Lean, Kanban, Mejores prácticas

1. LEAN

2. Paso 1: Cambio de mentalidad.

3. Historia: Nacido para el Toyota Production System.

4. Basado en un principio fundamental:
Personas normales + procesos excelentes = productos excelentes
Personas excelentes + procesos mediocres = productos mediocres

5. An agile mindset is about opening up
planning, design, and process improvement
to the entire team.

6. When each person thinks only about his role and that one particular way the user
story helps him, and doesn’t look past it to see how the entire team uses the user
story —or any other agile tool, technique, or practice—it can cause problems.

7. ¿Cómo mejorar?
Respuesta:
- Documentación
- Que ayude al equipo a entender el problema.
- Que ayude a comunicarse con el usuario.
- Que ayude a corregir problemas antes de que lleguen al SW.
Ahorra:
- Tiempo
- Dinero

8. Evitar!!!

9. Nobody gets in “trouble” when
there’s a change.

10. Una empresa que se desarrolla sólo la documentación mínima necesaria
para el proyecto, tiene un ambiente donde el equipo es de confianza para
hacer lo correcto cuando un cambio ocurre .

11. Comunicación
Agile teams communicate most effectively when they focus on
face-to-face conversation and rely on the minimum amount of
documentation necessary for the project.

12. The most effective way to communicate the progress of the
project is to deliver working software and put it in the hands of
the users.

13. En resumen:
Lean is a mindset, not a methodology, which is why it
doesn’t have practices that help you run projects.

14. LEAN
Values:
- Eliminate waste
- Amplify learning
- Decide as late as possible
- Deliver as fast as possible
- Empower the team
- Build integrity in (SW that makes sense to the users)
- See the whole (Understand the work that happens on the project)

15. Eliminate waste is about finding project activities
that don’t add value and eliminating them.
Waste is anything that
your team does that doesn’t actively help them
build better software.

17. Build integrity in (SW that makes sense to the users)
Significa que la totalidad del producto alcanza un equilibrio de la
función , la facilidad de uso , fiabilidad y economía que deleita a los
clientes .

19. Shee the whole (Understand the work that happens on the project)
A project manager will be more
satisfied with a project if the team came in ahead of every
deadline—but if the developer had to give up her nights and
weekends to meet that deadline, he/she might feel like
the project was less successful.

20. Project Manager vs Scrum Team

21. Deliver As Fast As Possible
Eliminate activities that delay the
work and cause bottlenecks.

22. Empower the team

23. Decide as late as possible
- Correctas decisiones.
- ¿Cómo decido lo correcto?
R = Con opciones

24. Muda, Mura, Muri

25. Muda - Desperdicio
Mura - Irregularidad
Muri - Exceso

26. KANBAN

27. Paso 1: Cambio de mentalidad.

28. Kanban is not a software development lifecycle
methodology or an approach to project
management.
It requires that some process is already in place
so that Kanban can be applied to incrementally
change the underlying process.

29. Kanban requires the Lean thinking mindset.
Kanban is about helping a team improve the way
that they build software.

30. Kanban is not a system for managing projects. It’s
a method for improving your process: the steps
that your team takes to build and deliver software.
Before you can improve anything, you need a
starting point, and the starting point for Kanban is
what you do today.

31. Kanban principles:
Find a Starting Point: feedback loops
That’s where Kanban starts: taking a look at how
you work today

32. Ejemplos:
Gitlab no sirve!!! Usemos Github
Redmine no sirve!!! Usemos TestRail
Ubuntu no sirve!!! Usemos Mac :)
Mejoramos conforme lo que ya sabemos.

33. Lo real:
Mejorar nuestro proceso con:
- Docker
- Vagrant
- PSR - PHP
- Jenkings
- Selenium
- Branches Git
- Continuous integration
- etc

34. Tableros KANBAN

35. OK - ¿Pero para que nos sirve este nuevo
tablero?

36. 1. Visualizar de manera sencilla el workflow de desarrollo.
1. Identificar en dónde están los problemas, los cuellos de
botella.

37. Limit work in progress
We would never run the servers in our computer
rooms at full utilization—why haven’t
we learned that lesson in software development?

38. “The personal feeling of being on a team
with a lot of flow is
that every day, all day, you have the
feeling that you’re doing something
valuable.”

39. 4 reglas o principios de Kanban.
- Empieza con lo que haces ahora
- Acepta el cambio
- Respeta el proceso en curso, los roles y responsabilidades de
cada uno
- Liderazgo en todos los niveles

40. º
5 elementos a tener en cuenta para saber si lo
hacemos bien.
- Visualizar el flujo de trabajo
- Limitar el trabajo en curso
- Gestión del flujo
- Dejar claras las reglas del proceso
- Mejora en equipo

41. Bibliografía:

42. Gracias!