6) Done In

210. Progress (2) Done Released Done **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 Story title 214*** 214*** 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** Story title **/**/2011 Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted • Ready for production

211. Demand

213. (5) In

215. (6) Done In

217. Progress (2) Done Released Done **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 Story title 214*** 214*** 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** Story title **/**/2011 Failure Demand Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted • Ready for production

218. Demand

220. (5) In

222. (6) Done In

224. Progress (2) Done Released Done **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 Story title 214*** 214*** 214*** 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** Story title **/**/2011 Failure Demand Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary Black dots signify defects Failure Demand: demand caused by a failure to do something or do something right for the Exit Criteria customerExit Criteria • Code clean checked in • Customer accepted • Integrated tested • Ready for production • Running on UAT env

225. Demand

227. (5) In

229. (6) Done In

231. Progress (2) Done Released Done **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 **/**/2011 Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 214*** 214*** Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** Story title **/**/2011 214*** Story title **/**/2011 214*** Story title Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted Story title • Ready for production **/**/2011 214*** **/**/2011 214*** Story title **/**/2011 214*** Story title

232. Demand

234. (5) In

236. (6) Done In

238. Progress (2) Done Released Done **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title **/**/2011 **/**/2011 Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 Story title Story title **/**/2011 **/**/2011 214*** Story title **/**/2011 Transaction Cost 214*** Story title **/**/2011 214*** Story title Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted Story title • Ready for production **/**/2011 214*** **/**/2011 214*** Story title **/**/2011 214*** Story title

239. Demand

241. (5) In

243. (6) Done In

245. Progress (2) Done Released Done **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title Story title Story title **/**/2011 Story title **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Story title Story title Story title Story title **/**/2011 Story title Transaction Cost : e.g An expensive time Story title consuming release process 214*** **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 **/**/2011 214*** 214*** Story title **/**/2011 Story title Story title **/**/2011 **/**/2011 214*** Story title **/**/2011 Transaction Cost 214*** Story title **/**/2011 214*** Story title Exit Criteria Exit Criteria Exit Criteria • Goal is clear • First tasks deﬁned • Story split, if necessary • Code clean checked in • Integrated tested • Running on UAT env • Customer accepted Story title • Ready for production **/**/2011 214*** **/**/2011 214*** Story title **/**/2011 214*** Story title

246. Portfolio Product New ~ Proj Done Duration ~ ~ ~ BAU ~ ~ ~ ~ ~ OS ~ ~ Operational Product/Project Backlog Dev (3) ~ ~ ~ ~ Test (2) ~ Done Demand ~ Next (3) ~ ~ ~ ~ ~ ~ ~ ~ Personal Todo ~ ~ ~ Doing ~ Done ~ Doing ~ Done ~

247. Portfolio Product New ~ Proj ~ ~ ~ ~ BAU You can apply Kanban at many levels. However, the trick is not to look up or down, but left and right Done Duration ~ ~ ~ ~ OS ~ ~ Operational Product/Project Backlog Dev (3) ~ ~ ~ ~ Test (2) ~ Done Demand ~ Next (3) ~ ~ ~ ~ ~ ~ ~ ~ Personal Todo ~ ~ ~ Doing ~ Done ~ Doing ~ Done ~

252. Agile software development team... can you spot the blockers?

254. Waterfall project team

255. it’s not just for software development teams...

257. Operations team

259. HR recruitment... no software development here.

261. Personal Kanban left to right Todo : Next : Doing : Done

262. some reading Theory of Constraints System of Profound Knowledge DJA’s Kanban Book Lean Toyota Production System much more...

263. Kanban summary

264. Kanban summary start with what you do now

265. Kanban summary start with what you do now make the work visible

266. Kanban summary start with what you do now make the work visible limit the work in progress

267. Kanban summary start with what you do now make the work visible limit the work in progress establish ﬂow and pull work when ready

268. Kanban summary start with what you do now make the work visible limit the work in progress establish ﬂow and pull work when ready identify and remove impediments to ﬂow

Kanban Introduction (Annotated)

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