More and more new words come up in the context of Agile, now that Agile itself has "crossed the chasm" and is accepted as the de-facto standard of software development. But even though a lot of these new terms fit under the Agile umbrella as defined in the "Agile Manifesto" it is sometimes hard to get to the bottom of these concepts. This presentation does exactly that - it goes to the bottom of Agile, Lean and Kanban. Without much ado we'll revisit the fundamental ideas behind Agile and then investigate Lean and the Kanban Method in comparison. Not only will you get introduced more closely to Kanbans, WIP-Limits and the pull principle, but I'll also share my experience how the different approaches fit together and complement each other in various settings.

1. Agile, Lean, And Kanban –
Friends Or Foes?
Michael Mahlberg – Agile BI Conference 2013
2013 Michael Mahlberg
Slide # 1

2. IS THIS REALLY TRUE?
Agile make a team fast and good
(fact or fiction?)
Lean makes an organization more
cost effective
(fact or fiction?)
!
(from a poll @ agile cologne, 2013-11-22)
2013 Michael Mahlberg
Slide # 2

3. CONFERENCE ON SOFTWARE
ENGINEERING
1968
Picture Credit:
http://homepages.cs.ncl.ac.uk/brian.randell/NATO/N1968/GROUP4.html
2013 Michael Mahlberg
Slide # 3

4. REALITY CHECK
~1994
Picture Credit:
http://www.flickr.com/photos/raneko/2469861680/sizes/o/
2013 Michael Mahlberg
Slide # 4

5. Challenged
Successful
Impaired
THE CHAOS REPORT
published since 1994 by “The Standish Group”
2013 Michael Mahlberg
Slide # 5

6. ITERATIVELY INCREMENTALLY
New Iteration = New Goal
Final Product
Initial Goal
2013 Michael Mahlberg
Slide # 6

7. COMPLEMENTARY TECHNIQUES
Ambiguous
Specification
Constant Customer
Collaboration
Little Requirement
Specification
DRY
Continuous
integration
System metaphor
TDD
Refactoring
Many others
Little Documentation
2013 Michael Mahlberg
Pair Programming
Unmaintainable
Product
Slide # 7

8. values
2013 Michael Mahlberg
Slide # 8

9. PRINCIPLES BEHIND THE AGILE
MANIFESTO
-
Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
-
Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
-
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
-
Business people and developers must work
together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
2013 Michael Mahlberg
-
Working software is the primary measure of
progress.
-
Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.
-
Continuous attention to technical excellence
and good design enhances agility.
-
Simplicity--the art of maximizing the amount
of work not done--is essential.
-
The best architectures, requirements, and
designs emerge from self-organizing teams.
-
At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.
Slide # 9

10. PRINCIPLES BEHIND THE AGILE
MANIFESTO
-
Working Software/
Happy Customer
Welcome changing requirements, even late in
Change is Good
development. Agile processes harness change
-
Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
-
Continuous attention to technical excellence
and good design enhances agility.
-
Simplicity--the art of maximizing the amount
of work not done--is essential.
-
The best architectures, requirements, and
designs emerge from self-organizing teams.
-
At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.
Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
for the customer's competitive advantage.
-
Deliver Often
Involvement
Business people and developers must work
together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
Capable Team
The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
Face-to-Face
2013 Michael Mahlberg
Working software is the primary measure of
progress.
Working Software (again)
Sustainable Pace
Technical Excellence
Simplicity Work not Done
Self-Organization
Improve regularly
Slide # 10

11. REALITY CHECK
Michael Sahota 2010
2013 Michael Mahlberg
Slide # 11

12. 2013 Michael Mahlberg
Slide # 12

13. WHY?
• Agile
• in
works best:
small teams with
• constant
• face
customer collaboration and
to face communication
(at least ‘The Manifesto’ says so)
2013 Michael Mahlberg
Slide # 13

14. WHY?
There is more to successful
Projects that writing Software
2013 Michael Mahlberg
Slide # 14

15. ALTERNATIVES?
2013 Michael Mahlberg
Slide # 15

16. A LEAN LOOK ON FEATURE FLOW
2013 Michael Mahlberg
Slide # 16

17. WHAT IS LEAN?
The way Mary and Tom Poppendiek put the book together
2013 Michael Mahlberg
Slide # 17

18. LEAN SOFTWARE DEVELOPMENT
PRINCIPLES
Eliminate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the team
Build integrity in
See the whole
2013 Michael Mahlberg
Slide # 18

19. AGILE SOFTWARE DEVELOPMENT
PRINCIPLES
Working Software / Happy
Customer (as driver)
Change is Good
Deliver Often
Involvement
Sustainable Pace
Technical Excellence
Simplicity Work not Done
Self-Organization
Improve regularly
Capable Teams
Face to Face
Working Software (as a
measure of progress)
2013 Michael Mahlberg
Slide # 19

20. AGILE SOFTWARE DEVELOPMENT
PRINCIPLES
Working Software / Happy
Customer (as driver)
Change is Good
Deliver Often
Involvement
Sustainable Pace
Technical Excellence
Simplicity Work not Done
Self-Organization
Improve regularly
Capable Teams
Face to Face
Working Software (as a
measure of progress)
2013 Michael Mahlberg
Slide # 20

21. WASTE?
Muda 無駄
useless, not adding value
Muri 無理
overburdening
Mura 斑
unevenness, inequality
2013 Michael Mahlberg
Slide # 21

22. LEAN AND AGILE
Lean principles
Agile principles
Eliminate waste
Working Software, Customer Satisfaction, Sustainable
pace
Amplify learning
Decide as late as possible
Change is Good
Deliver as fast as possible
Deliver Often
Empower the team
Capable Teams, Involvement
Build integrity in
See the whole
Face-to-Face
2013 Michael Mahlberg
Slide # 22

23. AGILE SOFTWARE DEVELOPMENT
PRINCIPLES
Working Software / Happy
Customer (as driver)
Change is Good
Deliver Often
Involvement
Sustainable Pace
Technical Excellence
Simplicity Work not Done
Self-Organization
Improve regularly
Capable Teams
Face to Face
Working Software (as a
measure of progress)
2013 Michael Mahlberg
Slide # 23

24. LEAN AND AGILE
Lean principles
Agile principles
Eliminate waste
Working Software, Customer Satisfaction, Sustainable
pace, Simplicity Work not Done,
Amplify learning
Improve regularly
Decide as late as possible
Change is Good
Deliver as fast as possible
Deliver Often
Empower the team
Build integrity in
Capable Teams, Involvement, Self-organization
Technical Excellence
See the whole
Face-to-Face
2013 Michael Mahlberg
Slide # 24

25. AGILE EMPHASIS
Component
Requirement
Requirement
Requirement
2013 Michael Mahlberg
Component
Slide # 25

26. LEAN EMPHASIS
2013 Michael Mahlberg
Slide # 26

27. KEY AREAS
Lean
Agile
2013 Michael Mahlberg
Slide # 27

28. ASSUMPTIONS
Iterative approach
~20 features / iteration
2013 Michael Mahlberg
Slide # 28

29. working
elaboration (1h)
acceptance (10min)
Implementation
(2 Weeks’)
QA
(2 hours)
Deployment
(2 hours)
adding
value
idea (20 min)
VALUE STREAM
wait for discussion
(2 weeks)
wait for approval
(1 week)
wait for iteration
wait for iteration
(1 week)
(1 week)
Wait for QA
(1 week)
Wait for
Deployment
(1 week)
idling
2013 Michael Mahlberg
Slide # 29

30. QUICK CALCULATION
Iteration length = 2 Weeks (10 days)
Features in iteration = 20
= Average feature size = 4 ho urs
s vs. design vs. implementation
Split Analysi
~1/1/1
analyze a feature = 80 min
design a feature = 80 min
implement a feature = 80 min
2013 Michael Mahlberg
Slide # 30

31. working
elaboration (1h)
acceptance (10min)
Analysis
(80’)
Impl
(80’)
Design
(80’)
QA
(2 hours)
Deployment
(2 hours)
adding
value
idea (20 min)
VALUE STREAM
wait for discussion
(2 weeks)
wait for approval
(1 week)
wait for iteration
wait for iteration
(1 week)
(1 week)
Wait in imp.
(~1 week)
Wait in imp.
(~1 week)
Wait for QA
(1 week)
Wait for
Deployment
(1 week)
idling
2013 Michael Mahlberg
Slide # 31

32. VALUE STREAM
acceptance (10min)
Analysis
(80’)
Impl
(80’)
Design
(80’)
QA
(2 hours)
Deployment
(2 hours)
adding
value
idea (20 min)
elaboration (1h)
wait for discussion
(2 weeks)
work (min)
idle (min)
work (h)
idle (h)
wait for approval
(1 week)
wait for iteration
(1 week)
Wait in imp.
(~1 week)
Wait in imp.
(~1 week)
Wait for QA
(1 week)
Wait for
Deployment
(1 week)
20 + 60 + 10 + 80 + 80 + 80 + 120 + 120 ≈
570 min
4800+2400+2400+2280+2280+2400+2400 ≈ 18960 min
570 min =
9:30 h
18960 min = 316 h
2013 Michael Mahlberg
work (d)
idle (d)
9:30h ≈ 1.2 days
316h ≈ 39.5 days
Slide # 32

33. WHY IS IDLE-TIME SO BAD?
2013 Michael Mahlberg
Slide # 33

34. LITTLE’S LAW
Work in
progress
L
λ
Throughput
© 2013 Tom Breur / Michael Mahlberg
= w
Average wait time in
the system (per item)
Slide # 34

35. LITTLE’S LAW
Work in
progress
40
=
1/15min
Throughput
© 2013 Tom Breur / Michael Mahlberg
10 hours
Average wait time in
the system (per item)
Slide # 35

36. WHAT IS KANBAN?
2013 Michael Mahlberg
Slide # 36

37. KANBAN = A VISUAL TOKEN AS A
(PULL) REQUEST FOR ACTION
Literally: 看板 (kanban) = Visual Sign
Picture source:
2013 Michael Mahlberg
Slide # 37

38. SOFTWARE-KANBAN
OR
THE KANBAN
2013 Michael Mahlberg
METHOD
Slide # 38

39. Three Principles
As described by David Anderson
2013 Michael Mahlberg
Slide # 39

40. SOFTWARE-KANBAN PRINCIPLES
Start with what you do now
Agree to pursue incremental, evolutionary
change
Respect the current process, roles,
responsibilities titles
2013 Michael Mahlberg
Slide # 40

41. Five Core Properties
Or sometimes six or seven
2013 Michael Mahlberg
Slide # 41

42. THE KANBAN METHOD
1) Visualize the workflow
2) Limit WIP
3) Manage Flow
4) Make Process Policies Explicit
5) Improve Collaboratively (using models the scientific
method)
2013 Michael Mahlberg
Slide # 42

43. Virtual Kanban Systems
Where the card is not the signal
2013 Michael Mahlberg
Slide # 43

44. Virtual Kanban System
Visualizing the flow
2013 Michael Mahlberg
Slide # 44

45. ProductBacklog
2013 Michael Mahlberg
SprintBacklog
Development
Acceptance
Production
Slide # 45

46. ProductBacklog
SprintBacklog
.g
e
2013 Michael Mahlberg
Development
o
f
.
Acceptance
c
S
r
Production
m
u
r
Slide # 46

47. Take Order
2013 Michael Mahlberg
Cashier
Syrup Dairy
Espresso
Pick-up
Slide # 47

48. Take Order
.
.g
e
2013 Michael Mahlberg
Cashier
r
o
f
Syrup Dairy
a
t
S
Espresso
u
b
r
Pick-up
s
k
c
Slide # 48

49. kanban
Picture Source:
http://www.flickr.com/photos/christophercarfi/3600910060/
http://www.flickr.com/photos/shanti/8432370756/sizes/l/in/photostream/
2013 Michael Mahlberg
Slide # 49

50. Virtual Kanban System
Limiting the work in progress
2013 Michael Mahlberg
Slide # 50

51. ProductBacklog
Development
Acceptance
(25)
(∞)
SprintBacklog
(25)
(25)
g.
.
e
2013 Michael Mahlberg
S
r
fo
Production
(∞)
m
ru
c
Slide # 51

52. ProductBacklog
(∞)
Sprint
(25)
SprintBacklog
g.
.
e
2013 Michael Mahlberg
Development
S
r
fo
Production
Acceptance
(∞)
m
ru
c
Slide # 52

53. LEAN AGILE INTERJECTION
20 items in a 10 workday iteration
= 4 h value creation
= 36 ho urs idle time
2013 Michael Mahlberg
}
per item
Slide # 53

54. ProductBacklog
(∞)
SprintBacklog
Development
Acceptance
(25)
(3)
(3)
Production
(∞)
d,
i re
p
i ns
r u m ess
, s c ro c
sed t p
ba
w- p m e n
flo e l o
w n dev
r o re
yo u t w a
.g .
e
s of
2013 Michael Mahlberg
Slide # 54

55. Why “Virtual” Kanban System?
2013 Michael Mahlberg
Slide # 55

56. Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
item
item
item
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
Slide # 56

57. Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
item
item
item
2013 Michael Mahlberg
✓
✓
item
✓
item
item
✓
item
item
item
item
✓
item
✓
Slide # 57

58. PULL REQUESTS?
2013 Michael Mahlberg
Slide # 58

59. Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
item
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
Pull
...
2013 Michael Mahlberg
Slide # 59

60. Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
item
Pull
item
Pull
item
Pull
item
Pull
Pull
item
Pull
item
Pull
item
Pull
Pull
item
Pull
item
Pull
item
Pull
item
2013 Michael Mahlberg
Slide # 60

61. Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
item
Pull
item
✓
Pull
item
✓
Pull
✓
Pull
Pull
item
✓
Pull
item
✓
Pull
item
Pull
item
Pull
item
Pull
item
Pull
item
✓
Pull
item
2013 Michael Mahlberg
Slide # 61

62. Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
Pull
item
Pull
item
Pull
item
Pull
item
Pull
item
✓
item ✓
Pull
Pull
item
Pull
item
✓
✓
item
Pull
✓
item
Pull
✓
Pull
item
Pull
2013 Michael Mahlberg
Slide # 62

63. SIDENOTE: MORE EXPLIT
Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
item
item
item
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
Slide # 63

64. SIDENOTE: MORE EXPLICIT PROCESS
Requirement
Analysis
Development
Test / QA
Production
(∞)
(4)
(3)
(3)
(∞)
doing done
item
item
item
item
item
doing
item
item
item
item
item
done
doing
done
item
2013 Michael Mahlberg
Slide # 64

65. SIDENOTE: MORE EXPLICIT PROCESS
Requirement
(∞)
Analysis
3 (4)
Development
2 (3)
Test / QA
2 (3)
(∞)
doing done
2013 Michael Mahlberg
doing
done
doing
done
item
item
item
item
item
item
item
item
Production
item
item
item
Slide # 65

66. SIDENOTE: MORE EXPLICIT PROCESS
Requirement
(∞)
Analysis
3 (4)
2 (3)
doing done
item
item
Development
item
Test / QA
2 (3)
Production
(∞)
doing
done
doing
done
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
Slide # 66

67. SIDENOTE: MORE EXPLICIT PROCESS
Requirement
(∞)
Analysis
3 (4)
Development
Test / QA
Production
(3)
(3)
(∞)
doing done
item
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
doing
done
doing
done
item
item
Slide # 67

68. VIRTUAL PULL REQUESTS
VIRTUAL KANBAN SYSTEM
2013 Michael Mahlberg
Slide # 68

69. SIDENOTE: LITTLE’S LAW
Requirement
(∞)
Analysis
3 (4)
Development
Test / QA
Production
(3)
(3)
(∞)
doing done
item
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
doing
done
doing
done
item
item
Slide # 69

70. LITTLE’S LAW
Work in
progress
L
λ
Throughput
© 2013 Tom Breur / Michael Mahlberg
= w
Average wait time in
the system (per item)
Slide # 70

71. LITTLE’S LAW
Work in
progress
∞
λ
Throughput
© 2013 Tom Breur / Michael Mahlberg
=∞ w
*
Average wait time in
the system (per item)
Slide # 71

72. SIDENOTE: LITTLE’S LAW
Requirement
(∞)
Analysis
3 (4)
Development
Test / QA
Production
(3)
(3)
(∞)
doing done
item
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
doing
done
doing
done
item
item
Slide # 72

73. SIDENOTE: LITTLE’S LAW
Requirement
(∞)
Analysis
3 (4)
Development
Test / QA
Production
(3)
(3)
(∞)
doing done
item
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
doing
done
doing
done
item
item
Slide # 73

74. VISUALIZATION CAN DIFFER
Requirement
(∞)
Analysis
3 (4)
Development
Test / QA
Production
(3)
(3)
(∞)
doing done
item
item
item
item
item
item
item
item
item
2013 Michael Mahlberg
doing
done
doing
done
item
item
Slide # 74

75. VISUALIZATION CAN DIFFER
Picture: Thomas Schuermann, Limited WIP Society,
http://limitedwipsociety.ning.com/photo/formula-kanban?context=featured#!/photo/formula-kanban?context=featured
2013 Michael Mahlberg
Slide # 75

76. VISUALIZATION CAN DIFFER
Picture: Karl Scotland, AvailAgility
http://availagility.co.uk/2010/09/30/exploring-the-kanban-multiverse-at-agile2010/#jp-carousel-693
2013 Michael Mahlberg
Slide # 76

77. VISUALIZATION CAN DIFFER
Picture: Karl Scotland, AvailAgility
http://availagility.co.uk/2010/09/30/exploring-the-kanban-multiverse-at-agile2010/#jp-carousel-693
2013 Michael Mahlberg
Slide # 77

78. HOW TO SORT THIS OUT?
2013 Michael Mahlberg
Slide # 78

79. KANBAN IN THE PYRAMID
Process Improvement
Process
Techniques
Software - Kanban
2013 Michael Mahlberg
Slide # 79

80. SCRUM IN THE PYRAMID
Process Improvement
Process
Techniques
Scrum
2013 Michael Mahlberg
Slide # 80

81. XP IN THE PYRAMID
Process Improvement
Process
Techniques
eXtreme Programming (XP)
2013 Michael Mahlberg
Slide # 81

82. MIXED PYRAMID
Process Improvement
Process Improvement
Process
Process
Techniques
Software - Kanban
Techniques
Scrum
Process Improvement
Process
Techniques
eXtreme Programming (XP)
Source http://shu-ha-ri.michaelmahlberg.de/2012/07/die-pyramide-der-agilitaet.html
2013 Michael Mahlberg
Slide # 82

83. MIXED PYRAMID
Process Improvement
Process Improvement
Process
Process
Techniques
Techniques
eXtreme Programming (XP)
Your individual combination
Software - Kanban
Scrum
Source http://shu-ha-ri.michaelmahlberg.de/2012/07/die-pyramide-der-agilitaet.html
2013 Michael Mahlberg
Slide # 83

84. CONCLUSION
2013 Michael Mahlberg
Slide # 84

85. LOCAL OPTIMIZATION WON’T HELP
2 / year
Classic
2013 Michael Mahlberg
2 / month
2 / year
Agile
Classic
Slide # 85

86. CONCLUSION
Lean
Lean and Agile
complement each
other
Agile
The Kanban Method
can be used in both
worlds
2013 Michael Mahlberg
Slide # 86

87. THANK YOU VERY MUCH!
2013 Michael Mahlberg
Slide # 87

88. CONTACT INFORMATION
• If
you have questions, don’t hesitate to contact me via e-mail
at: mm@michaelmahlberg.com
• You
•I
can also find me on Twitter as MMahlberg
sometimes blog on http://agile-aspects.michaelmahlberg.com
• My
homepage is http://www.michaelmahlberg.de
2013 Michael Mahlberg
Slide # 88