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TI Half‐day Tutorial 6/4/2013 8:30 AM
"Eight Steps to Kanban"
Presented by:
Alan Shalloway Net Objectives
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Alan Shalloway Net Objectives
With more than forty years of experience, the founder and CEO of Net Objectives Alan Shalloway is an industry thought leader in lean, kanban, product portfolio management, Scrum, and agile design. Alan helps companies transition enterprise-wide to lean and agile methods, and teach courses in these areas. He is the primary author of Lean-Agile Software Development: Achieving Enterprise Agility, Design Patterns Explained, Lean-Agile Pocket Guide for Scrum Teams, and Essential Skills for the Agile Developer. Cofounder and board member for the Lean Software and Systems Consortium, Alan is a popular speaker at prestigious conferences worldwide.
copyright 2012. Net Objectives, Inc. All Rights Reserved
Lean-Agile Project Manager 4/12/2013
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Eight Steps to Kanban
Al Shalloway, CEO
Net Objectives
KP November 2011
"Eight Steps to Kanban”
© Copyright Net Objectives, Inc. All Rights Reserved 2
copyright 2012. Net Objectives, Inc. All Rights Reserved
Lean-Agile Project Manager 4/12/2013
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© Copyright Net Objectives, Inc. All Rights Reserved 3
Lean Enterprise
Business
Management
Team
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Lean Management
Project ManagementLean-Agile
Kanban / Scrum
ATDD / TDD / Design Patterns
technical process
Lean for Executives
Product Portfolio Management
Business Product Owner
Scaled Agile Framework
© Copyright Net Objectives, Inc. All Rights Reserved 4
Purpose of This Tutorial– Provides Essence of Lean
– How to use Kanban to manage projects
– How to start with Kanban
copyright 2012. Net Objectives, Inc. All Rights Reserved
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© Copyright Net Objectives, Inc. All Rights Reserved 5© Copyright Net Objectives, Inc. All Rights Reserved
Beginnings
Lean / Agility
Flow
Value Stream Mapping
Kanban
Explicit Policies
Transitioning
AGENDA
Beginnings
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© Copyright Net Objectives, Inc. All Rights Reserved 7
TABLE WORK
Issue 1
Issue 2
Issue 3
Issues with Software Development
Lean Agile
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© Copyright Net Objectives, Inc. All Rights Reserved 9
© Copyright Net Objectives, Inc. All Rights Reserved 10
Agility
Predictability
Business Value
Realization
of
@ agility
is where you have
copyright 2012. Net Objectives, Inc. All Rights Reserved
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© Copyright Net Objectives, Inc. All Rights Reserved 11
deliver value at a
over the consistent pace
long haul
© Copyright Net Objectives, Inc. All Rights Reserved 12
Lean Thinking focuses on:• Value
• Incrementally delivered by highest business value
• Flow • Continual increments, high quality, fast
• Eliminating Waste• Non-customer value activities • Inventory (anything invested in that’s not
released).
Lean
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© Copyright Net Objectives, Inc. All Rights Reserved 13
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
PriorityBusinessPlanning
Business Staging
Ready to Pull
Iter
atio
n
0
IterativeDevelopment
IncrementalDeployment
Support & Feedback
LEAN KANBAN ITERATIVE AGILE
Flow and Delay
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© Copyright Net Objectives, Inc. All Rights Reserved 15
Our Organizational Structure
Inspired by Dan North, BSC/ADP 2012
© Copyright Net Objectives, Inc. All Rights Reserved 16
The Nature of Our Work
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© Copyright Net Objectives, Inc. All Rights Reserved 17
We Manage This Way
even though our value flows this way
© Copyright Net Objectives, Inc. All Rights Reserved 18
What they can manage What they need to manage
Their people
• How busy they are
• Their “productivity”
The quality of work of their people
Hierarchical vs. Lean Management
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© Copyright Net Objectives, Inc. All Rights Reserved 19
What they can manage What they need to manage
Their people
• How busy they are
• Their “productivity”
The quality of work of their people
Time-to-market
Effects of upstream groups on their teams
Effects of downstream groups on their teams
Hierarchical vs. Lean Management
© Copyright Net Objectives, Inc. All Rights Reserved 20
Who is managing the value?
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© Copyright Net Objectives, Inc. All Rights Reserved 21
Time-to-Market
© Copyright Net Objectives, Inc. All Rights Reserved 22
Where Is Our Time Spent?
Adding Value
Waiting Waiting
Adding Value Adding ValueAdding Value
Adding Value Adding Value
What percent of our time do we spend working versus waiting?
How would you know?
No one is managing this in most companies.
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© Copyright Net Objectives, Inc. All Rights Reserved 23
What happens when adding value is delayed?• Between getting requirements
and using them?
• Between writing a bug and it being detected?
• Between two groups getting out of sync?
© Copyright Net Objectives, Inc. All Rights Reserved 24
The Whole Picture
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© Copyright Net Objectives, Inc. All Rights Reserved 25
First Order Solution – Create Cross Functional Teams
© Copyright Net Objectives, Inc. All Rights Reserved 26
First Order Solution
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© Copyright Net Objectives, Inc. All Rights Reserved 27
Leaves Several Problems
How do we handle dependencies?
How do we handle product portfolio
management?
How do we feed the teams?
How do we best
integrate?
What do we do with those that don’t
quite fit the model?
© Copyright Net Objectives, Inc. All Rights Reserved 28
Lean Changes Our View
• Tells us to look at the workflow, not the people
• We can’t manage it if we don’t see it
• Managing the workflow indirectly is not as powerful as managing workflow directly
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© Copyright Net Objectives, Inc. All Rights Reserved 29
how much of what you do is
valuable?rework?
© Copyright Net Objectives, Inc. All Rights Reserved 30_s
Customer: I need new
features yesterday
Devs hear: Get it done; Fast,
at all costs!
code base: Sloppy changes
code base: Increased complexity
code base: Increased defects
code base: Exponential
increase in time to add features
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© Copyright Net Objectives, Inc. All Rights Reserved 31_s
Testers are overloaded
Testing occurs long after coding
Devs don’t get immediate feedback
Devs create more defects
Testers w/more workSystems w/more defects
further delays in feedback
© Copyright Net Objectives, Inc. All Rights Reserved 32
Getting
Requirements
Testing
Programming
Design
Integration
Planning
Collaboration
Re-doing
requirements
Working from old
requirements
“Fixing” bugs
“Integration”
errors
Deployment
Building
unneeded
features
Overbuilding
frameworks
What Work Do You Do?
TrainingDocumentation
Essentially
duplicating
components
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© Copyright Net Objectives, Inc. All Rights Reserved 33
DELAY IS hand-offs
bottlenecks
information delay
untested code
unread requirements
transaction related
coordination related
finding
redoing
reworking
waiting
@ waste, delay, and complexity
Value Stream
Mapping
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© Copyright Net Objectives, Inc. All Rights Reserved 35
Ops & Support
Customers
Shared Components
Shared Components
Product Related
Product Related
Product Related
SoftwareRelease
NewRequirements
Development
CustomerProduct Managers
Business LeadersRegional Coordinators
Trainers & Educators
Product Champion(s)
Capabilities
BusinessConsumption
Concept
The Software Development Value Stream
SoftwareProduct
© Copyright Net Objectives, Inc. All Rights Reserved 36
1. Identify the actions taken in the value stream
ApproveRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
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© Copyright Net Objectives, Inc. All Rights Reserved 37
0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
ApproveRequest Reqts Sign Off
Review Deploy
Analysis
Design Code Test
1. Identify the actions taken in the value stream2. What was the real time from start to finish of the action?
© Copyright Net Objectives, Inc. All Rights Reserved 38
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
1. Identify the actions taken in the value stream2. 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?
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© Copyright Net Objectives, Inc. All Rights Reserved 39
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream2. 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
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
© Copyright Net Objectives, Inc. All Rights Reserved 4012 April 2013
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
1. Identify the actions taken in the value stream2. 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 actions5. Identify any loop backs required
80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
copyright 2012. Net Objectives, Inc. All Rights Reserved
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© Copyright Net Objectives, Inc. All Rights Reserved 41
1. Identify the actions taken in the value stream2. 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 actions5. Identify any loop backs required6. Calculate Process Cycle Efficiency:
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hrs
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hrs
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
Avg Time Worked Total Cycle Time
0.5 hrs 160 hrs8 hrs 8 hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
80 hrs
PCE = = 14.9%509 hrs
3433 hrs
509 hrs
3433 hrs
Avg Time Worked Total Cycle Time
© Copyright Net Objectives, Inc. All Rights Reserved 42
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hrs
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
80 hrs
80 hrs
3433 – 509 = 2924
Eliminating delays between what you do
Getting better at what you do
Which gives a better return?
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© Copyright Net Objectives, Inc. All Rights Reserved 43
Time Available for New Features
Time to add new functionality
Years in future
Current
Time Spent Fixing Bugs Within and Across Systems
??? Years?
% o
f ca
pac
ity
Maximum capacity of the team
© Copyright Net Objectives, Inc. All Rights Reserved 44
Here’s a spot!
…and another!
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© Copyright Net Objectives, Inc. All Rights Reserved 45
The Dot Game
Kanban
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© Copyright Net Objectives, Inc. All Rights Reserved 47
Kanbanat the
Imperial Gardens
© Copyright Net Objectives, Inc. All Rights Reserved 48
kanban improves quality and
lowers cost
by eliminating delays
by managing WIP
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© Copyright Net Objectives, Inc. All Rights Reserved 4912 April 2013
0.5 hrs 160 hrs8 hrs 8hrs
120 hrs 280 hrs 240 hrs
100 hrs
8 hrs2 hrs
320 hrs 80 hrs 320 hrs 80 hrs
160 hrs 80 hrs 80 hrs 80 hrs
80 hrs
65% defectiveRepeat 3X
20% rejectedRepeat 1X
Approve.1 / 7.9 hrs
Request0.5 / 0.0 hr
Reqts60 / 100 hrs
Sign Off1 / 7 hrs
Review 2 / 0 hrs
Deploy3 / 5 hrs
Analysis40 / 60 hrs
Design40 / 80 hrs
Code80 / 200 hrs
Test40 / 200 hrs
© Copyright Net Objectives, Inc. All Rights Reserved 50
Wai
ting
for
appro
val
map to kanban board
320
-- Product Managers --
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© Copyright Net Objectives, Inc. All Rights Reserved 51
Wai
ting
for
appro
val
-- Product Managers --
Work
ing
on a
ppro
val
.1320 8
map to kanban board
© Copyright Net Objectives, Inc. All Rights Reserved 52
Wai
ting
for
appro
val
Work
ing
on a
ppro
val
Read
y fo
r R
equir
em
ents
.1320 8 80
map to kanban board
-- Product Managers --
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© Copyright Net Objectives, Inc. All Rights Reserved 53
Wai
ting
for
appro
val
Work
ing
on a
ppro
val
Read
y fo
r R
equir
em
ents
Requir
em
ents
.1 60320 8 80 160
map to kanban board
-- Product Managers --
© Copyright Net Objectives, Inc. All Rights Reserved 54
Wai
ting
for
appro
val
Work
ing
on a
ppro
val
Read
y fo
r R
equir
em
ents
Requir
em
ents
Read
y fo
r si
gn o
ff
.1 60320 8 80 160 320
map value stream to kanban board
-- Product Managers --
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© Copyright Net Objectives, Inc. All Rights Reserved 55
-------------------------------------- Development Team --------------------------------------
Wai
ting
for
appro
val
-- Product Managers --
Work
ing
on a
ppro
val
Read
y fo
r R
equir
em
ents
Requir
em
ents
Read
y fo
r si
gn o
ff
Sign
Off
.1 60 1320 8 80 160 320 8
map value stream to kanban board
© Copyright Net Objectives, Inc. All Rights Reserved 56
Wai
ting
for
appro
val
Work
ing
on a
ppro
val
Read
y fo
r R
equir
em
ents
Requir
em
ents
Read
y fo
r si
gn o
ff
Read
y fo
r A
nal
ysis
Anal
ysis
Read
y fo
r D
esi
gn
Desi
gn
Read
y fo
r R
evie
w
Rev
iew
Read
y fo
r C
ode
Code
Read
y fo
r Te
st
Test
Read
y fo
r D
epla
y
Depla
y
Done
Sign
Off
.1 60 1 40 40 2 80 40 3320 8 80 160 320 8 80 100 80 120 160 2 80 280 80 240 80 8
map value stream to kanban board
-------------------------------------- Development Team ---------------------------------------- Product Managers --
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© Copyright Net Objectives, Inc. All Rights Reserved 57
Lean
Kanban
limits time
limits queue size
© Copyright Net Objectives, Inc. All Rights Reserved 58
Tracking #
Entry Date Required Delivery Date
If late against
the target lead time
Kanban Work Item
*Description
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© Copyright Net Objectives, Inc. All Rights Reserved 59
Wai
ting
for
appro
val
Work
ing
on a
ppro
val
Read
y fo
r R
equir
em
ents
Requir
em
ents
Read
y fo
r si
gn o
ff
Read
y fo
r A
nal
ysis
Anal
ysis
Read
y fo
r D
esi
gn
Desi
gn
Read
y fo
r R
evie
w
Rev
iew
Read
y fo
r C
ode
Code
Read
y fo
r Te
st
Test
Read
y fo
r D
eplo
y
Deplo
y
Done
Sign
Off
.1 60 1 40 40 2 80 40 3320 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 --
© Copyright Net Objectives, Inc. All Rights Reserved 60
PULL
Capacity utilization
Queuing theory
No multi-tasking
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© Copyright Net Objectives, Inc. All Rights Reserved 61
PullWork enters a queue.
When someone needs new work, they pull from the queue
Work goes through stages. When work is done in a stage,
it flows to next stage.
Until it is done
Laying out the
Kanban Board
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© Copyright Net Objectives, Inc. All Rights Reserved 63
© Copyright Net Objectives, Inc. All Rights Reserved 64
Entry and Exit Criteria
< 5 requests, sequenced order
SME defined
Readiness
Exit
Entr
y
Dev Stories writtenComplete design reviewTest cases UAT & IST defined
Specify
Exit
Entr
y
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© Copyright Net Objectives, Inc. All Rights Reserved 65
You don’t discuss the process because you must follow it. You discuss it to help people understand what each other is doing.
© Copyright Net Objectives, Inc. All Rights Reserved 66Buffers, queue limits, and WIP
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© Copyright Net Objectives, Inc. All Rights Reserved 67Tiers expand, collapse to track work
© Copyright Net Objectives, Inc. All Rights Reserved 68Expediting and swim lanes
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© Copyright Net Objectives, Inc. All Rights Reserved 69Expediting and SWIP
© Copyright Net Objectives, Inc. All Rights Reserved 70
Dev.ready Dev.
Dev.Comp.
Buildready Test
Releaseready Stage Prod.
Spec.Comp.Spec.
5 4 43 2 2
Flow
Courtesy Olav Maassen QNH
BusReq
Blocked
“Standard”
“Defect”
“Fixed Date”
A kanban board simulation
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© Copyright Net Objectives, Inc. All Rights Reserved 71
Input
Queue
5 4 8 2 2
Courtesy David J. Anderson Open Column for Concurrent Activities
In Prog Done
Analysis Dev & Test Dev
In Prog Done
Test
Ready Test
Release
Ready...
© Copyright Net Objectives, Inc. All Rights Reserved 72
Input
Queue
5 4 4 2 2
Courtesy David J. Anderson Split Column for Concurrent Activities
In Prog Done
AnalysisDev
In ProgDone
Test
Ready Test
Release
Ready...
4
Split
Combine
4
Test Dev
In Prog
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© Copyright Net Objectives, Inc. All Rights Reserved 73
Input
Queue
5 4 8 2 2
Courtesy David J. AndersonSplit Column for Multiple unordered activities
In Prog Done
AnalysisIn Prog
UI Design
Done Test
Ready Test
Release
Ready...
Security
Persistence
Business Logic
© Copyright Net Objectives, Inc. All Rights Reserved 74
Project X
Project Y
Project Z
WIP
Limit
BacklogStatus
Support
ExecuteSpecify
(right size)
Smooth Flow
Done/
Released
4 3
Fro
m R
oad
map
Validate
314
Monitoring flow: Kanban for portfolio
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© Copyright Net Objectives, Inc. All Rights Reserved 75
Classes of Serviceinfluence the behavior of the work
Expedite
Special handling
Date driven
Normal
Intangible
Time
Risk
Flow
Policy
© Copyright Net Objectives, Inc. All Rights Reserved 76
Classes of Service
Maintenance
Spike
User Story
Date RequiredImpediment
Outside
Impact
@ service level agreements
Developer
Story
Red Flag Issue
Expedite
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Explicit Policies
© Copyright Net Objectives, Inc. All Rights Reserved 78
Visualize the work being done so you can balance the workload across your people to increase
their efficiency
Essence of Kanban
Stop StartingStart Finishingand
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© Copyright Net Objectives, Inc. All Rights Reserved 79
Explicit Policies
Process Flow
Input Cadence
Output Cadence
Work in Process Limits
Definition of Done
Entry and Exit Criteria
Handling Rework
Handling Classes of Service
© Copyright Net Objectives, Inc. All Rights Reserved 80
when and what to challenge
the SILVER card
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Flow Measurement
© Copyright Net Objectives, Inc. All Rights Reserved 82
0
5
10
15
20
25
30
35
40
0 1 2 3 4 5 6 7 8 9
nu
mb
er o
f s
tori
es
week number
Backlog
Analysis
Implmnt
Test
Done
@ cumulative flow diagram
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© Copyright Net Objectives, Inc. All Rights Reserved 83
0
5
10
15
20
25
30
35
40
0 1 2 3 4 5 6 7 8 9
nu
mb
er o
f s
tori
es
week number
Backlog
Analysis
Implmnt
Test
Done
WIP Limits
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© Copyright Net Objectives, Inc. All Rights Reserved 85
More mindset than toolset… Start where you are
Enables you to improve your methods
In the way you talk about and view your work
In the way you manage your work
© Copyright Net Objectives, Inc. All Rights Reserved 86
WIP Limit…
Governs maximum number of work items that can be in a state at any instant.
Below its limit: Pull a work item from upstream
At its limit: Wait for an item to be done and flowed downstream
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© Copyright Net Objectives, Inc. All Rights Reserved 87
Little’s LawAverage number of projects is correlated with:
Average Rate Started * Average Time in System
Project size increases
# of active projects goes up
Task switchinggoes up
Average length ofprojects goes up
Delays go up
© Copyright Net Objectives, Inc. All Rights Reserved 88
Setting WIP Limits
Want flow to be consistent across value stream
Set on
–Overall flow
–Resource allocation
– Size of work items
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© Copyright Net Objectives, Inc. All Rights Reserved 89
Methods to Limit WIPBacklog 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
Transitioning To
Kanban
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© Copyright Net Objectives, Inc. All Rights Reserved 91
Getting Started with Kanban
• Kanban as a Development Process and Change Management System
© Copyright Net Objectives, Inc. All Rights Reserved 92
Transition Risk
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© Copyright Net Objectives, Inc. All Rights Reserved 93
Not understanding root cause of issues
Assuming one size fits all
Challenges outside of product development team– Hard to get ancillary organizations to adopt agile
Lack of true teams– Calling a team “team” is not enough
Poor technical practices
Risks
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Ideal Rate of Change Dependent Upon Ability to Handle Change
Ability to change
Am
ou
nt
of
chan
ge a
ttem
pte
d
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© Copyright Net Objectives, Inc. All Rights Reserved 95
Agree to goals Map the value stream
Define a set of work item types
Meet with external stakeholders
Create board for tracking
Agree to standup
Agree to operational review
Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
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Agree to goals
Map the value stream– Define where you start
– Define where you finish
Define a set of work item types
Meet with external stakeholders
Create board for tracking
Agree to standup
Agree to operational review
Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
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© Copyright Net Objectives, Inc. All Rights Reserved 97
Agree to goals
Map the value stream
Define a set of work item types– User stories
– Bugs
– …
Meet with external stakeholders
Create board for tracking
Agree to standup
Agree to operational review
Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
© Copyright Net Objectives, Inc. All Rights Reserved 98
Agree to goals
Map the value stream
Define a set of work item types
Meet with external stakeholders– Set WIP limits
– Agree to input cadence
– Agree to delivery cadence
– Agree to classes of service (minimum 2, typically 5-6).
– Agree to cycle cadence for each level of service
Create board for tracking
Agree to standup
Agree to operational review
Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
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© Copyright Net Objectives, Inc. All Rights Reserved 99
Agree to goals
Map the value stream
Define a set of work item types
Meet with external stakeholders
Create board for tracking Agree to standup
Agree to operational review
Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
© Copyright Net Objectives, Inc. All Rights Reserved 100
Agree to goals
Map the value stream
Define a set of work item types
Meet with external stakeholders
Create board for tracking
Agree to standup Agree to operational review
Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
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© Copyright Net Objectives, Inc. All Rights Reserved 101
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
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WIP Limits
Stories in process for more than five days (stalled)
Impediments (inter-team)
Issues (intra-team)
Empty spots on the board
Discussion points
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Agree to goals
Map the value stream
Define a set of work item types
Meet with external stakeholders
Create board for tracking
Agree to standup
Agree to operational review Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
© Copyright Net Objectives, Inc. All Rights Reserved 104
Agree to goals
Map the value stream
Define a set of work item types
Meet with external stakeholders
Create board for tracking
Agree to standup
Agree to operational review
Educate the team Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
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© Copyright Net Objectives, Inc. All Rights Reserved 105
Agree to goals
Map the value stream
Define a set of work item types
Meet with external stakeholders
Create board for tracking
Agree to standup
Agree to operational review
Educate the team
Start doing it
David Anderson. XTC, London 2009, October
Getting started with kanban
Wrap UpNot an ending, but a beginning
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© Copyright Net Objectives, Inc. All Rights Reserved 107
Summary Focus on understanding the nature of your work
– Value – Flow – Waste – Transparency
Visualize your workflow Make agreements Break work into small items Discuss your workflow Refine your work flow to improve it Deliver Quality
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Net Objectives’ Webinars
_s
Business & Agile Webinar Series – April – December 2013 An Introduction to Agile from a Business / Executive Point of View Agile Implementations: Overviews of Scrum, Kanban, and Scrumban How to Start an Agile Implementation Team Kanban: Manifesting Lean at the Team Level Enhancing and Extending Scrum With Lean Patterns of Scaling Agile Across Teams Patterns of Scaling Agile Across an Enterprise (will discuss the Scaled Agile Framework as well
as our own Lean-Agile Roadmap The Net Objectives Enterprise Agility Roadmap: Patterns of Successful Lean-Agile Adoption
Technical Agility Series Technical Agility: What Design Patterns Were Made For Emergent Design: The Practical Application of Design Patterns in the Agile World Acceptance Test-Driven Development: An Essential Practice That Saves More Time Than It
Takes Sustainable Test-Driven Development: How to Have TDD Improve Your Designs and Tests
Without Slowing You Down
See www.netobjectives.com/events to learn more
Register at www.netobjectives.com/register for slides & more
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© Copyright Net Objectives, Inc. All Rights Reserved 109copyright © 2010 Net Objectives Inc.
Register at www.netobjectives.com/register
See www.netobjectives.com/resources
Contact me at [email protected]
Twitter tag @alshalloway
Thank You!
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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 ManagementLean-Agile
Kanban / Scrum
ATDD / TDD / Design Patterns
technical process
QUE S T I O N S?
For more info on free resources see:www.netobjectives.com/resources