Adiyta Deshpande gave a session on Deep Dive : Kanban at ATA Pune 16th Meetup held on 9th December, 2017 at Fujitsu, India. Aditya is a QA Lead at FIS SunGard. All the rights of the presentation lies with the author
1. Deep Dive : Kanban
By - Aditya Deshpande | QA Lead, FIS-SunGard
Team Kanban Practitioner | ISTQB Test Manager | CSM |CSF
2. Agenda
Starting with Kanban
Understanding Kanban practices in deep
Kanban Cadences
Scrum vs Kanban
Summary
3. Meaning of Kanban
Kanban written in Kanji (Chinese characters) 看板 means “sign” or “large visual
board”
Kanban written in Japanese alphabet ひらがな , hiragana means “signal cards”.
In Chinese, Kanban literally means “looking at the board” inspired by the signal card
system used in Japan.
In manufacturing Kanban is a visual signed communicating that an order needs to be
placed or filled.
The Kanban Method refers both to visual signal that capacity is available, to a “slot”
or “bin” indicating capacity, and to a whole system of balancing for work with
capacity to deliver work.
4. The Kanban Method
KANBAN PRINCIPLES:
Start with what you do now
Evolutionary change
Respect current roles, processes, titles
Encourage leadership
CORE KANBAN PROPERTIES:
Visualize the work with the help of Kanban board
Limit work in progress
Manage flows
Make policies explicit
Implement feedback loops
Improve collaboratively and evolve!
5. Visualization
Build a visual model of the work
Model what you do NOW
Your board must be unique
Show added details like blockers, dependencies, people
6. Kanban ticket design
Ticket should have a ‘Title’
It should refer to the corresponding item in an online tool
It should have JIRA / Support reference number
Start Date should be specified
Due Date should be specified
End Date should be specified
It should highlight technical dependencies
It should visualize size or priority
9. Limiting work in progress
Understanding Flow vs Batch
Video
Lead Time
Throughput Time
10. Limiting work in progress
Limits help to avoid taking more work than you can handle
Limiting work-in-progress reveals the bottlenecks so you can address them.
Limits help to recognize problems earlier (stop-the-line)
WIP can be per column or team or individual level
When a work item progresses, a slot opens and a new work item can flow
into workflow
Stop STARTING, Start FINISHING!
WIP = ? WIP=4
11. WIP limit benefits
Signal that capacity is available
Can be by person, by workflow, by work item type, or by total number of
items in progress
Promote finishing & quality
Provoke important discussions
13. Flow : Movement of work
Thumb Rule : The flow of the ticket should always be from LEFT to RIGHT.
The ticket cannot go to previous state from the forward
state.
Example : Ticket cannot come back in “In Progress” queue
from “Done” queue
14. Define explicit policies
State processes for how we work
Policies should be developed collaboratively
Policies should be visible to all the team members
Policies about :
How does the board work?
Define pull criteria
Define Prioritization criteria
Define WIP Limits
What is written on ticket?
What goes on the board?
Who can modify?
Cadence
16. Risk dimensions
A set of policies that apply to a type of work.
Determining cost of delay, what happens when you don’t finish the work on
time
Indicate risks with colors, shapes, stickers etc.
Types of Risks:
Standard
Fixed Date – Delivery type having fixed date (5.X releases)
Expedited – Priority delivery, Hot fixes
Intangible – Solution not yet resolved, difficult to prioritize
17. Kanban Cadences
Daily Meeting :
Walk board RIGHT to LEFT
Focus on blockers, defects and risk dimensions
Discuss priorities and team member assignments
Focus team on delivery
What is achieved ?
Disciplined conduct and acts of leadership
Problem solving & improvement discussions are taken immediately after daily
meeting
Spontaneous quality circles and frequent Kaizen events
18. Kanban Cadences
Commitment Meeting / Replenishment Meeting :
Purpose of commitment meeting is to decide what to pull next and to
replenish the input buffer for Kanban system
Team members must be present at replenishment meetings
Typically held once a week
Review about the work delivered in the past week
19. Why to adopt Kanban?
Senior Level:
Make promises they can keep
Lead the business
Mid-level
Up-managing –answer the hard questions
Down-managing-make difficult decisions
Reliable, predictable, fast service delivery
Individual contributors
Relief from overburdening
Produce better quality
Management of work is simpler