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Lean KanbanFrance, ParisOctober 2012
Understanding Agilityhow to improve it with
KanbanDavid J. Anderson
David J. Anderson & Associates, [email protected]
Twitter @agilemanager
LeanKanbanParis
2001Agile Manifesto
LeanKanbanParis
11 years on
LeanKanbanParis
Don’t try…
LeanKanbanParis
to implement anAgile method
LeanKanbanParis
People will resistsuch big changes!
LeanKanbanParis
Start!
LeanKanbanParis
Making agile organizations
LeanKanbanParis
Think Agility!
LeanKanbanParis
Act locally in your context
LeanKanbanParis
How to Think Agility!
LeanKanbanParis
Make progress with imperfect information
LeanKanbanParisFoster a
high trust culture
LeanKanbanParis
Develop capability to respond to unfolding events
LeanKanbanParis
Treat WIP inventory as a liabilityrather than an asset
LeanKanbanParis
Respond faster with improvedlead times
LeanKanbanParis
Knowledge work is perishable
LeanKanbanParis
Create feedback loops and enable a capability to adapt (evolve)
LeanKanbanParis
Embrace a craft ethic and pursue high quality through pride of workmanship
LeanKanbanParis
My philosophy
LeanKanbanParis
Don’t try to adopt an Agilemethod from the textbook
Instead
Start with what you do nowand improve your agility
LeanKanbanParis
Minimize resistanceto adoption of new ideas
and ways of workings
LeanKanbanParis
Identify problems one at a time
LeanKanbanParis
Make IncrementalEvolutionary
Changes
LeanKanbanParis
Don’t ask people to change
LeanKanbanParis
Respect current job titles,roles & responsibilities
LeanKanbanParis
Since 2004 kanban systems have been used to get beyond Agile and
deliver improved agility
LeanKanbanParis
White boards were introduced in 2007 to visualize workflow and work items flowing through the process
LeanKanbanParis
WIP limits are used to create a pull system &and the board visually signals pull to make a kanban system
Pull
Flow – from Engineering Ready to Release Ready
WIP Limit – regulates work at each stage in the process
LeanKanbanParis
Kanban board simulation
5 4 43 2 2
Flow
InputQueue
DevReady In Prog Done
BuildReady
Test ReleaseReady
Stage Prod.DoneIn Prog
DevelopmentAnalysis
LeanKanbanParis
How does Kanban help with agility?
LeanKanbanParis
Make progresswith imperfect information
LeanKanbanParis
Encourage craftsmanshipand pride of workmanship
LeanKanbanParis
Pull criteria policies encourage a focus on quality & progress with imperfect information
5 4 43 2 2
InputQueue
DevReady In Prog Done
BuildReady
Test ReleaseReady
Stage Prod.DoneIn Prog
DevelopmentAnalysis
Policies~~~~~~~ ~ ~ ~
Policies~~~~~~~ ~ ~ ~
Policies~~~~~~~ ~ ~ ~
Policies~~~~~~~ ~ ~ ~
LeanKanbanParis
Foster a High Trust Culture
LeanKanbanParisTransparency of process. Collaboration and openness
LeanKanbanParisEmpowerment through explicit policies
LeanKanbanParisReporting of demand versus capability
Device Management Ike II Cumulative Flow
020406080
100120140160180200220240
Time
Feat
ures
Inventory Started Designed Coded Complete
WIP
Avg. Lead Time
LeanKanbanParisUnderstanding (lead time) capability
SLA expectation of51 days with 98% on-time
Lead Time Distribution
0
0.5
1
1.5
2
2.5
3
3.5
Days
CRs
& Bu
gs
SLA expectation of44 days with 85% on-time
Mean of 31 days
LeanKanbanParisUnderstanding (velocity) capability
Courtesy Mattias Skarin client in 2009/2010, plotted weeklyMean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
0
10
20
30
40
50
60
70
80
90
DBA Team Velocity
Total VelocitySmall support tasks
(not includedin total velocity)Trend
Week of Christmas
Trend
LeanKanbanParis
Create a capabilityto respond to
unfolding events
LeanKanbanParis
Example classes of service
Expedite Significant immediate cost of delay
Fixed Delivery Date Significant delay incurred on or
from a specific date in near future Standard Class
(Near) linear cost of delay either immediate or near future
Intangible Class No tangible cost of delay within a
reasonable lead time delivery window
LeanKanbanParis
Cost of Delay function sketches to delineate classes of risk
Expedite – white; critical and immediate cost of delay; can exceed other kanban limit (bumps other work); limit 1
Fixed date – orange; cost of delay goes up significantly after deadline
Standard - yellow; cost of delay is shallow but accelerates before leveling out
Intangible – blue; cost of delay is not incurrent until significantly later
time
impa
ct
time
impa
ct
time
impa
ct
time
impa
ct
LeanKanbanParis
Allocate capacity across classes of service mapped against demand
5 4 43 2 2= 20 total
Allocation
10 = 50%
+1 = +5%
4 = 20%
6 = 30%
InputQueue
DevReady In Prog DoneDoneIn Prog
DevelopmentAnalysis BuildReady Test
ReleaseReady
LeanKanbanParis
Knowledge work is perishable
LeanKanbanParis
Limiting WIP delays commitment
LeanKanbanParis
Only commit when work itemsare pulled into the queue
LeanKanbanParis
Tickets on the board are committed. Items in the backlog are merely options
5 4 43 2 2
InputQueue
DevReady In Prog Done
BuildReady
Test ReleaseReady
Stage Prod.DoneIn Prog
DevelopmentAnalysis
Commitment point
LeanKanbanParis
Highlight delays
LeanKanbanParis
Tickets on the board are committed. Items in the backlog are merely options
5 4 43 2 2
InputQueue
DevReady In Prog Done
BuildReady
Test ReleaseReady
Stage Prod.DoneIn Prog
DevelopmentAnalysis
Pink tickets show blocking issues
LeanKanbanParis
Create Feedback Loops
LeanKanbanParisTeam-level Kaizen events happen naturally
LeanKanbanParisOperations reviews drive inter-team kaizen events
LeanKanbanParis
The Kanban Method
LeanKanbanParis
Foundational Principles
1. Start with what you do now2. Agree to pursue incremental,
evolutionary change3. Initially, respect current roles,
responsibilities & job titles4. Encourage acts of leadership at
all levels in your organization
LeanKanbanParis
Core practices for successful Kanban adoption
1. Visualize2. Limit Work-in-Progress3. Manage Flow4. Make Policies Explicit5. Implement Feedback Loops6. Improve Collaboratively,
Evolve Experimentally(using models & scientific method)
LeanKanbanParis
Book PublishedApril 2010
A 72,000 wordintro to the topic
http://www.limitedwipsociety.org
Yahoo! Groups: kanbandevYahoo! Groups: kanbanops
http://leankanbanuniversity.com
LinkedIn Groups: IT Kanban
LeanKanbanParis
IsraelAmdocsAnswers.comTypeMock
AustraliaLonely PlanetTelstra
New ZealandMinistry of Social Development
BrazilPetrobrasCESARPhidelilsO Globo
ArgentinaHuddleThomson-Reuters
Kanban System Adoption Examples GloballyUSAMcKessonVanguardGoDaddyXboxMotley FoolCityGrid MediaUltimate SoftwareConstant ContactSEPREIRobert Bosch
UKBBCIPC MediaFinancial TimesMicrosoft
ScandinaviaUnibetVolvoSkaniaSpotifyEricsson
Mainland EUUbuntuXingBWinASRBBVA
China & HKThomson-ReutersNike
ChileLAN
LeanKanbanParis
Kanban System Adoption by Industry
Media Includes BBC, Sky, Lonely Planet, Time/Life, IPC,
Mobile.de, O Globo, Financial Times, NBC Universal, Thomson-Reuters
Games Mostly small studios includes video arcade thru mobile
games to online gambling such as Unibet & Bwin Manufacturing
Includes Robert Bosch, Volvo, Skania, Petrobras, Nike Finance & Insurance
Vanguard, Motley Fool, Chase, ASR Software & Telecoms
Amdocs, Ultimate, Constant Contact, Phidelis, SEP, Huddle, CESAR, Ubuntu
Public Sector Ministry of Defence (Denmark), Ministry of Social
Development (New Zealand)
LeanKanbanParis
Conclusion
LeanKanbanParis
Don’t try…
LeanKanbanParis
to implement anAgile method
LeanKanbanParis
People will resistsuch big changes!
LeanKanbanParis
Start…
LeanKanbanParis
Thinking Agility!
LeanKanbanParis
Act locally in your context
LeanKanbanParis
to create agile organizations
LeanKanbanParis
Make Progress with Imperfect Information
Foster a High Trust Culture
Treat WIP as a liability, delay commitment
Reduce Lead Times, minimize Cost of Delay
Encourage Quality of Workmanship
Create Feedback Loops
LeanKanbanParisAbout…
David Anderson is a thought leader in managing effective software teams. He leads a consulting, training and publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers.He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola.
David is the author of two books, Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results, and Kanban – Successful Evolutionary Change for your Technology Business.David is a founder of the Lean Kanban University, a business dedicated to assuring quality of training in Lean and Kanban throughout the world.
http://leankanbanuniversity.comEmail: [email protected] Twitter: agilemanager
