Lean Software Development - Net Objectives · with, Lean-Kanban University kanban Kanban LKU Kanban ... Kanban as a Team Development Process Often reducing batch size is all it takes

De-Mystifying Kanban: Understanding Its Many Faces

Al Shalloway Co-founder of, no longer affiliated

with, Lean-Kanban University

kanban

Kanban

LKU Kanban (Kanban Method)

Open Kanban

Kanban Thinking

Team Kanban

© Copyright Net Objectives, Inc. All Rights Reserved 2


Lean Enterprise

Business

Management

Team

ASSESSMENTS CONSULTING

TRAINING COACHING

Lean Management Project Management

Kanban / Scrum ATDD / TDD / Design Patterns Emergent Design

Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework

technical process


To Reach the Maximum Level of Productivity • What happens when we work

beyond our capacity?

• How can we work within our capacity?

• What is our capacity?

• How can we make management aware of this?

• Are there other issues?


A signal

Kanban’s Roots in Lean

Scrum as a Manifestation of Lean

LKU Kanban – The Kanban Method

Kanban Thinking or Lean-Kanban

What Is Kanban?


Kanban as Signal


Kanban at the

Imperial Gardens


Kanban as a Team Development Process

Often reducing batch size is all it takes to bring a system back into control Eli Goldratt


Waste Comes From Delay

• Getting information to using it

• Making an error to detecting an it

• Detection to correction

• Delays in workflow


What Causes Delays?

• Working on too many things

• Having upstream work be too far ahead of downstream work

• Working on things too soon


P r

o d

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t I

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y

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

# of things working on

What is the right number of things to work on?

How would you know?


Here’s a spot!

…and another!


Only work on things of value and that

you know how to achieve

Only start work that you know you can

complete

Eliminate Waste


Kanban’s Roots in Lean


Visualize the work being done so you can reduce delays in the

workflow to increase efficiency

Essence of Lean-Flow

Management


1. Identify the actions taken in the value stream

Approve Request Reqts Sign Off

Review Deploy

Analysis

Design Code Test


0.5 hrs 160 hrs 8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs

Approve Request Reqts Sign Off

Review Deploy

Analysis

Design Code Test

1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action?


0.5 hrs 160 hrs 8 hrs 8hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs

Approve .1 / 7.9 hrs

Request 0.5 / 0.0 hr

Reqts 60 / 100 hrs

Sign Off 1 / 7 hrs

Review 2 / 0 hrs

Deploy 3 / 5 hrs

Analysis 40 / 60 hrs

Design 40 / 80 hrs

Code 80 / 200 hrs

Test 40 / 200 hrs

1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things?



120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs

320 hrs 80 hrs 320 hrs 80 hrs

80 hrs


1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions



Reqts 60 / 100 hrs

Sign Off 1 / 7 hrs

Review 2 / 0 hrs

Deploy 3 / 5 hrs


Design 40 / 80 hrs

Code 80 / 200 hrs

Test 40 / 200 hrs

© Copyright Net Objectives, Inc. All Rights Reserved 20 8 August 2013


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs



1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required

80 hrs

65% defective Repeat 3X

20% rejected Repeat 1X



Reqts 60 / 100 hrs

Sign Off 1 / 7 hrs

Review 2 / 0 hrs

Deploy 3 / 5 hrs


Design 40 / 80 hrs

Code 80 / 200 hrs

Test 40 / 200 hrs


1. Identify the actions taken in the value stream 2. What was the real time from start to finish of the action? 3. What was the average time working on this vs working on other things? 4. Identify time between actions 5. Identify any loop backs required 6. Calculate Process Cycle Efficiency:


Request 0.5 / 0.0 hrs

Reqts 60 / 100 hrs

Sign Off 1 / 7 hrs

Review 2 / 0 hrs

Deploy 3 / 5 hrs


Design 40 / 80 hrs

Code 80 / 200 hrs

Test 40 / 200 hrs


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs





80 hrs



Reqts 60 / 100 hrs

Sign Off 1 / 7 hrs

Review 2 / 0 hrs

Deploy 3 / 5 hrs


Design 40 / 80 hrs

Code 80 / 200 hrs

Test 40 / 200 hrs

Avg Time Worked Total Cycle Time

0.5 hrs 160 hrs 8 hrs 8 hrs

120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs


160 hrs 80 hrs 80 hrs



80 hrs

80 hrs

PCE = = 14.9% 509 hrs

3433 hrs

509 hrs

3433 hrs

Avg Time Worked Total Cycle Time




Reqts 60 / 100 hrs

Sign Off 1 / 7 hrs

Review 2 / 0 hrs

Deploy 3 / 5 hrs


Design 40 / 80 hrs

Code 80 / 200 hrs

Test 40 / 200 hrs


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs





80 hrs


160 hrs 80 hrs 80 hrs



80 hrs

80 hrs

3433 – 509 = 2924

Eliminating delays between

what you do

Getting better at what you do

Which gives a better return?


too many projects

projects too large

value delivered too late

the more we push the more we fall behind


Lean Changes Our View

• Tells us to look at the workflow, particularly for delays

• Focus on workflow improvements, not people improvements

• We can’t manage it if we don’t see it

• Managing indirectly is not as powerful as managing it directly


Lean suggests that

shortening time to value

raises productivity and quality

while lowering cost.

You accomplish this by getting the

right people to work on the right

thing at the right time!


Manage WIP

Capacity utilization

Queuing theory

No multi-tasking

© Copyright Net Objectives, Inc. All Rights Reserved 27 8 August 2013


120 hrs 280 hrs 240 hrs

100 hrs

8 hrs 2 hrs



80 hrs





Reqts 60 / 100 hrs

Sign Off 1 / 7 hrs

Review 2 / 0 hrs

Deploy 3 / 5 hrs


Design 40 / 80 hrs

Code 80 / 200 hrs

Test 40 / 200 hrs


Wai

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val

map to kanban board

320

-- Product Managers --


Wai

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-- Product Managers -- W

ork

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on

ap

pro

val

.1 320 8

map to kanban board


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.1 320 8 80

map to kanban board



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sign

off

.1 60 320 8 80 160 320

map value stream to kanban board



-------------------------------------- Development Team --------------------------------------

Wai

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-- Product Managers -- W

ork

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on

ap

pro

val

Rea

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for

Req

uir

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Req

uir

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Rea

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for

sign

off

Sign

Off

.1 60 1 320 8 80 160 320 8



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off

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for

Des

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Des

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for

Rev

iew

Rev

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Rea

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for

Co

de

Co

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Rea

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for

Test

Test

Rea

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for

Dep

lay

Dep

lay

Do

ne

Sign

Off

.1 60 1 40 40 2 80 40 3 320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8


-------------------------------------- Development Team -------------------------------------- -- Product Managers --


Lean

Kanban

Focuses on time

Focuses on queue size


Wai

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Req

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Req

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Rea

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for

sign

off

Rea

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for

An

alys

is

An

alys

is

Rea

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for

Des

ign

Des

ign

Rea

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for

Rev

iew

Rev

iew

Rea

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for

Co

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Co

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Rea

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for

Test

Test

Rea

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Dep

loy

Dep

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ne

Sign

Off

.1 60 1 40 40 2 80 40 3 320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8

map to kanban board

-------------------------------------- Development Team -------------------------------------- -- Product Managers --


Stand-up

• Do we have a bottleneck? (congestion or gaps in the queues?)

• Do we have a blocker not dealt with?

• Are we keeping to WIP limits?

• Are priorities clear?

• What did we do yesterday?

• What are we planning today?

The daily rhythm of work

After the Stand-up • Update charts • Remove done items off the board


kanban improves quality and

lowers cost

by eliminating delays

by managing WIP


Load balancing strategies

• Add more people

• Off-load people who are constraints

• Help people who are constraints

• Have others help out on constraints

• Improve the workflow

• Create teams


Classes of Service

Maintenance

Spike

User Story

Date Required Impediment

Outside Impact

@ service level agreements

Developer Story

Red Flag Issue

Expedite


Entry and Exit Criteria

< 5 requests, sequenced order

SME defined

Readiness

Exit

En

try

Dev Stories written Complete design review Test cases UAT & IST defined

Specify

Exit

En

try


Project X

Project Y

Project Z

WIP Limit

Backlog Status

Support

Execute Specify (right size)

Smooth Flow

Done/ Released

4 3

From

Ro

adm

ap

Validate

3 14

Monitoring flow: Kanban for portfolio


Methods to Limit WIP Backlog Analysis

&Design

Code Test Deploy Production

Doing Ready Doing Ready Doing Ready Doing Done

Backlog Analysis

& Dssign

Ready to

Code

Code Ready to

Test

Test Ready to

Deploy

Deploy Production

Doing Ready Doing Ready Doing Ready Doing Done

Backlog Analysis

&Design

Code Test Deploy Production

Doing Done Doing Done Doing Done Doing Done

Organizing work by type

Organizing work to smallest level

Organizing work to make decisions

Remember: You limit work to keep you from being too busy and to avoid delays between you and the next workflow step


Scrum as a Manifestation of Lean

• WIP limited to 2 weeks

• Every sprint pull from product backlog

• Pull stories from Sprint backlog

• Feedback loops can be no longer than Sprint length

• Teams eliminate most delays


LKU Kanban

aka Kanban Method


Foundational Principles

• Start with what you do now

• Agree to pursue incremental, evolutionary change

• Initially, respect current roles, responsibilities, job titles


Adopt the core practices

• Visualize

• Limit WIP

• Manage Flow

• Make Process Policies Explicit

• Implement Feedback Loops

• Improve Collaboratively, Evolve Experimentally


You don’t discuss the workflow because you must follow it. You discuss it to help people understand what each other is doing.


T E L L I N G P E O P L E “ J U S T D O I T ” J U S T D O E S N ’ T D O I T


Ideal Rate of Change Is Dependent Upon the Ability to It

Ability to change

Am

ou

nt

of

chan

ge a

ttem

pte

d


Kanban as a Development Process and Change Management System

Kanban Thinking, Lean-Kanban


Lean-Kanban

LKU Kanban (Kanban Method)

Open Kanban

Kanban Thinking


Framework/Method Myopia

• Frameworks & methods don’t preclude theoretically

• But focusing on one thing precludes others in practice

• Scrum tends to preclude flow, explicit policies (doesn’t have to)

• LKU Kanban tends to preclude teams (doesn’t have to)


Improper team structure

Improper workflow

Not focusing on MBIs / MMFs

Not appreciating the cost of delay

Complexity

Lack of overall view on projects requiring more than one team

Other Causes of Delay?


AGILE provides framework and practices for producing increments of functionality

LEAN provides principles and practices which enable defining and prioritizing increments of highest business value

Inp

ut Business

Priority Business Planning

Business Staging

Ready to Pull

Iter

atio

n

0 Iterative

Development Incremental Deployment

Support & Feedback

LEAN KANBAN ITERATIVE AGILE


Based on Lean

Takes advantage of LKU Kanban change rheostat

Based on principles of Lean & lessons learned from Scrum and Kanban

Kanban-Thinking / Lean-Kanban


Ops & Support

Customers

Shared Components

Shared Components

Product Related

Product Related

Product Related

Software Release Software

Product

New Requirements

Development

Customer Product Managers

Business Leaders Regional Coordinators

Trainers & Educators

Product Champion(s)

Capabilities

Business Consumption

Concept

Workload Hitting The Team

Managing here

Reduces induced

waste here Often reducing batch size is all it takes to bring a system back into control.

–Eli Goldratt


Many Ways to Achieve Teams

Cross-functional teams a la Scrum

Core – extended teams

Dynamic Feature Teams


ATDD & BDD are more about workflow order than they are about testing

Teams provide ability to change order easily

Workflow Order


After working with other three Taiichi Ohno

Identifies problems, doesn’t usually provide insights to solving them

Limiting WIP


Visualize where you are now

Consider – overall workload, teams, workflow, workload

Create teams to the extent possible

Workflow

Workload

Create board for tracking

Agree to improve

Use explicit policies

Manage flow to remove delays & improve feedback loops

Improve collaboratively

Kanban As Transition


Visualize where you are now – Delays due to workload

– Interruptions

– Poor load balance

Consider – MBIs, teams, workflow, workload

Create teams to the extent possible

Consider ATDD as a workflow

Workload


Agree to improve




Getting started with kanban



Consider MBIs, teams, workflow, workload Create teams to the extent possible


Workload


Agree to improve







Consider MBIs, teams, workflow, workload

Create teams to the extent possible Consider ATDD as a workflow

Workload


Agree to improve








Create teams to extent possible

Consider ATDD as a workflow Workload


Agree to improve










Workload – Level coming in

– Smaller pieces

– Lower interruptions


Agree to improve





Often reducing batch size is all it takes to bring a system back into control.

–Eli Goldratt

When you are up to your ass in alligators it is difficult to remember that your initial objective was to drain the swamp.

–Some poor bloke eaten by an alligator






Workload

Create board for tracking Agree to improve










Workload


Agree to improve Use explicit policies









Workload


Agree to improve

Use explicit policies Manage flow to remove delays & improve feedback loops








Workload


Agree to improve










Workload


Agree to improve





© Copyright Net Objectives, Inc. All Rights Reserved 72 © Copyright Net Objectives, Inc. All Rights Reserved

• A signal to start work

• Based on Lean

• A transition model

• An approach / philosophy

• Works at team and enterprise level

KANBAN


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Lean Enterprise

Business

Management

Team

ASSESSMENTS CONSULTING

TRAINING COACHING

Lean for Executives Product Portfolio Management Business Product Owner Scaled Agile Framework

Lean Management Project

Management

Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns

technical process

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Documents

Lean Software Development - Net Objectives · with, Lean-Kanban University kanban Kanban LKU Kanban ... Kanban as a Team Development Process Often reducing batch size is all it takes