kanban
DESCRIPTION
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.TRANSCRIPT
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An Introduction to Kanban
Stephen ForteChief Strategy Officer, Telerik@worksonmypc
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BioChief Strategy Officer of TelerikCertified Scrum MasterActive in the Community:
International Conference Speaker for 12+ YearsRD, MVP and INETA Speaker Co-moderator & founder of NYC .NET Developers Group http://www.nycdotnetdev.comWrote a few books: SQL Server 2008 Developers Guide (MS Press)
MBA from the City University of New YorkPast:
CTO and co-Founder of Corzen, Inc. (TXV: WAN)CTO of Zagat Survey
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Agenda
Defining Agile and KanbanUsing Kanban to manage projectsHow to implement Kanban
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Agenda
Defining Agile and KanbanUsing Kanban to manage projectsHow to implement Kanban
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The Agile Manifesto–a statement of values
Process and toolsProcess and toolsIndividuals and interactionsIndividuals and interactions over
Following a planFollowing a planResponding to changeResponding to change over
Source: www.agilemanifesto.org
Comprehensive documentationComprehensive documentationWorking softwareWorking software over
Contract negotiationContract negotiationCustomer collaborationCustomer collaboration over
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Back to the Basics
“Agile” is about “values” not “rules” and rigid adherence to a processAgile is about embracing change
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Influential Agile MethodologiesXP (The Past)Scrum (The Present) Kanban (The Future)
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What is Kanban?
An agile methodology that stresses pulling individual work items to completion
Focuses on visualization Focuses on just in time delivery of raw materials
Workers get what they need when they need it, no sooner (Lean)Limit Work in Progress
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Where did Kanban Come From?
Comes from the famous Toyota Production SystemPart of the Lean Manufacturing MovementPart of Six Sigma
Japanese for “signal card”Kaizen-promotes continuous improvement
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Kanban Cards
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Flow
Kanban is about flowPull system- work is pulled through the system by demandBatch v flow (individual work items)Where there is inventory, there is no flowFlow and pull are linked:
Keep the entire value stream moving towards the customer at the rate the customer consumes
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Agenda
Defining Agile and KanbanUsing Kanban to manage projectsHow to implement Kanban
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Kanban for Technology ProjectsDefine a work flow and visualize it
Organize a queueLimit work in progress (WIP) for each queue
Allows you to constantly evaluate process improvementsAllow work to flow through the system in a controlled way (not iterative)
No sprints!
Evolutionary by designChange is built into the model
Communication is about flow
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Core Practices of KanbanDefine and visualize the workflowLimit Work-in-progressMeasure and Manage FlowMake Process Policies ExplicitUse Models to Suggest Improvement
For more info: http://finance.groups.yahoo.com/group/kanbandev/message/9261
Kanban
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DemoKanban Board
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Agenda
Defining Agile and KanbanUsing Kanban to manage projectsHow to implement Kanban
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Building a Kanban Process
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Building a Kanban Process #1
Define a process flow Identify queues (swimlanes)
Visualize it on a board
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Building a Kanban Process #2
Set your first work in progress limitsFirst time you *may* have to guess
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Building a Kanban Process #3
Break down each work item to about the same sizeOr you can use separate swim lanes: small, medium, and large Put items in the queue
Pull the first items through the system Establish your cycle time
Define how long it takes to pull an item through the systemWill determine your new work in progress limitsEvaluate if the WIP limits are correct and readjustEvaluate if the Queues are appropriate
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Building a Kanban Process #4
Establish a delivery cadenceEstablish regular meetings/reviews
Borrow from Scrum/XP
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Building a Kanban Process #5: Kaizen
Constantly improve your processDaily meeting facing the board to evaluate your flowContinue to tweak the WIP limits and queueFormalize the improvement process
Have regular formal change meetingsRemember “be agile”
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Kanban has few rules
No daily scrumNo prescription for engineering practices No iterations No estimation
Uses metrics
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Be careful!
The lack of rules can lead to a lack of discipline But the lack of rules allows you to mix and match
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References
Anderson, Kanban in Action: http://www.agilemanagement.net/Articles/Weblog/KanbaninAction.htmlHiranabe, Kanban Applied to Software Development: from Agile to Lean: http://www.infoq.com/articles/hiranabe-lean-agile-kanban
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Questions?