The document summarizes Zsolt Fabok's experience implementing Kanban principles in his project management. It describes four issues they initially faced: having too many work items in progress, long lead times, too much rejected work, and variability in work item size. Through categorizing work items and setting service level agreements, they improved flow by limiting work in progress, reducing lead times and rejection rates, and balancing the portfolio. The cumulative flow diagram and statistics on lead times and work hours illustrate how visualizing and measuring flow helped manage their project progress.
11. And I met Joshua Kerievsky in 2009...
Kanban is getting
popular, you should have
a look
12. The five core principles of Kanban*
* based on David J. Anderson’s Kanban
13. The five core principles of Kanban*
Q D Visualize workflow
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* based on David J. Anderson’s Kanban
14. The five core principles of Kanban*
Q 3 4 1 2 D Visualize workflow
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Limit work in progress
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* based on David J. Anderson’s Kanban
15. The five core principles of Kanban*
Q 3 4 1 2 D Visualize workflow
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Limit work in progress
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Measure and manage flow
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lead time
* based on David J. Anderson’s Kanban
16. The five core principles of Kanban*
Q 3 4 1 2 D Visualize workflow
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Limit work in progress
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Measure and manage flow
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cycle time
lead time
* based on David J. Anderson’s Kanban
17. The five core principles of Kanban*
Q 3 4 1 2 D Visualize workflow
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Limit work in progress
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Measure and manage flow
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cycle time throughput
lead time
* based on David J. Anderson’s Kanban
18. The five core principles of Kanban*
Q 3 4 1 2 D Visualize workflow
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Limit work in progress
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Measure and manage flow
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~ Make process policies explicit
Improve collaboratively
cycle time throughput
lead time
* based on David J. Anderson’s Kanban
35. #2: Way too long lead time
Done
Started
Queued
36.
37. Distribution of lead times
count
15
13
10
8
5
average 3
median*
0
days 1 3 5 7 9 11 13 15 22 33
*Calculation of medians is a popular technique in summary statistics and summarizing
statistical data, since it is simple to understand and easy to calculate, while also giving a
measure that is more robust in the presence of outlier values than is the mean. Wikipedia
38. Some examples of work items with 8-day lead time
time spent on
time spent waiting
implementation ID description
# %
(hours)
(hours)
1 63 98
7 57 90
2 62 97
2 62 97
3 61 96
40. Distribution of lead times
Before
count
15
13
10
8
5
3
0
days 1 3 5 7 9 11 13 15 22 33
average
median
41. Distribution of lead times
Before After
count count
15 15
13 13
10 10
8 8
5 5
3 3
0 0
days 1 3 5 7 9 11 13 15 22 33 days 1 3 5 7 9 11 13 22
average
median