I am passionate about kanban because without a lot of ceremony and time, I can get a team to self organize and communicating at a whole new level. Since constraints become visible, it allows people to be more willing to go out of their comfort zone and thus wear any hat that it takes to produce quality software. Seeing constraints, pulling value and eliminating waste is the goal of practicing kanban. This would be a "kanban explained" session for those who are not familiar with this practice. I use physical boards to illustrate the concepts and encourage good dialogue. We will discuss several types of kanban boards such as WIP, backlog and retrospectives. This presentation has been tested at many user group meetings, at clients and conferences such as Agile 2009 & CodeMash 2010. The session takes 1 hour to present, 1 1/2 hours to have good dialogue during the presentation. Kanban, while not a new concept, nor complex - it is often misunderstood by those who don't practice it. Intended audience is for people that understand agile story wall concepts and whole team. The best audience is a Scrum master who will learn how kanban can take their craft to the next level of a self organizing teams by seeing, not hearing about constraints.

1. Kanban Explained: “Go with the flow” @jonRStahl jonstahl.com

2. jon.stahl@leandog.com @jonRstahl Co-Founded 1 Year Ago BS in CIS + Econ Minor Grew up in Pittsburgh, in Clev last 18 years

4. eXtreme Programming

5. Lean

8. Story Carding

9. Sprint/Iteration Planning

10. Card Estimation

11. Velocity

12. Stand Ups

13. Show & TellsPracticing for 1 year IT Orgs from 10 to 2000 Implemented at 8 clients, many teams Coach IT and Business Proven to work for large programs Convert existing agile teams or start new. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.

14. Our Backlog See The Whole More Queue Signals Team Signals Retrospective Board Team Process Changes Credit Q&A Kanban Create the WIP Queues Set Limits Pull Value MMF / MUF Cycle Time / Throughput Backlog Boards Stahl Warning: I talk fast so stop me if necessary, I don’t mind!

15. Kanban pronounced [kamban] Signboard or Billboard Kan means "visual," and ban, means "card" or "board” Is a signaling system to trigger action Uses cards to signal the need for work to be done Another Toyota Lean lesson focusing on Just in Time production Example: 20 car doors, 5 left = “time to make more doors”

17. See your limits! I could have carried more than that!

19. Work In Progress (WIP) Board Create Columns for Each Step in your process Pick Limits for “Active” Queues (team size divided by 2 or just be logical) Set “Wait” Queues to 2 or 3, keep small, Eliminate waste, get feedback FIFO If a slot is full, can’t start more work (A.K.A. PULL) Team sets Queue sizes to be most efficient, experiment Designed to Limit WIP, More WIP means slower flow

20. WIP Board Visible feature goals to minimize thrashing MMF = minimal marketable feature or MUF = minimal usable feature Can Only reorder in “Wait” Queue to move MUF forward Put Team Signals/Rules Above WIP Queue & Cross Team Signals On Bottom Could add a Queue for External Team 3 Rules: Strict Limit, Pull Value, Visible

21. Queue Signal:Update Cycle Time

22. What Goes On A Card

23. Your wait time from here is…

25. Card Sizing

26. Cycle Time / Throughput Goal is to get optimum flow How many days does it take to flow through the team once it enters the WIP? Keep a chart: Wait/Cycle Time for each card size Good teams/systems: XS to Medium cards, Large = Bad If 22 ~same size cards in WIP, track 22 as well Velocity is a trailing indicator Throughput is a measure of demonstrated capacity

28. Backlog Board 3 Queues to show priorities Set back log limit for each board to equal number of slots on WIP Make assumption relative sizes will be close Same number of items in WIP on each board (22 in this example) Can now forecast based on logical assumptions Schedule Regular Backlog Honing meetings with customer, Rules at Top Trigger Release Planning Meetings when necessary

30. Yin Yang Kaizen yin yang = Chinese, used to describe how seemingly disjunct or opposing forces are interconnected & interdependent in the natural world, giving rise to each other in turn kaizen = Japanese for “improvement” Yin = WIP Board Yang = Continuous Improvement, Retrospective Board If WIP takes all the demand, no room for continuous improvement A congested highway does not flow efficiently. Must allow room for. improvement

31. More Queue Signals

32. Team Signals: Agreements that Impact Cycle Time

33. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.

34. Retrospective Board Retro’s Scheduled Bi-Weekly Courage comes easier when together, so we recommend scheduled retro’s Take New items and rework board to limit of 12 AND have a retro when New limit is reached Columns: New, Backlog, Next, In Progress, Show & Tell, Done Developer could have worked on Retro Wall Requires strong team to have courage to post new items

35. Agile/Scrum Cadence Sprint/Iteration Close Show & Tell Review Velocity Retrospective Sprint/Iteration Open Target Velocity Review Cards Sign Up for Work

36. Flow is Continuous Sprint/Iteration Close Show & Tell  Triggered or Scheduled Review Velocity Retrospective  Triggered & Scheduled Sprint/Iteration Open Target Velocity Review Cards Sign Up for Work

37. What’s Changed:Optimize/Continuous Flow No Iteration Planning Meetings FIFO work order, don’t sign up Cycle Time replaces velocity, always updated Signal Event Show & Tell RPM Scheduled Events Retrospectives Releases per MMF/MUF or Cadence

38. Daily Scrum/Standup Used to Be What did I do yesterday What am I going to do today Do I have any road blocks Could Now Be How are things flowing? Team stands and reviews the WIP Talk about blocks & constraints Downstream work is most important Take Turns with each person “reading” the flow

39. Source: http://agileproductdesign.com by Jeff Patton – Great Read!

40. David Anderson Dave Laribee Jeff Patton Mary & Tom Poppendieck HenrikKniberg Corey Ladas Yahoo! KANBANDEV Group PRACTICE, ADAPT, PRACTICE

41. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward

42. See Constraints

43. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward Fire Away! ;) QUESTIONS only please

44. Lessons Learned Our Learning's

45. Confidential. Copyright 2009 LeanDog, Inc. All rights reserved. Do not copy or distribute without permission.

46. Stikki Clips & Bingo br />

47. Whole Team