Key Note - Lean Kanban France - Understanding Agility - how to improve it with Kanban
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Key Note - Lean Kanban France - Understanding Agility - how to improve it with Kanban
- 1. Understanding Agility how to improve it with Kanban Lean Kanban France, Paris October 2012 David J. Anderson David J. Anderson & Associates, Inc. dja@djaa.com Twitter @agilemanager
- 5. to implement an Agile method Lean Kanban Paris
- 6. People will resist such big changes! Lean Kanban Paris
- 10. Act locally in your context Lean Kanban Paris
- 11. How to Think Agility! Lean Kanban Paris
- 12. Lean Kanban Paris Make progress with imperfect information
- 14. Develop capability to respond to unfolding events Lean Kanban Paris
- 15. Treat WIP inventory as a liability rather than an asset Lean Kanban Paris
- 16. Respond faster with improved lead times Lean Kanban Paris
- 17. Knowledge work is perishable Lean Kanban Paris
- 18. Create feedback loops and enable a capability to adapt (evolve) Lean Kanban Paris
- 19. Embrace a craft ethic and pursue high quality through pride of workmanship Lean Kanban Paris
- 21. Don’t try to adopt an Agile method from the textbook Instead Start with what you do now and improve your agility Lean Kanban Paris
- 22. Minimize resistance to adoption of new ideas and ways of workings Lean Kanban Paris
- 23. Identify problems one at a time Lean Kanban Paris
- 25. Don’t ask people to change Lean Kanban Paris
- 26. Respect current job titles, roles & responsibilities Lean Kanban Paris
- 27. Since 2004 kanban systems have been used to get beyond Agile and deliver improved agility Lean Kanban Paris
- 28. White boards were introduced in 2007 to visualize workflow and work items flowing through the process Lean Kanban Paris
- 29. WIP limits are used to create a pull system & and the board visually signals pull to make a kanban system WIP Limit – regulates work at each stage in the process Pull Flow – from Engineering Ready to Release Ready Lean Kanban Paris
- 30. Kanban board simulation 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Lean Kanban Paris Flow 2
- 31. How does Kanban help with agility? Lean Kanban Paris
- 32. Make progress with imperfect information Lean Kanban Paris
- 33. Encourage craftsmanship and pride of workmanship Lean Kanban Paris
- 34. Pull criteria policies encourage a focus on quality & progress with imperfect information 5 4 Analysis Input Queue In Prog Done 4 Development Dev Ready In Prog Done Policies ~~~~~~ ~~~~ 2 2 Build Ready Test Policies ~~~~~~ ~~~~ Release Ready Stage Policies ~~~~~~ ~~~~ Prod. Lean Kanban Paris Policies ~~~~~~ ~~~~ 3
- 35. Foster a High Trust Culture Lean Kanban Paris
- 36. Lean Kanban Paris Transparency of process. Collaboration and openness
- 37. Lean Kanban Paris Empowerment through explicit policies
- 38. Avg. Lead Time 30 -M ar 23 -M ar 16 -M ar 9M ar 2M ar eb 24 -F eb WIP 17 -F eb 240 220 200 180 160 140 120 100 80 60 40 20 0 10 -F Features Device Management Ike II Cumulative Flow Time Inventory Started Designed Coded Complete Lean Kanban Paris Reporting of demand versus capability
- 39. Lead Time Distribution 3.5 3 CRs & Bugs 2.5 2 1.5 1 0.5 1 4 7 0 3 6 8 14 14 13 12 12 11 10 99 92 85 78 71 64 57 50 43 36 29 22 8 15 1 0 Days Mean of 31 days SLA expectation of 51 days with 98% on-time SLA expectation of 44 days with 85% on-time Lean Kanban Paris Understanding (lead time) capability
- 40. DBA Team Velocity 90 80 Trend 70 60 50 Total Velocity Small support tasks 40 30 Trend 20 10 (not included in total velocity) Week of Christmas 0 Understanding (velocity) capability Lean Kanban Paris Courtesy Mattias Skarin client in 2009/2010, plotted weekly Mean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
- 41. Create a capability to respond to unfolding events Lean Kanban Paris
- 42. Example classes of service Expedite Fixed Delivery Date Significant delay incurred on or from a specific date in near future Standard Class Significant immediate cost of delay (Near) linear cost of delay either immediate or near future Intangible Class Lean Kanban Paris No tangible cost of delay within a reasonable lead time delivery window
- 43. Cost of Delay function sketches to delineate classes of risk impact Expedite – white; critical and immediate cost of delay; can exceed other kanban limit (bumps other work); limit 1 time impact Fixed date – orange; cost of delay goes up significantly after deadline impact time Standard - yellow; cost of delay is shallow but accelerates before leveling out time impact Intangible – blue; cost of delay is not incurrent until significantly later Lean Kanban Paris time
- 44. Allocate capacity across classes of service mapped against demand 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready 2 = 20 total Test Release Ready Allocation +1 = +5% 4 = 20% 6 = 30% Lean Kanban Paris 10 = 50%
- 45. Knowledge work is perishable Lean Kanban Paris
- 46. Limiting WIP delays commitment Lean Kanban Paris
- 47. Only commit when work items are pulled into the queue Lean Kanban Paris
- 48. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Lean Kanban Paris Commitment point 2
- 50. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Lean Kanban Paris Pink tickets show blocking issues 2
- 52. Lean Kanban Paris Team-level Kaizen events happen naturally
- 53. Lean Kanban Paris Operations reviews drive inter-team kaizen events
- 55. Foundational Principles 1. 2. 3. 4. Lean Kanban Paris Start with what you do now Agree to pursue incremental, evolutionary change Initially, respect current roles, responsibilities & job titles Encourage acts of leadership at all levels in your organization
- 56. Core practices for successful Kanban adoption 1. 2. 3. 4. 5. 6. Visualize Limit Work-in-Progress Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally Lean Kanban Paris (using models & scientific method)
- 57. Book Published April 2010 Lean Kanban Paris A 72,000 word intro to the topic
- 58. http://leankanbanuniversity.com http://www.limitedwipsociety.org LinkedIn Groups: IT Kanban Yahoo! Groups: kanbandev Yahoo! Groups: kanbanops
- 59. Kanban System Adoption Examples Globally USA McKesson Vanguard GoDaddy Xbox Motley Fool CityGrid Media Ultimate Software Constant Contact SEP REI Robert Bosch Chile LAN Mainland EU Ubuntu Xing BWin Brazil ASR BBVA Petrobras CESAR Phidelils O Globo Israel Amdocs Answers.com TypeMock China & HK Thomson-Reuters Nike Australia Lonely Planet Telstra New Zealand Ministry of Social Development Lean Kanban Paris Argentina Huddle ThomsonReuters UK BBC IPC Media Financial Times Microsoft Scandinavia Unibet Volvo Skania Spotify Ericsson
- 60. Kanban System Adoption by Industry Media Games Vanguard, Motley Fool, Chase, ASR Software & Telecoms Amdocs, Ultimate, Constant Contact, Phidelis, SEP, Huddle, CESAR, Ubuntu Public Sector Ministry of Defence (Denmark), Ministry of Social Development (New Zealand) Lean Kanban Paris Includes Robert Bosch, Volvo, Skania, Petrobras, Nike Finance & Insurance Mostly small studios includes video arcade thru mobile games to online gambling such as Unibet & Bwin Manufacturing Includes BBC, Sky, Lonely Planet, Time/Life, IPC, Mobile.de, O Globo, Financial Times, NBC Universal, Thomson-Reuters
- 63. to implement an Agile method Lean Kanban Paris
- 64. People will resist such big changes! Lean Kanban Paris
- 67. Act locally in your context Lean Kanban Paris
- 68. to create agile organizations Lean Kanban Paris
- 69. Make Progress with Imperfect Information Foster a High Trust Culture Treat WIP as a liability, delay commitment Reduce Lead Times, minimize Cost of Delay Encourage Quality of Workmanship Lean Kanban Paris Create Feedback Loops
- 72. About… David Anderson is a thought leader in managing effective software teams. He leads a consulting, training and publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers. He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola. David is the author of two books, Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results, and Kanban – Successful Evolutionary Change for your Technology Business. David is a founder of the Lean Kanban University, a business dedicated to assuring quality of training in Lean and Kanban throughout the world. Lean Kanban Paris http://leankanbanuniversity.com Email: dja@djaa.com Twitter: agilemanager