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KanbanFor Software Development
TJ GokcenChief Software Architect at codebyts
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Agenda• A Brief History• Basic Concepts and Visualization• Kanban in Action: Software Development Scenarios• Kaizen and Continuous Improvement Culture
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TJ Gokcen• Chief Software Architect at codebyts• Kanban, Kaizen advocate• @tjgokcen @codebyts• www.codebyts.com
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A Brief History – World War II
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USA - Japan.
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William Edwards Deming (1900 – 1993)
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Toyota Production System: Just-in-Time and Autonomation
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Toyota Production System using Kanban
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Eliminate Chaos by Finding Bottlenecks
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Visualize: Why does it matter?© www.visual-learners.com
• 93% communication is non-verbal
• Images : Simultaneously deciphered
• Language: Linear decoding
• Children recognize objects before they can speak
• Visuals are processed 60,000 times faster than text
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See Waste, Eliminate Waste
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
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Waste: Defective Production
Bugs creeping into production. Leads to low quality customer perception, the longer it takes to attend to it, the worse.
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Waste: Overproduction
Writing more code or functionality than required.
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Waste: Waiting
Delays in starting a project, delays in staffing, delays due to excessive requirements documentation, reviews, approvals, testing and deployment.
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Waste: Neglected Talent
Take advantage of your team’s skillset.
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Waste: Transportation
Task switching
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With the timer ready1. Write each word on separate lines. Time it.2. Write each word letter by letter on separate lines, switching
from word to word.
Context Switching Game
Think of your favourite person or letters from A-J, and numbers 1-10
letters and numbers would beABCDEFGHIJ1 2 3 4 5 6 7 8 9 10
In this case, first A, then 1, then B, then 2 and so on…
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Context Switching Game: Compare Your Times
With letters and numbers:
0
10
20
30
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50
60
70
80
90
to 10 to 20 3rd Project - to 10 3rd Project - to 20
Linear Context Switch
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Waste: Inventory
Functions and/or methods (“dead code”) that are not being referenced or used by any other function or method.
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Waste: Motion
Finding information. From business consultant, to sales department, to project manager or owner.
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Waste: Excessive Processing
Manual deployment vs. continuous delivery, manual testing vs. automated testing etc.
Source: Crisp Blog
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Waste: Downtime
D O W N T I M E
Defective Production Overproduction Waiting Neglected Talent
InventoryTransportation Excessive ProcessingMotion
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Visualize: Gemba (workplace)
In order to be able to write down your process, you need to go to the Gemba.
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Kanban Board
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Visualize: Kanban Board
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Physical Kanban Board
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Visualize: Kanban Board
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Kanban In Practice: Perfect World
Backlog Analyze Dev ReadyTest Production
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doing done doing done
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Initial Stage
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Kanban In Practice: Perfect World
Backlog Analyze Dev ReadyTest Productiondoing done doing done
Problem: How do we know what do to and how much to do?
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Kanban In Practice: Perfect World
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Work In Progress Limits
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Kanban In Practice: Perfect World
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
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Kanban In Practice: Perfect World
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Workflow
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Kanban In Practice: Seeing is Believing
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Seeing what’s about to happen, before they happen
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Kanban In Practice: Seeing is Believing
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Seeing what’s about to happen, before they happen
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Kanban In Practice: Seeing is Believing
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
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Kanban In Practice: Our Team
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Let’s see where the team’s at.
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Kanban In Practice: Bugs. Maintenance Issues. Change Requests. It’s
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Other Items to work on.
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Feature BUG Maint.Change Request
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Kanban In Practice: BUGS
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Things that should work but don’t. They need to be treated as “urgent”.
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URGENT
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Kanban In Practice: BUGS
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Another approach is to block the line.
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Kanban In Practice: Diminished Workflow = Bottleneck
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
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Kanban In Practice: Team Work
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Supply > Throughput (Capacity)
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URGENT
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Kanban In Practice: VIP
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
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URGENT
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Kanban In Practice: Policy
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Make policies that work for your team. Make your own rules.
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Policy: Feature over Maintenance
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Kanban In Practice: Disneyland Wait Times
Backlog Analyze (2) Dev (3) ReadyTest (2) Productiondoing done doing done
Measure Every Step For Better Predictability
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URGENT
Your wait time from here is24 days
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Kanban Metrics
- 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
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Kanban In Practice: What’s In A Card?
TFS: 32897 18-11-2013
As a…
I want to…
A: 04-11-2013D: 10-11-2013
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Kanban for Software Development
- Daily standups in front of Kanban Board
- Reflect every * - Kaizen
- Demonstrate every *
- Collaboration happens all the time, otherwise line stops
* Determined by the team
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Kaizen
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Kaizen: Process should never be the bottleneck
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Kaizen: Kanban Board for Upstream and Downstream – The Big Picture
Features Planning Development MarketingLegal Releaseddoing done doing done
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Kaizen: Fear of Change
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Kaizen: No Suggestion Box
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Kaizen: Employee Suggestions Per Year
0.166666667
18
0
2
4
6
8
10
12
14
16
18
20
Suggestions Per Year
US(West) Japan
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Kaizen: Employee Suggestions Per 6 Years (so the West reaches 1 suggestion)
1
108
0
20
40
60
80
100
120
Suggestions Per 6 Years
US(West) Japan
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Kaizen: Suggestion Acceptance Rate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
US(West) Japan
Accepted Declined
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Kaizen: Case Study of Improvements: Management Driven
On Time Arrivals
- 7th Place in 1994- 1st Place in 1995
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Kaizen: Case Study of Improvements: Culture
Kentucky, US Plant
- Bolt bin pricing- Local store
vs.- Toyota Purchasing
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Quality First: Toyota’s Andon Cord
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Quality First: Toyota’s Andon Cord
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Mental Block: Success rate is 99.9%
- 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
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Mental Block: Don’t Fix It If It Ain’t Broken
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Mental Block: No Reports Does Not Mean No Mistakes
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Humans Will Make Mistakes © Simpsons Fox Network
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Policy For Dealing With Mistakes
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.”
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Shared Responsibility
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Too Big Too Soon
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Policy For The Organisation: What is Our Goal For This Year?
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Kaizen: Company Genes
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Thank You
