Talk #1 - Kanban for Developers
There is much hype about Kanban since it was perfected and introduced to the world by Toyota. Since then, not only manufacturers but all businesses looked into this simple but extremely powerful approach.
As software developers are yearning for better project management and visibility on all aspects of their work, Kanban naturally blipped on their radar.
In this session, we will look at the origins of Kanban, how it applies to software development along with misunderstandings and myths. We will also compare manufacturing practices with software development techniques and see how we can benefit from their experiences. During the session we will have some interactive exercises to help us better understand Kanban and becoming more efficient and productive by limiting the amount of work we do.
Talk #2 - Kaizen: Continuous Process Improvement
Enterprises can utilize Process Improvement to improve their workflow, allowing them to be more efficient, eliminate bottlenecks and problem areas, and as a result, achieve reduced costs, on-time delivery and increased profits. Currently, enterprises are facing stiffer competition to win customer acceptance through quality, and the need to develop more customer-oriented products and services faster than ever before.
Einstein said "We can't solve problems by using the same kind of thinking we used when we created them.", and that is what lies at the heart of Kaizen. Improvement comes with a different look at the problems and doing this continuously every day and everywhere. It is more of a company culture than a project.
But where do we start improving? British comic writer Douglas Adams said "See first, think later, then test. But always see first. Otherwise you will only see what you were expecting.". And that is exactly where we start. By looking deep into our workflow and process.
In this session, we will look at Kaizen philosophy, why change is important and very hard to do. we'll also analyze waste and why it is bad for our business and see how quality-first approach makes us better at what we do. I will also provide some test cases and finish off by looking into implementing a Kaizen culture at the office by involving everybody.
2. Agenda
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A Brief History
Basic Concepts and Visualization
Kanban in Action: Software Development Scenarios
Kaizen and Continuous Improvement Culture
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11. Waste is
• anything that does not improve the quality of the
product
• does not reduce the amount of time and effort it
takes to produce the product
• does not provide real value to the customer
See Waste, Eliminate Waste
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12. Bugs creeping into production. Leads to low quality customer perception, the longer it takes to
attend to it, the worse.
Waste: Defective Production
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13. Writing more code or functionality than required.
Waste: Overproduction
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14. Delays in starting a project, delays in staffing, delays due to excessive requirements
documentation, reviews, approvals, testing and deployment.
Waste: Waiting
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15. Take advantage of your team’s skillset.
Waste: Neglected Talent
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17. Think of your favourite person or letters from A-J, and numbers 1-10
With the timer ready
1. Write each word on separate lines. Time it.
2. Write each word letter by letter on separate lines, switching
from word to word.
letters and numbers would be
ABCDEFGHIJ
1 2 3 4 5 6 7 8 9 10
In this case, first A, then 1, then B, then 2 and so on…
Context Switching Game
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18. With letters and numbers:
90
80
70
60
50
40
30
20
10
0
to 10
to 20
Linear
3rd Project - to 10
3rd Project - to 20
Context Switch
Context Switching Game: Compare Your Times
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19. Functions and/or methods (“dead code”) that are not being referenced or used by any other
function or method.
Waste: Inventory
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20. Finding information. From business consultant, to sales department, to project manager or
owner.
Waste: Motion
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21. Manual deployment vs. continuous delivery, manual testing vs. automated testing etc.
Waste: Excessive Processing
Source: Crisp Blog
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30. Backlog
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Work In Progress Limits
Kanban In Practice: Perfect World
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Workflow
Kanban In Practice: Perfect World
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33. Backlog
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Seeing what’s about to happen, before they happen
Kanban In Practice: Seeing is Believing
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34. Backlog
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Seeing what’s about to happen, before they happen
Kanban In Practice: Seeing is Believing
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35. Backlog
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Kanban In Practice: Seeing is Believing
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37. Backlog
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BUG
Change
Request
Maint.
Other Items to work on.
Kanban In Practice: Bugs. Maintenance Issues. Change Requests. It’s
Feature
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38. Backlog
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URGENT
Things that should work but don’t. They need to be treated as “urgent”.
Kanban In Practice: BUGS
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39. Backlog
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Another approach is to block the line.
Kanban In Practice: BUGS
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40. Backlog
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Kanban In Practice: Diminished Workflow = Bottleneck
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41. Backlog
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URGENT
Supply > Throughput (Capacity)
Kanban In Practice: Team Work
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42. Backlog
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URGENT
Kanban In Practice: VIP
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43. Backlog
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Policy: Feature over Maintenance
URGENT
Make policies that work for your team. Make your own rules.
Kanban In Practice: Policy
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44. Backlog
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Your wait time from here is
24 days
URGENT
Measure Every Step For Better Predictability
Kanban In Practice: Disneyland Wait Times
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45. - 24 stories completed in 3 weeks
- 8 stories per week
- 160 stories in backlog
- 160 / 8 = 20 weeks to complete (+/-)
- 3 weeks is 15 working days
- I have 5 developers, that is 75 developer days
- 75 / 24 = 3.125 avg. developer days per story
- This is the load factor in XP
Kanban Metrics
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47. - Daily standups in front of Kanban Board
- Reflect every * - Kaizen
- Demonstrate every *
- Collaboration happens all the time,
otherwise line stops
* Determined by the team
Kanban for Software Development
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60. - 25,000,000 units
- 80 defective
- That is Six Sigma (6.01)
- 3,000,000 deliveries / day
- 99.9% = 2,997,000
- 3,000 people not getting their
packages
Mental Block: Success rate is 99.9%
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64. Jeff Bezos, of Amazon:
“I encourage our
employees to go down blind alleys and
experiment. If we can get processes decentralized so that we
can do a lot of experiments without it being very costly, we’ll get a lot
more innovation.”
Policy For Dealing With Mistakes
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