key note - lean kanban france - understanding agility - how to improve it with kanban

Lean KanbanFrance, ParisOctober 2012

Understanding Agilityhow to improve it with

KanbanDavid J. Anderson

David J. Anderson & Associates, Inc.dja@djaa.com

Twitter @agilemanager

LeanKanbanParis

2001Agile Manifesto

LeanKanbanParis

11 years on

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Don’t try…

LeanKanbanParis

to implement anAgile method

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People will resistsuch big changes!

LeanKanbanParis

Start!

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Making agile organizations

LeanKanbanParis

Think Agility!

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Act locally in your context

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How to Think Agility!

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Make progress with imperfect information

LeanKanbanParisFoster a

high trust culture

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Develop capability to respond to unfolding events

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Treat WIP inventory as a liabilityrather than an asset

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Respond faster with improvedlead times

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Knowledge work is perishable

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Create feedback loops and enable a capability to adapt (evolve)

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Embrace a craft ethic and pursue high quality through pride of workmanship

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My philosophy

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Don’t try to adopt an Agilemethod from the textbook

Instead

Start with what you do nowand improve your agility

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Minimize resistanceto adoption of new ideas

and ways of workings

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Identify problems one at a time

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Make IncrementalEvolutionary

Changes

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Don’t ask people to change

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Respect current job titles,roles & responsibilities

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Since 2004 kanban systems have been used to get beyond Agile and

deliver improved agility

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White boards were introduced in 2007 to visualize workflow and work items flowing through the process

LeanKanbanParis

WIP limits are used to create a pull system &and the board visually signals pull to make a kanban system

Pull

Flow – from Engineering Ready to Release Ready

WIP Limit – regulates work at each stage in the process

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Kanban board simulation

5 4 43 2 2

Flow

InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

DevelopmentAnalysis

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How does Kanban help with agility?

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Make progresswith imperfect information

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Encourage craftsmanshipand pride of workmanship

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Pull criteria policies encourage a focus on quality & progress with imperfect information

5 4 43 2 2

InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

DevelopmentAnalysis

Policies~~~~~~~ ~ ~ ~

Policies~~~~~~~ ~ ~ ~

Policies~~~~~~~ ~ ~ ~

Policies~~~~~~~ ~ ~ ~

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Foster a High Trust Culture

LeanKanbanParisTransparency of process. Collaboration and openness

LeanKanbanParisEmpowerment through explicit policies

LeanKanbanParisReporting of demand versus capability

Device Management Ike II Cumulative Flow

020406080

100120140160180200220240

Time

Feat

ures

Inventory Started Designed Coded Complete

WIP

Avg. Lead Time

LeanKanbanParisUnderstanding (lead time) capability

SLA expectation of51 days with 98% on-time

Lead Time Distribution

0

0.5

1

1.5

2

2.5

3

3.5

Days

CRs

& Bu

gs

SLA expectation of44 days with 85% on-time

Mean of 31 days

LeanKanbanParisUnderstanding (velocity) capability

Courtesy Mattias Skarin client in 2009/2010, plotted weeklyMean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)

0

10

20

30

40

50

60

70

80

90

DBA Team Velocity

Total VelocitySmall support tasks

(not includedin total velocity)Trend

Week of Christmas

Trend

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Create a capabilityto respond to

unfolding events

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Example classes of service

Expedite Significant immediate cost of delay

Fixed Delivery Date Significant delay incurred on or

from a specific date in near future Standard Class

(Near) linear cost of delay either immediate or near future

Intangible Class No tangible cost of delay within a

reasonable lead time delivery window

LeanKanbanParis

Cost of Delay function sketches to delineate classes of risk

Expedite – white; critical and immediate cost of delay; can exceed other kanban limit (bumps other work); limit 1

Fixed date – orange; cost of delay goes up significantly after deadline

Standard - yellow; cost of delay is shallow but accelerates before leveling out

Intangible – blue; cost of delay is not incurrent until significantly later

time

impa

ct

time

impa

ct

time

impa

ct

time

impa

ct

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Allocate capacity across classes of service mapped against demand

5 4 43 2 2= 20 total

Allocation

10 = 50%

+1 = +5%

4 = 20%

6 = 30%

InputQueue

DevReady In Prog DoneDoneIn Prog

DevelopmentAnalysis BuildReady Test

ReleaseReady

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Knowledge work is perishable

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Limiting WIP delays commitment

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Only commit when work itemsare pulled into the queue

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Tickets on the board are committed. Items in the backlog are merely options

5 4 43 2 2

InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

DevelopmentAnalysis

Commitment point

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Highlight delays

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Tickets on the board are committed. Items in the backlog are merely options

5 4 43 2 2

InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

DevelopmentAnalysis

Pink tickets show blocking issues

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Create Feedback Loops

LeanKanbanParisTeam-level Kaizen events happen naturally

LeanKanbanParisOperations reviews drive inter-team kaizen events

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The Kanban Method

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Foundational Principles

1. Start with what you do now2. Agree to pursue incremental,

evolutionary change3. Initially, respect current roles,

responsibilities & job titles4. Encourage acts of leadership at

all levels in your organization

LeanKanbanParis

Core practices for successful Kanban adoption

1. Visualize2. Limit Work-in-Progress3. Manage Flow4. Make Policies Explicit5. Implement Feedback Loops6. Improve Collaboratively,

Evolve Experimentally(using models & scientific method)

LeanKanbanParis

Book PublishedApril 2010

A 72,000 wordintro to the topic

http://www.limitedwipsociety.org

Yahoo! Groups: kanbandevYahoo! Groups: kanbanops

http://leankanbanuniversity.com

LinkedIn Groups: IT Kanban

LeanKanbanParis

IsraelAmdocsAnswers.comTypeMock

AustraliaLonely PlanetTelstra

New ZealandMinistry of Social Development

BrazilPetrobrasCESARPhidelilsO Globo

ArgentinaHuddleThomson-Reuters

Kanban System Adoption Examples GloballyUSAMcKessonVanguardGoDaddyXboxMotley FoolCityGrid MediaUltimate SoftwareConstant ContactSEPREIRobert Bosch

UKBBCIPC MediaFinancial TimesMicrosoft

ScandinaviaUnibetVolvoSkaniaSpotifyEricsson

Mainland EUUbuntuXingBWinASRBBVA

China & HKThomson-ReutersNike

ChileLAN

LeanKanbanParis

Kanban System Adoption by Industry

Media Includes BBC, Sky, Lonely Planet, Time/Life, IPC,

Mobile.de, O Globo, Financial Times, NBC Universal, Thomson-Reuters

Games Mostly small studios includes video arcade thru mobile

games to online gambling such as Unibet & Bwin Manufacturing

Includes Robert Bosch, Volvo, Skania, Petrobras, Nike Finance & Insurance

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)

LeanKanbanParis

Conclusion

LeanKanbanParis

Don’t try…

LeanKanbanParis

to implement anAgile method

LeanKanbanParis

People will resistsuch big changes!

LeanKanbanParis

Start…

LeanKanbanParis

Thinking Agility!

LeanKanbanParis

Act locally in your context

LeanKanbanParis

to create agile organizations

LeanKanbanParis

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

Create Feedback Loops

LeanKanbanParis

Thank you!

dja@djaa.comhttp://djaa.com/

LeanKanbanParisAbout…

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.

http://leankanbanuniversity.comEmail: dja@djaa.com Twitter: agilemanager