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Kanban in Action - YOW West 2015

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Marcus Hammarberg
Marcus Hammarberg

In my consultancy, I’ve come to realise that most clients/teams I’ve coach don’t care too much about the theories - they just want to work. This presentation, therefore, takes a standpoint in the practical parts.I will also mimic my experience with most teams I’ve introduced kanban too, and do the introduction in small iterations.This means that the presentation also is a template for anyone that will need to introduce kanban to others.

Leadership & Management
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Kanban In Action Marcus Hammarberg www.marcusoft.net @marcusoftnet marcusoft.net@gmail.com
http://commons.wikimedia.org/wiki/File:240_Sparks_Elevators.jpg Used under Creative Commons
Why
How
Used under http://creativecommons.org/licenses/by-sa/3.0/deed.en
Who
http://apphrodite.co.uk/2014/04/
https://www.flickr.com/photos/coffeegeek/491661232 used under Creative Commons
Why should I care?From Wikipedia, used under Creative Commons
Kanban is a process improvement tool. It makes you and your team better. It’s collaborative, visual and really simple to pick up
2 weeks later …
From Wikipedia Collaborative, visual and really simple process improvement tool
By Matthew Mendoza Dutch Apple Pie a la Mode Used under Creative Commons
By Wheller Happy Green frog Used under Creative Commons
Third date
Mapping the workflow By Anne,The Map That Came To Life, Used under Creative Commons
Doing or something
DoneDeployTestDevAnalyseTodo
DoneDeployTestDevAnalyseTodo
? DoneDeployTestDevAnalyseTodo Design Coding
By Steve Rotman,END, Used under Creative Commons
By Julija Rauluševičiūtė, Advanced Mac user II, Used under Creative Commons “Working Software” is software that users are actually using. Until it’s in use it is truly useless - Woody zuill
#112341-12
#112341-12 A good description that tells what this sticky is actually is all about. End of year reporting is working even for X type of customers
#112341-12 End of year reporting is working even for X type of customers 2014-12-31
By Leszek Leszczynski, Red ones go faster, Used under Creative Commons
The Counting Game
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 10 A - J I - X 1 - 10
http://bit.ly/passthepennies
ROW BY ROW RUN DOING ALL PROJECT AT ONCE Let’s try it
Row by row - run A - J I - X 1 - 10 Time: “Clock”: 00:00
Row by row - run A - J I - X 1 - 10 Time: “Clock”: 00:01
Row by row - run A A - J I - X 1 - 10 Time: “Clock”: 00:02
Row by row - run A A - J I - X 1 - 10 Time: “Clock”: 00:03
Row by row - run A A - J I - X 1 - 10 Time: “Clock”: 00:04
Row by row - run A I A - J I - X 1 - 10 Time: “Clock”: 00:04
Row by row - run A I A - J I - X 1 - 10 Time: “Clock”: 00:04
Row by row - run A I A - J I - X 1 - 10 Time: “Clock”: 00:05
Row by row - run A I A - J I - X 1 - 10 Time: “Clock”: 00:06
Row by row - run A I 1 A - J I - X 1 - 10 Time: “Clock”: 00:07
Row by row - run A I 1 A - J I - X 1 - 10 Time: “Clock”: 00:08
Row by row - run A I 1 A - J I - X 1 - 10 Time: “Clock”: 00:09
Row by row - run A B I 1 A - J I - X 1 - 10 Time: “Clock”: 00:10
Row by row - run A B I 1 A - J I - X 1 - 10 Time: “Clock”: 00:11
Row by row - run A B I 1 A - J I - X 1 - 10 Time: “Clock”: 00:12
Row by row - run A B I II 1 A - J I - X 1 - 10 Time: “Clock”: 00:13
Row by row - run A B I II 1 A - J I - X 1 - 10 Time: “Clock”: 00:14
Row by row - run A B I II 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:15
Row by row - run A B I II 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:16
Row by row - run A B I II 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:17
Row by row - run A B C I II 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:18
Row by row - run A B C I II 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:19
Row by row - run A B C I II 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:20
Row by row - run A B C I II III 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:21
Row by row - run A B C I II III 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:22
Row by row - run A B C I II III 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:23
Row by row - run A B C I II III 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:24
Row by row - run A B C I II III 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:25
Row by row - run A B C I II III 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:26
Row by row - run A B C D I II III 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:27
Row by row - run A B C D I II III 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:28
Row by row - run A B C D I II III 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:29
Row by row - run A B C D I II III IV 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:30
Row by row - run A B C D I II III IV 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:31
Row by row - run A B C D I II III IV 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:32
Row by row - run A B C D I II III IV 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:33
Row by row - run A B C D I II III IV 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:34
Row by row - run A B C D E I II III IV 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:35
Row by row - run A B C D E I II III IV 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:36
Row by row - run A B C D E I II III IV 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:37
Row by row - run A B C D E I II III IV V 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:38
Row by row - run A B C D E I II III IV V 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:39
Row by row - run A B C D E I II III IV V 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:40
Row by row - run A B C D E I II III IV V 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:41
Row by row - run A B C D E I II III IV V 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:42
Row by row - run A B C D E F I II III IV V 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:43
Row by row - run A B C D E F I II III IV V 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:44
Row by row - run A B C D E F I II III IV V 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:45
Row by row - run A B C D E F I II III IV V 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:46
Row by row - run A B C D E F I II III IV V VI 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:47
Row by row - run A B C D E F I II III IV V VI 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:48
Row by row - run A B C D E F I II III IV V VI 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:49
Row by row - run A B C D E F I II III IV V VI 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:50
Row by row - run A B C D E F I II III IV V VI 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:51
Row by row - run A B C D E F I II III IV V VI 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:52
Row by row - run A B C D E F G I II III IV V VI 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:53
Row by row - run A B C D E F G I II III IV V VI 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:54
Row by row - run A B C D E F G I II III IV V VI 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:55
Row by row - run A B C D E F G I II III IV V VI VII 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:56
Row by row - run A B C D E F G I II III IV V VI VII 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:57
Row by row - run A B C D E F G I II III IV V VI VII 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:58
Row by row - run A B C D E F G I II III IV V VI VII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 00:59
Row by row - run A B C D E F G I II III IV V VI VII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:00
Row by row - run A B C D E F G I II III IV V VI VII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:01
Row by row - run A B C D E F G H I II III IV V VI VII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:02
Row by row - run A B C D E F G H I II III IV V VI VII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:03
Row by row - run A B C D E F G H I II III IV V VI VII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:04
Row by row - run A B C D E F G H I II III IV V VI VII VIII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:05
Row by row - run A B C D E F G H I II III IV V VI VII VIII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:06
Row by row - run A B C D E F G H I II III IV V VI VII VIII 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 01:07
Row by row - run A B C D E F G H I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:08
Row by row - run A B C D E F G H I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:09
Row by row - run A B C D E F G H I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:10
Row by row - run A B C D E F G H I I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:11
Row by row - run A B C D E F G H I I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:12
Row by row - run A B C D E F G H I I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:13
Row by row - run A B C D E F G H I I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:14
Row by row - run A B C D E F G H I I II III IV V VI VII VIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:15
Row by row - run A B C D E F G H I I II III IV V VI VII VIII VIIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:16
Row by row - run A B C D E F G H I I II III IV V VI VII VIII VIIII 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:17
Row by row - run A B C D E F G H I I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:18
Row by row - run A B C D E F G H I I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:19
Row by row - run A B C D E F G H I I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 01:20
Row by row - run A B C D E F G H I I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:20
Row by row - run A B C D E F G H I I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:21
Row by row - run A B C D E F G H I I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:22
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:23
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:24
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:25 01:24
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:26 01:24
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:27 01:24
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 01:28 01:2701:24
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 10 A - J I - X 1 - 10 Time: “Clock”: 01:29 01:2701:24
Row by row - run A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 10 A - J I - X 1 - 10 Time: “Clock”: 01:30 01:30 01:30 Total: 01:2701:24
COLUMN BY COLUMN RUN DOING 1 THING AT THE TIME Let’s try it again
A - J I - X 1 - 10 Time: “Clock”: 00:00 Column by column - run
A - J I - X 1 - 10 Time: “Clock”: 00:01 Column by column - run
A A - J I - X 1 - 10 Time: “Clock”: 00:02 Column by column - run
A B A - J I - X 1 - 10 Time: “Clock”: 00:03 Column by column - run
A B C A - J I - X 1 - 10 Time: “Clock”: 00:04 Column by column - run
A B C D A - J I - X 1 - 10 Time: “Clock”: 00:05 Column by column - run
A B C D E A - J I - X 1 - 10 Time: “Clock”: 00:06 Column by column - run
A B C D E F A - J I - X 1 - 10 Time: “Clock”: 00:07 Column by column - run
A B C D E F G A - J I - X 1 - 10 Time: “Clock”: 00:08 Column by column - run
A B C D E F G H A - J I - X 1 - 10 Time: “Clock”: 00:09 Column by column - run
A B C D E F G H I A - J I - X 1 - 10 Time: “Clock”: 00:10 Column by column - run
A B C D E F G H I J A - J I - X 1 - 10 Time: “Clock”: 00:11 Column by column - run
A B C D E F G H I J A - J I - X 1 - 10 Time: “Clock”: 00:12 Column by column - run 00:12
A B C D E F G H I J I A - J I - X 1 - 10 Time: “Clock”: 00:13 Column by column - run 00:12
A B C D E F G H I J I II A - J I - X 1 - 10 Time: “Clock”: 00:14 Column by column - run 00:12
A B C D E F G H I J I II III A - J I - X 1 - 10 Time: “Clock”: 00:15 Column by column - run 00:12
A B C D E F G H I J I II III IV A - J I - X 1 - 10 Time: “Clock”: 00:16 Column by column - run 00:12
A B C D E F G H I J I II III IV V A - J I - X 1 - 10 Time: “Clock”: 00:17 Column by column - run 00:12
A B C D E F G H I J I II III IV V VI A - J I - X 1 - 10 Time: “Clock”: 00:18 Column by column - run 00:12
A B C D E F G H I J I II III IV V VI VII A - J I - X 1 - 10 Time: “Clock”: 00:19 Column by column - run 00:12
A B C D E F G H I J I II III IV V VI VII VIII A - J I - X 1 - 10 Time: “Clock”: 00:20 Column by column - run 00:12
A B C D E F G H I J I II III IV V VI VII VIII IX A - J I - X 1 - 10 Time: “Clock”: 00:21 Column by column - run 00:12
A B C D E F G H I J I II III IV V VI VII VIII IX X A - J I - X 1 - 10 Time: “Clock”: 00:22 Column by column - run 00:12
A B C D E F G H I J I II III IV V VI VII VIII IX X A - J I - X 1 - 10 Time: “Clock”: 00:23 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 A - J I - X 1 - 10 Time: “Clock”: 00:24 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 A - J I - X 1 - 10 Time: “Clock”: 00:25 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 A - J I - X 1 - 10 Time: “Clock”: 00:26 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 A - J I - X 1 - 10 Time: “Clock”: 00:27 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 A - J I - X 1 - 10 Time: “Clock”: 00:28 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 A - J I - X 1 - 10 Time: “Clock”: 00:29 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 A - J I - X 1 - 10 Time: “Clock”: 00:30 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 A - J I - X 1 - 10 Time: “Clock”: 00:31 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 A - J I - X 1 - 10 Time: “Clock”: 00:32 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 10 A - J I - X 1 - 10 Time: “Clock”: 00:33 Column by column - run 00:12 00:23
A B C D E F G H I J I II III IV V VI VII VIII IX X 1 2 3 4 5 6 7 8 9 10 A - J I - X 1 - 10 Time: “Clock”: 00:34 Column by column - run 00:12 00:23 00:34 00:34 Total:
Row by row Column by column Total time 01:30 00:34 (38%) Project 1 01:24 00:12 (14%) Project 2 01:27 00:23 (26%) Project 3 (1-10) 01:30 00:34 (38%) Number of slides 94 36
Lower is bette … but not too low
By zzpza, Tools, Used under Creative Commons
You can’t do kanban - I understand that now. The kanban principles can be applied to any process, such as Scrum, to show you what can be improved. I will never say “we are doing kanban” Nor will I ask: “Which is better, Scrum or kanban?” And never, ever, say: “We used to do Scrum, but now we are doing kanban” So Help me God
KanbanMaster (tm)(c)(r) kanban #TooSimpleToCertify
Analyze Development Test DoneTodo Doing DoingDone Done 3 3 2
Analyze Development Test DoneTodo Doing DoingDone Done 3 3 2
What should I be doing next?
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 ?
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 ? !
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 ? ?
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 ? ?
? Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 I can’t code! He can’t code! He can’t code! He can’t code!
kanban #TooSimpleToCertify
Scroll - Used under CC0 Public Domain
From http://www.allocine.fr/ When you need me but do not want me, then I must stay. When you want me but no longer need me, then I have to go.
From Wikipedia
By Tinou Bao, Failure, Used under Creative Commons
By zzpza, Tools, Used under Creative Commons
Common questions
Standups and smells Defects Metrics and estimates Expedite items Electronic tools
Standups and smells
Analyze Development Test DoneTodo Doing DoingDone Done 6 8 2 Urgent max 1 ……. ! !
Defects
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 Urgent! !
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 Urgent!
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 Urgent!
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 Urgent!
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 Urgent!
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 Urgent! !
Analyze Development Test DoneTodo Doing DoingDone Done 2 3 2 Urgent!
By clement127, Ninja Kiwi, Used under Creative Commons
Metrics and estimates
Outcomes vs activities
Expedite items
Analyze Development Test DoneTodo Doing DoingDone Done 3 3 2 Maint. Bug Feature Urgent
Analyze Development Test DoneTodo Doing DoingDone Done 3 3 2 Maint. Bug Feature Urgent
Analyze Development Test DoneTodo Doing DoingDone Done 3 3 2 Maint. Bug Feature Urgent
Electronic tools Distributed teams
Scrum or Kanban?
By HomeSpot HQ, Hammer, Used under Creative Commons By James Bowe, Screwdriver, Used under Creative Commons
You can’t do kanban - I understand that now. The kanban principles can be applied to any process, such as Scrum, to show you what can be improved. I will never say “we are doing kanban” Nor will I ask: “Which is better, Scrum or Kanban?” And never, ever, say: “We used to do Scrum, but now we are doing Kanban” So Help me God!
KanbanMaster (tm)(c)(r)
www.marcusoft.net @marcusoftnet marcusoft.net@gmail.com
39% off!39% off! 39kanban bit.ly/theKanbanBook 39% off!39% off!
Kanban in Action - YOW West 2015

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Kanban in Action - YOW West 2015

Hinweis der Redaktion

  1. Me: You should use kanban! 2: Pheeeew - what is that now? 1: Really cool stuff! It’s a meta process based on the underlying theories … 2: Dude… I need to go off now… work work work you know. It sounds interesting but not now. Ok? 1: But… but… it’s so awesome. It’s a second generation agile 2: Really… I said not now… please.
  2. I have been introducing kanban to a lot of teams during the last 5-6 years. I thought I had it nailed it down. Me and two friends had created a presentation that we run with a lot of teams. And it worked. We even wrote a book about it. But then I changed culture. And business. And kind of people. I found myself introducing kanban in a very different way. As it turns out most people are not like you and me. Most people out there don’t go to conferences about agile. Most people don’t read books and blogs about lean theory. In fact most people just want to work. When I said; I think kanban can help us here, most people I’ve met go; that’s just fine - I’m working. Please don’t interrupt me. And when I think about it - that about the same in IT, non-church, western organisations too.
  3. This talk takes a very practical, hit-the-ground-running approach to kanban. Because I’ve found that this is the way that most people actually use it and want to learn kanban. I usually spoon feed the theory a little-by-little as we get further. This talk is structured the same way. This will be more like some ways that I’ve found effective to introduce kanban. More I share that with you rather than running it on you. And in the process we will introduce kanban too.
  4. Therefore there will be small bus-stops in this talk. They will be further and further apart - this means that if you think this is boring you can leave.
  5. But it will be smaller… Like this maybe. This is because I’ve found that you only get small amounts of time to talk with people “in the flight”.
  6. Who am I then?
  7. My name is Marcus Hammarberg, and this is supposedly also me. Or the love child of Frodo and Jeff Goldblum
  8. I work for Aptitud as an lean/agile coach and contractor
  9. i work for the Salvation Army in Indonesia as a team leader for the executive office of the foundation managing the 6 hospitals the Salvation Army runs in Indonesia. This is the reason I wear this uniform - the Salvation Army uniform
  10. I have one wife
  11. two leisure interests
  12. and 3 kids
  13. I have been a developer
  14. Since 1998 - mainly with the Microsoft sphere
  15. and lately in Javascript and node
  16. During the last 9 years I have been more and more interested in how you can work effectively together as teams
  17. with agile methods such as Scrum and Kanban
  18. If you like this talk… there’s more in the book. That I’ve written with my good friend Joakim Sundén
  19. Often when you get the opportunity, in the field - not on a stage like this, to introduce a new concept you have very little time. The first time you meet… it’s often very short… A bit like speed dating
  20. Normally I get the first opportunity to mention kanban in someones office, or on the way to the coffee machine. So I might go: Me: “Hey, I think kanban really could help you here” Them: “Hmmm… what’s that again?”
  21. Here’s the first WHY-SHOULD-I-CARE-opportunity. I’ve practiced a couple of phrases but this is the one I’m running with now; I’ll tell you why later:
  22. Me: Well - kanban is a process improvement tool. It makes you and your team better. It’s collaborative, visual and really simple. Them: How do you mean better? [We got them now…] Me: That’s the beauty of it - kanban so lightweight and simple that you can apply the kanban thinking on any process you’re working with now. Them: Ok… sounds interesting. I have to go now. BUSSTOP 1 You can leave now if you choose. Most people I meet don’t have time for more than that. But now we’ve planted a seed. Let’s see where it takes us.
  23. We get another opportunity… The second date…
  24. Them: What was than bambam you mention the other week? Me: The what? [haha] Ah Kanban - [CLICK] the collaborative, visual and easy process improvement tool (see the repetition there?) Them: Yeah… how would I get started with that? We might need it I think. We’re not improving. Or rather - we don’t even know what better looks like. Me: If you give me 15-30 minutes with your team. And a whiteboard. I’ll get you started. Have to be the whole team. [CLICK] Them: What do you mean “whole team”? [here’s a chance to talk about the holistic view of lean, the entire value chain]
  25. Me: Well, as much of your “value chain”, the entire process, from start to finish. Them: But I don’t control that. We do our part and leave it to others. Me: See if you can get someone from the others to come. Offer food. “There will be pie” [CLICK] By the way a GREAT tip. I call it the Cartman-trick. Watch the movie. Or better yet read: Fearless Change by Mary Lynn Manns and Linda Rising
  26. Them: Anything we need to prepare? Me: Nah - come happy. Oh - and have a whiteboard ready. Them: Hmmm … we only have 30 minutes. Me: I promise it will be good. BUSSTOP 2 Yeah, sadly these bookings doesn’t end up happening. Not to worry - they were probably not ready for it.
  27. ok, this is more of a proper introduction. Far from all team I’ve met has allowed me this far. So the things I’ve said in the beginning has very much shaped their view of kanban.
  28. I think it’s really important to engage people right away. So I ask: Me: “What are you working with right now? How do you know what others are doing?” Often some kind of system comes up here, like JIRA or TFS. I then ask them to writing down the things that they are doing now on stickies. And the things they know are coming up. And post all of it on the board when they are done. There’s a 3-5 min time limit.
  29. Usually that looks like this. And usually people goes: WHAT?! That much? And usually there’s repetition here: “You’re doing that too?” Me “See. Just by showing this to each other we have learned more about our work. And seen room for improvements.” BUS STOP I’ve met teams where this is enough. For them. This helped them a lot. Just seeing what is going on. From there sometimes they go on by themselves and come up with awesome ideas on how to use this information Now we could ask: “How would you know what status the work has? What is started, what is completed, what is not tested etc? Where in your process is this?” The answer is that from this bunch of stickies you wouldn’t. It’s just a pile of work. Let’s improve that.
  30. Now - don’t tell them but now we’re mapping their workflow to the board. Making the process visible.
  31. Ask: Anything of this that is not started? Move those here and create a Todo or Coming up column. On the left of the board. You could even ask them to put those in prioritised order, if they know. GIVE THEM THE PEN!
  32. The rest of the stickies are In progress or Doing, but right now we cannot really tell what we are doing. There’s a couple of approaches here:
  33. If you dare you could walk the board from the Right to the Left. From completed or Done to stared, to emphasise the pull-principle. A good question would be: “What needs to happen before this step?” However, I’ve found that many people have a hard time thinking like that.
  34. Or you walk from the left to right. Just asking “What happens then?”. This is easier for most teams in my experience but it forces a push-thought that I’m not very comfortable with.
  35. The last, gung-ho-version, is just to pick a post-it and ask: “what are we doing with this?”, create a column for that and pick a suitable heading and put the sticky in there. Now take the next sticky and find a column for that. Group them as you go, change the headings as you go. This last approach is the best i think because it’s showing that you could and should change the layout and function of the board. Often. It’s just a tool - let it work for you. Not the other way around. Also - it includes the group in the process of creating the board.
  36. Once that is done you should have a first version of the board created. It might look something like this: BUSTOP
  37. Me: “What happens after Done?” Them: “Eeeh, done… It’s out of our hands” You’d be surprised how many organisations have a lot of things to do after they are Done.
  38. This is a great opportunity to talk about the end-customer. “Have any customers ever thanked you for the tested code? Or said: I’m really liking the feature scheduled for next release? In fact - have customers ever said: thanks for the well-tested, well-refactored code? No they want something else. What?” Them: “Stuff to use?” [CLICK] Me: “Yes - completed feature in production. Until code is used is truly useless - Woody Zuill.
  39. Me: So is there a way we can show the rest of the steps. ?
  40. Often we now end up with some kind of Queue to deploy code, by Ops. This can be visualised like this
  41. Often we now end up with some kind of Queue to deploy code, by Ops. This can be visualised like this
  42. [Describe how the queue works]
  43. We’re treading close to theory now, so let’s quickly bring it back to practical matters: Me: “What goes on the card?”
  44. Them: “eeeeh - a number from JIRA?” Me: “Yeah, but how would you know what it’s about?” Them: “Look it up?”
  45. Me: “I suggest that you write a short description on the sticky that helps you remind what it is about without having to look it up in JIRA” Maybe describe the end-state? Definition of done type of thing? Them: “But we have a lot of important stuff in JIRA!” Me: “Ok, let’s add the JIRA number too.”
  46. “Anything else that should go on there?” Them: “…” [ASK AUDIENCE], Deadlines, Type of work, avatars etc. Btw - don’t do a waiting column unless that is actually part of your process. Do a wait sticky and leave it on the board Don’t overdo it from the start. Instead start simple and agree on changing this as soon as you see the need. This, exploratory, experimental approach will help you in a lot of other areas too… Baby steps often rather than gigant steps seldom.
  47. Me: By the way… what does customers want? Them: yeah yeah - finished stuff in production. We know already, can we leave now? Me: Any idea how to get more of that? Them: ah, well - that’s simple we just….
  48. [me raises finger] Me: without working faster… that is. Them: eeeeeh … why not? Me: What happens when we work faster? Them: Errors, bugs Me: And how would you should visualise that on the board? Them: a new card maybe?
  49. Me: yeah, rework. That’s not putting more things into production. Them: What to do then - wise pants? Me: Let’s play a game [LEARNING TO COUNT]
  50. I love games as a learning tool because they help us to make theoretical points concrete. I’ve noticed that the learnings tend to stick much better. We are now going to show the theory behind Littles law with a game called Learning to count. I like this game because is crystal clear and it’s suitable for 1 to … my record is 75 people. You need three pens in different colours, a whiteboard or paper and a timer of sorts. Basically we will do three projects; - writing A-J in Blue letter - writing I-X in Roman Numbers - 1-10 in normal Arabic letters We’re going to time each individual project as well as the total time.
  51. There’s another game that require some more setup that you can read about here.
  52. We’re going to play this game twice. The frist time we will maximize our resources and devote equal amount of time to all projects. Doing one row by row. Here’s how that would look… when my computer does it.
  53. Let’s compare… Please remember that we haven’t changed anything: same pens same number of projects same type and amount of work … just the WAY we worked. What is changed?
  54. Basically we should strive to have a lower WIP limit. The lower the WIP limit the faster the work flow. But not too low… because that’s very inefficient and considered too “expensive” in most organisations. Although … check out mobprogramming… only one single item being worked on by the entire team. And most organisations that try it never go back… Not very efficient - but very effective Luckily we’re are not selling keystrokes … we’re selling features in production Them: GREAT! So what is a good limit then. What is the optimal WIP limit for my 2 devs, 2 testers and 1 analyst team?! Me: Sorry … no such thing.
  55. Because WIP limits are really a tool. With a lower WIP limit you will find more problems that are hindering the work from flow through the process. This is good news for us; because this means that we can control the pace with how fast be are improving. Or how much problems we are experiencing at any single moment. And also remember this: Kanban are merely showing you the problems. If and how you act to fix them determine if you will improve or not.
  56. In fact - while we’re on the matter, you can’t do Kanban at all. Yes I said it: Kanban IS NOT your process. kanban is a meta-process - a process to improve processes. You apply kanban to whatever process you are using now. Scrum, Rup or what have you. Like having a shrink for your process This is a VERY important distinction from other kinds of processes and one that many people misses. They might say; “Are you doing Kanban or Scrum?” or “We used to do Scrum but now we are doing Kanban?” This is wrong
  57. Let’s make sure that you all pass the certification: Stand up and repeat after me You can’t do kanban - I understand that now. The kanban principles can be applied to any process, such as Scrum, to show you what can be improved. I will never say “we are doing kanban” Nor will I ask: “Which is better, Scrum or kanban?” And never, ever, say: “We used to do Scrum, but now we are doing kanban” So Help me God or other higher authority
  58. You have now understand kanban better than most of the people that are doing kanban around the world. Congratulations. You may be seated
  59. Them: But surely there must be a way to find a suitable WIP limit? Me: ah well… there are some common ways and a rule of thumb … and a principle… Here’s the rule of thumb. [CLICK] Here’s the principle: [CLICK] The first thing to decided on in the team is to prefer to finish things over starting new work. This is tough and require discipline and dilligence. But we should strive there!
  60. Here are some ways you could go about finding a wip limit for you team. Let’s try a formula and set a single wip team for the entire team. This would basically mean that we’re restricting the number of stickies on the board. With a higher WIP limit, 2 per person for example, you can always pick up something else if you get stuck. If the WIP limit is lower, you will end up with no work to do. Now; resist the urge to pull new work and instead see what you can do to finish other work. Lower wip limits pushes us towards more collaboration.
  61. A more scientific approach that’s is to continuously lower the WIP limit… Until it hurts. This team work with 4-5 items. The first thing they do is to double that. Bah - no problemo. We can now just pull in new work. Almost without limits. BUT - every week we lower the limit with 20% (for example). Until we run into problems (“What should I do now?”, “Eeeeeh… I have 3 items waiting now” etc.) Back off from that a little bit and now start to discuss on what to do about your problems.
  62. That was a couple of approaches to limit the total number of stickies on the board. It doesn’t say anything about WHERE those stickies are though. Another very common way to limit wip is to limit by column. Like this. Notice the queues for Done in Analyze and Development also This is a nice visual signal for the following step to see that there’s work to be done as well as handling irregularity in the flow
  63. We can now use these queues to start solving problems in our process. Let’s run this for a bit and see what happens. What has happened here? There seems to be a bottleneck. Can you tell where it probably is? What to do? Add testers. Automate tests. Most people go for the increase capacity option. But Theory of Constraints teaches us that there is another option that is often easier. With the terminology of ToC increasing capacity is to elevate the bottleneck. But since a bottleneck rarely is utilized fully, it can be easier to first exploit the bottleneck. Maybe the testers do other work than the bottleneck activity? What if others could do their work instead of them? Exploitation opportunities can often be found upstreams from the bottleneck. Maybe the problem is an uneven flow of work items? Or very different sizes. - Exploit the bottleneck so that it’s used to the maximum, for example remove other work from the testers so that they are only doing the bottleneck activity - Elevate the bottleneck by increasing the capacity, for example employ more testers or automate tests
  64. Here’s another organisational level improvement opportunity. Remember this board. Now… what if the column “Waiting for Ops” looks like this: [CLICK] What if we started conversation with them. What if we said; Let’s allow for max 8 items in there and then we’ll come over and remind you. Or help you. What kind of discussions would that spark? See - problems! BUSTOP
  65. Them: Excuse me, but this is very problem focused? Me: Yes! Them: Any help we can get from the WIP limits? Me: Yes! It can help your team to know what to do next
  66. So in summary, what should you work on next? 1. Can you help finish an existing item? Do that. 2. Don’t have the right skills? Find a bottleneck and work to release it. 3. Don’t have the right skills for that? Pull work from the queue. 4. Can’t do that either? Find other interesting work.
  67. Actually there you have it. Kanban - the simple parts, is really just three principles: * Visualize - so that you and everyone else knows what is actually going on * Limit work in process - fewer items at the same time means faster completion per item. Customer wants things finished - not things started. * Help work to flow - flow where? Flow through you’re workflow as fast, smooth and interruption free as possible. Change a little thing and see if it change for the better. If not - change it back. Change often and learn rather than change seldom and pray. BUSTOP - END OF THE LINE… Kinda…
  68. And around at this point they’ve had enough. They have what they need to get started. Now it’s commitment time from you. Tell them that you will be back tomorrow and check on them. And then come back one week after that just to check again.
  69. Come back and ask some questions that they would avoid. Be Nanny McPhee:
  70. Many teams I’ve helped get started soon fail because they run into problems. This is really fascinating and a fundamental misunderstanding of what kanban really is. Kanban is a process improvement tool, I said. Well you can also say; kanban is a problem finder. It will show you things that can be improved. Unrealized improvement opportunities - aka problems. If you do nothing about them - nothing will improve. It’s very easy to go lazy. Ah - we’ll break the WIP limit. Who cares?
  71. Many teams that get started get discouraged when they run into their first problem; ah well - that didn’t work. They don’t have the strength or courage to lift their eyes a bit and see what they can do to change their process so that the problem is avoided. This is the true strength of kanban. Continuously showing you things to improve.
  72. Here, especially in the beginning, teams needs help. Need someone to refer back to the discussions, to the game and to ask the outside questions: - what if we went over to them and asked them what they can to help us? - can you come up with another way of doing this? - what if you worked together with this?
  73. There’s another situation that might occur; there’s no problem at all. Everything is just fine! This is a time to lower the WIP limit. A little bit. And then some more. Until it hurts just a little.
  74. Remember that the WIP limit is a tool to help you find the problems in your current process. If you don’t have any… you’re lying yourself. You have them - you just don’t see them. Pour out some water out of the pool and reveal your dirty pool bottom. Lower the WIP. There are things to improve. I promise.
  75. This is kanban - three simple rule and the power that comes from them.
  76. Actually - here is the end station of my introduction.
  77. But I’ve noticed that during the presentation and directly after there’s some common questions that occur. And especially as you get started there are questions.
  78. So… what do you want to hear about? We got X minutes
  79. With your workflow visualised like this we tend to focus more on the work than on the workers. That is; we don’t ask “the 3 questions” to everyone. Rather I try to walk the board from the right to the left, to emphasise the pull principle. Also - if we run out of time we have talked about the things that was closest to being done. If I’m heading a big team - personal record is 30 people each morning meeting - I do two things: set a strict time limit of no more than 5 min only talk about the things that deviates from normality. For each ask: “Any problems here?” - if yes find the people that need to talk to clear it out and move on. In the book we call this: focus on the smells, which is a concept we borrowed from Robert C. Martin aka Uncle Bob. That is - just because it smells doesn’t mean it’s a problem - but it’s worth investigating
  80. To see this in action - what kind of smells do you hint here?
  81. How can you manage defects on the board? Can stuff travel backwards? These are among the most common questions we get when introducing Kanban. You can probably come up with better ideas but here are few strategies
  82. Let’s say that I’m testing a feature over here. And all of a sudden I find a bug.
  83. I could mark my feature as blocked. And then create a new bug card
  84. And put it in the queue to be developed. Me - I can continue with the next item.
  85. Or…. I could mark my feature as blocked. And then create a new bug card
  86. Put the bug card in the Urgent-lane, making sure that it’s prioritised over all other work. Me? I just pick up the next item until the first blockage is resolved.
  87. Let’s say that I’m testing a feature over here. And all of a sudden I find a bug.
  88. I could then - pull the cord! Call the team to swarm and help me
  89. It all comes down to how much pain… sorry - how fast you want to solve the problem. If you put in the queue, as the first suggestion, it’s pretty low attention. The last one is agile - ninja, not defects allow. Every single problem will surface as soon as you see them. And completely stop-the-line, as this technique is known-as in the manufacturing industry. You choose. What can you team handle? What can you organisation handle?
  90. By setting up a visualised workflow like we suggested you have an excellent opportunity to easy measure things.
  91. Metrics should be used to assist improvements and not to punish. Used the wrong way it’s really easy for people to loose interest and starting to game the numbers
  92. Measuring lead time is trivial. Write the date the card was on the board and note the date when it was Done. Now subtract those dates from each other -> there you have your lead time in days. This can be visualised like this or you can do more fancy things with it - with some statistical analysis. Check out Statistical Process Charts for more.
  93. Another thing that is trivial to measure with this visualised workflow is throughput. At least as in “how many items do we put out each week”. Simply count the number of items in your Done-column each Monday-morning and then clean it out. You can be fancy and use sizes if you want to
  94. What should we measure? Is number of features really interesting to our end users? Or is it “effect”? Just because it’s harder to measure - should we not try? Check out impact mapping and how to measure anything. Maybe we should ask our users? Sensemaker from this morning Check out A/B testing for more advanced ways than this. But just bringing your laptop to a coffeeshop… I’ve worked with teams that done exactly that.
  95. As it turns out, not all work items necessarily have the same level of value or time pressure. This is why classes of service has become an important concept in the Kanban community. Assigning different classes of service to different items is an easy way of creating a simple and transparent approach for the team to self-organize around the work to meet the needs of the business by making value and risk information and policies explicit. It also helps you increase customer satisfaction by using different service levels for different types of work. One common class of service is some kind of urgent or expedite lane for really urgent stuff such as problems in the product environment.
  96. Which is best?
  97. In fact - while we’re on the matter, you can’t do Kanban at all. Yes I said it: Kanban IS NOT your process. kanban is a meta-process - a process to improve processes. You apply kanban to whatever process you are using now. Scrum, Rup or what have you. Like having a shrink for your process This is a VERY important distinction from other kinds of processes and one that many people misses. They might say; “Are you doing Kanban or Scrum?” or “We used to do Scrum but now we are doing Kanban?” This is wrong
  98. Let’s make sure that you all pass the certification: Stand up and repeat after me You can’t do kanban. The kanban principles can be applied to any process, such as Scrum, to show you what can be improved. I will never say “we are doing kanban” Nor ask “Are you running Scrum or Kanban”
  99. You have now understand kanban better than most of the people that are doing kanban around the world. Congratulations.
  100. This is kanban - three simple rule and the power that comes from them.
  101. Thanks for listening
  102. If you liked this talk… there’s more in the book. using the code above and you’ll get a discount
  103. And now it’s over