Eight Steps to Kanban

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 ∙ sqeinfo@sqe.com ∙ 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.

Lean-Agile Project Manager

4/12/2013

Eight Steps to Kanban
Al Shalloway, CEO
Net Objectives
"Eight Steps to Kanban”

KP November 2011

© Copyright Net Objectives, Inc. All Rights Reserved

copyright 2012. Net Objectives, Inc. All Rights Reserved

2

1


4/12/2013

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

Business

ASSESSMENTS
CONSULTING
T RAINING
COACHING

Lean
Enterprise
Manage
ment

Team
technical

process
Lean Management
Project Management

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


3

Purpose of This Tutorial
– Provides Essence of Lean
– How to use Kanban to manage projects
– How to start with Kanban



4

2


4/12/2013

AGENDA
Beginnings
Lean / Agility
Flow
Value Stream Mapping
Kanban
Explicit Policies
Transitioning


5

Beginnings


3


4/12/2013

TABLE W ORK
Issues with Software Development

Issue 3
Issue 2
Issue 1


7

Lean Agile


4


4/12/2013


9

Agility
is where you have

Predictability
of
Business Value
Realization
@ agility



10

5


4/12/2013

deliver value
at a
consistent pace
over the
long haul


11

Lean
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).



12

6

Business
Priority

4/12/2013

Business
Planning

LEAN

Business
Staging

Ready
to Pull

Iteration
0

Input


Iterative
Incremental
Development Deployment

Support &
Feedback

KANBAN ITERATIVE AGILE

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

13

Flow and Delay


7


4/12/2013

Our Organizational Structure

Inspired by Dan North, BSC/ADP 2012

15

The Nature of Our Work



16

8


4/12/2013

We Manage This Way

even though our value flows this way

17

Hierarchical vs. Lean Management
What they can manage

What they need to manage

Their people
• How busy they are
• Their “productivity”
The quality of work of
their people



18

9


4/12/2013

Hierarchical vs. Lean Management
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


19

Who is
managing
the value?


20

10


4/12/2013

Time-to-Market


21

Where Is Our Time Spent?
What percent of our time do we spend working versus waiting?

How would you know?
No one is managing this in most companies.

Waiting
Adding Value

Waiting

Adding Value

Adding Value

Adding Value Adding Value
Adding Value



22

11


4/12/2013

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?


23

The Whole Picture



24

12


4/12/2013

First Order Solution – Create Cross
Functional Teams


25

First Order Solution



26

13


4/12/2013

Leaves Several Problems

How do we handle
dependencies?

How do we feed
the teams?

How do we handle
product portfolio
management?

What do we do with
those that don’t
quite fit the model?

How do we
best
integrate?

27

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



28

14


4/12/2013

how much of what you do is

valuable?
rework?

29


Customer:
I need new
features yesterday
Devs hear:
Get it done; Fast,
at all costs!

code base:
Exponential
increase in time
to add features

code base:
Sloppy changes

code base:
Increased defects

code base:
Increased complexity


_s

30

15


4/12/2013

Testers are
overloaded
further delays in
feedback

Testing occurs
long after coding

Devs don’t get
immediate feedback

Testers w/more work
Systems w/more defects

Devs create
more defects

_s

31

What Work Do You Do?
Getting
Requirements

Design

Re-doing
requirements

Planning
Collaboration

Working from old
requirements

Programming
Testing

Integration

“Fixing” bugs

Deployment
Documentation

“Integration”
errors

Training

Building
unneeded
features

Overbuilding
frameworks
Essentially
duplicating
components



32

16


4/12/2013

DELAY IS finding
redoing

reworking
waiting

hand-offs
bottlenecks
information delay
untested code
unread requirements
transaction related
coordination related


@ waste, delay, and complexity
33

Value Stream
Mapping


17


4/12/2013

The Software Development Value Stream
Concept
New
Requirements

Regional Coordinators
Business Leaders
Trainers & Educators
Product Managers

Business

Customers

Customer

Consumption

Product Champion(s)

Capabilities

Software
Release

Software
Product

Ops & Support

Product Related

Shared Components
Product Related

Shared Components

Product Related

Development

35


Request

Design

Approve

Review

Reqts

Sign Off

Code

Analysis

Test

Deploy

1. Identify the actions taken in the value stream



36

18


4/12/2013

Request

Approve

Reqts

Sign Off

Analysis

0.5 hrs

8 hrs

160 hrs

8 hrs

100 hrs

Design

Review

Code

Test

Deploy

120 hrs

2 hrs

280 hrs

240 hrs

8 hrs

2. What was the real time from start to finish of the action?

37


Request

Approve

Reqts

Sign Off

Analysis

0.5 / 0.0 hr

.1 / 7.9 hrs

60 / 100 hrs

1 / 7 hrs

40 / 60 hrs

0.5 hrs

8 hrs

160 hrs

8hrs

100 hrs

Design

Review

Code

Test

Deploy

40 / 80 hrs

2 / 0 hrs

80 / 200 hrs

40 / 200 hrs

3 / 5 hrs

120 hrs

2 hrs

280 hrs

240 hrs

8 hrs

3. What was the average time working on this vs working on other things?



38

19


4/12/2013

Request
0.5 / 0.0 hr

Approve
320 hrs

.1 / 7.9 hrs

Reqts
80 hrs

Analysis

1 / 7 hrs

320 hrs

160 hrs

8 hrs

0.5 hrs

Sign Off

60 / 100 hrs

80 hrs

40 / 60 hrs

8hrs

100 hrs

80 hrs

Review

Design
40 / 80 hrs

2 / 0 hrs

160 hrs

Code
80 hrs

2 hrs

120 hrs

Test

80 / 200 hrs

80 hrs

Deploy

40 / 200 hrs

3 / 5 hrs

80 hrs

8 hrs

240 hrs

280 hrs

4. Identify time between actions

39


Request
0.5 / 0.0 hr

Approve
320 hrs

.1 / 7.9 hrs

Reqts
80 hrs

Analysis

1 / 7 hrs

320 hrs

160 hrs

8 hrs

0.5 hrs

Sign Off

60 / 100 hrs

80 hrs

40 / 60 hrs

8hrs

100 hrs

80 hrs

Review

Design
40 / 80 hrs

160 hrs

2 / 0 hrs
2 hrs

120 hrs

Code
80 hrs

80 / 200 hrs

Test
80 hrs

40 / 200 hrs
240 hrs

280 hrs

20% rejected
Repeat 1X

Deploy
80 hrs

3 / 5 hrs
8 hrs

65% defective
Repeat 3X

5. Identify any loop backs required


12 April 2013
40

20


4/12/2013

Request
Request
0.5 / 0.0 hrs
/ 0.0 hrs

Reqts

Approve
320 hrs

.1 / 7.9 hrs

80 hrs

Analysis
Analysis

1 / 7 hrs

320 hrs

160 hrs

8 hrs

0.5 hrs

Sign Off

60 / 100 hrs

40 / 60 hrs

80 hrs

8 hrs
8hrs

100 hrs

80 hrs

Review
Review

Design
40 / 80 hrs

2 / 0 hrs

160 hrs

Code
80 hrs

2 hrs

120 hrs

Test

80 / 200 hrs

80 hrs

3 / 5 hrs

80 hrs

8 hrs

240 hrs

280 hrs

20% rejected
Repeat 1X

Deploy
Deploy

40 / 200 hrs

65% defective
65% defective
Repeat 3X
Repeat 3X

509 hrs

PCE =

3433 hrs

= 14.9%

5. Identify any loop backs required
Avg Time Worked
Avg Time Worked
6. Calculate Process Cycle Efficiency:
Total Cycle Time
Total
41


Request
0.5 / 0.0 hrs

Approve
320 hrs

.1 / 7.9 hrs

Reqts
80 hrs

Analysis

1 / 7 hrs

320 hrs

160 hrs

8 hrs

0.5 hrs

Sign Off

60 / 100 hrs

80 hrs

40 / 60 hrs

8hrs

100 hrs

80 hrs

Review

Design
40 / 80 hrs

160 hrs

2 / 0 hrs
2 hrs

120 hrs

Code
80 hrs

80 / 200 hrs

Test
80 hrs

80 hrs

65% defective
65% defective
Repeat 3X
Repeat 3X

3 / 5 hrs
8 hrs

240 hrs

280 hrs

20% rejected
Repeat 1X

Deploy

40 / 200 hrs

3433 – 509 = 2924

Which gives a better return?
Getting better
at what you do


Eliminating
delays between
what you do
42

21


4/12/2013

Time Available for New Features

% of capacity

Maximum capacity of the team
Time to add new functionality

Time Spent Fixing Bugs Within and Across Systems
Current

??? Years?
Years in future


43

Here’s a
spot!
…and
another!



44

22


4/12/2013

The Dot Game

45

Kanban


23


4/12/2013

Kanban
at the
Imperial Gardens


kanban
improves quality and
lowers cost

by

eliminating delays

by

managing WIP



47

48

24


4/12/2013

Request
0.5 / 0.0 hr

Approve
320 hrs

.1 / 7.9 hrs

Reqts
80 hrs

Analysis

1 / 7 hrs

320 hrs

160 hrs

8 hrs

0.5 hrs

Sign Off

60 / 100 hrs

80 hrs

40 / 60 hrs

8hrs

100 hrs

80 hrs

Review

Design
40 / 80 hrs

160 hrs

2 / 0 hrs
2 hrs

120 hrs

Code
80 hrs

80 / 200 hrs

Test
80 hrs

40 / 200 hrs
240 hrs

280 hrs

20% rejected
Repeat 1X

Deploy
80 hrs

3 / 5 hrs
8 hrs

65% defective
Repeat 3X


12 April 2013
49


map to kanban board
50

Waiting for approval

-- Product Managers --

320


25


4/12/2013


Working on approval


320

.1
8


map to kanban board
51


map to kanban board
52


Working on approval

Ready for Requirements


320

.1
8

80


26


4/12/2013

.1
8

Requirements

Working on approval

320




60
80 160


map to kanban board
53

Ready for sign off

.1
8

Requirements

Working on approval

320




60
80 160 320

map value stream to kanban board
54



27


4/12/2013

Sign Off

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

Ready for sign off

.1
8

60
80 160 320

1
8

Requirements

Working on approval

320




55


Ready for Deplay

Deplay

40
80 240

80

3
8

Done

Test

80
80 280

Ready for Test

Code

2
2

Ready for Code

Review

40
80 120 160

Design

Ready for Review

40
80 100

Ready for Design

1
8

Analysis

60
80 160 320

Ready for Analysis

Sign Off


Ready for sign off

.1
8

Requirements

Working on approval

320




56



28


4/12/2013

Lean
time
Kanban
queue size
limits

limits

57


Kanban Work Item
Tracking #

If late against
the target lead time

Description
Entry Date

*

Required Delivery Date


58

29


4/12/2013

Ready for Deploy

Deploy

40
80 240

80

3
8


Done

Test

80
80 280

Ready for Test

Code

2
2

Ready for Code

Review

40
80 120 160

Design

Ready for Review

40
80 100

Ready for Design

1
8

Analysis

60
80 160 320

Ready for Analysis

Sign Off


Ready for sign off

.1
8

Requirements

Working on approval

320




map to kanban board
59

PULL
Queuing theory
Capacity utilization

No multi-tasking


60

30


4/12/2013

Pull
Work 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

61

Laying out the
Kanban Board


31


4/12/2013

63


Entry and Exit Criteria

Entry

< 5 requests,
sequenced order

Exit

Entry

Specify

SME defined

Exit

Readiness

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



64

32


4/12/2013

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

65

Buffers, queue limits, and WIP
66



33


4/12/2013

Tiers expand, collapse to track work
67

Expediting and swim lanes
68



34


4/12/2013

Expediting and SWIP
69


A kanban board simulation
4

5

Bus
Req

Spec.

Spec.
Comp.

3

Dev.
ready

4

Dev.

2
Dev.
Comp.

2

Build
ready

Test

Release
ready

Stage

Prod.

“Standard”
Blocked

Flow

“Defect”
“Fixed Date”

Courtesy Olav Maassen QNH



70

35


4/12/2013

5
Input
Queue

4

8

Analysis

2

Dev & Test Dev

In Prog Done

In Prog

Done

2

Test
Ready

Test

Release
Ready

...

Open Column for Concurrent Activities
71

Courtesy David J. Anderson


5

4

4

Input
Queue

Analysis

2

2

Test
Ready

Test

4
In Prog Done

Dev
In Prog

Done

Release
Ready

...

Combine
Split

4
Test Dev
In Prog


Split Column for Concurrent Activities
72


36


4/12/2013

5
Input
Queue

4

8

Analysis

In Prog
UI Design

In Prog Done

2
Test
Ready

Done

2

Test

Release
Ready

...

Security

Persistence

Business Logic

Split Column for Multiple unordered activities


73


Monitoring flow: Kanban for portfolio
Status

Backlog

Specify
(right size)

Execute

Validate

Done/
Released

Support
From Roadmap

Project X

Project Y

Project Z
WIP
Limit

14

4

3

3

Smooth Flow


74

37


4/12/2013

Classes of Service
influence the behavior of the work

Time
Risk
Flow
Policy

Expedite

Special handling
Date driven

Normal
Intangible
75


Classes of Service
User Story

Developer
Story

Spike

Outside
Impact

Maintenance
Date Required

Expedite
Impediment
Red Flag Issue

@ service level agreements



76

38


4/12/2013

Explicit Policies

Essence of Kanban
Visualize the work being done so
you can balance the workload
across your people to increase
their efficiency

Stop Starting
Start Finishing
and



78

39


4/12/2013

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


79

the SILVER card
when and what to challenge



80

40


4/12/2013

Flow Measurement

40

35

number of stories

30

25

20

15

10
Backlog
Analysis
5

Implmnt
Test
Done

0
0

1

2

3

4

5

6

7

8

9

week number
@ cumulative flow diagram



82

41


4/12/2013

40

35

number of stories

30

25

20

15

10
Backlog
Analysis
5

Implmnt
Test
Done

0
0

1

2

3

4

5

6

7

8

9

week number

83

WIP Limits


42


4/12/2013

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

85

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


86

43


4/12/2013

Little’s Law
Average number of projects is correlated with:
Average Rate Started * Average Time in System
Project size
increases

# of active
projects goes up
Task switching
goes up

Average length of
projects goes up

Delays go up


87

Setting WIP Limits
 Want flow to be consistent across value stream
 Set on
– Overall flow
– Resource allocation
– Size of work items



88

44


4/12/2013

Methods to Limit WIP
Organizing work by type
Backlog

Analysis
&Design
Doing

Code
Ready

Test
Doing

Ready

Deploy

Production

Doing

Ready

Doing

Done

Test

Ready to
Deploy
Ready

Deploy

Production

Doing

Done

Deploy

Production

Doing

Done

Organizing work to smallest level
Backlog

Analysis
& Dssign
Doing

Ready to
Code
Ready

Code
Doing

Ready to
Test
Ready

Doing

Organizing work to make decisions
Backlog

Analysis
&Design
Doing
Done

Code
Doing

Test
Done

Doing

Done


89

Transitioning To
Kanban


45


4/12/2013

Getting Started with
Kanban
• Kanban as a Development Process
and Change Management System


91

Transition Risk



92

46


4/12/2013

Risks
 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


93

Amount of change attempted

Ideal Rate of Change Dependent
Upon Ability to Handle Change

Ability to change



94

47


4/12/2013

Getting started with kanban
David Anderson. XTC, London 2009, October

 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


95


 Agree to goals

 Map the value stream
– Define where you start
– Define where you finish









Agree to standup
Educate the team
Start doing it



96

48


4/12/2013


 Agree to goals

 Define a set of work item types
– User stories
– Bugs
– …








Agree to standup
Educate the team
Start doing it
97



 Agree to goals
 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

Agree to standup
Educate the team
Start doing it



98

49


4/12/2013







Agree to goals

 Create board for tracking





Agree to standup
Educate the team
Start doing it


99








Agree to goals

 Agree to standup
 Agree to operational review
 Educate the team
 Start doing it



100

50


4/12/2013

The daily rhythm of work
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?

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


101

Discussion points
WIP Limits
Stories in process for more than five days
(stalled)
Impediments (inter-team)
Issues (intra-team)
Empty spots on the board



102

51


4/12/2013









Agree to goals
Agree to standup

 Agree to operational review
 Start doing it


103










Agree to goals
Agree to standup

 Start doing it



104

52


4/12/2013











Agree to goals
Agree to standup
Educate the team

 Start doing it


105

Wrap Up
Not an ending, but a
beginning


53


4/12/2013

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

107


Net Objectives’ Webinars
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


_s

108

54


4/12/2013

Thank You!





Register at www.netobjectives.com/register
See www.netobjectives.com/resources
Contact me at alshall@netobjectives.com
Twitter tag @alshalloway


Q
U
E
S
T
I
O
N
S
?

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

Business

ASSESSMENTS
CONSULTING
T RAINING
COACHING

Lean
Enterprise
Manage
ment

Team
technical

copyright © 2010 Net Objectives109
Inc.

For more info on free resources see:
www.netobjectives.com/resources

process
Lean Management
Project Management

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



110

55

Eight Steps to Kanban

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