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© 2014, ScaleUp Training and Consulting 1 Let’s KANBAN 2 July, 2016, Pune

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Page 1: Lets kanban

© 2014, ScaleUp Training and Consulting1

Let’s KANBAN

2 July, 2016, Pune

Page 2: Lets kanban

This presentation was originally used for the meetup “Let’s Kanban” by the “Pune Agile Professionals”, Pune (July 2, 2016).

This meetup was hosted by Amit Kaulagekar (Accredited Kanban Trainer - AKT).

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban

It's for people who want to manage their projects efficiently and SIMPLY.

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

History

• The idea of Just-in-time production was originated by Kiichiro Toyoda, founder of Toyota

• Ohno saw the supermarket as the model for what he was trying to accomplish (Just-in-time production) in the factory. late 1940s, Toyota started studying supermarkets with the idea of applying shelf-stocking techniques to the factory floor.

• Around 1950, Toyota introduced JIT and started using Kanban (signal) cards

• 2005 – 2006, David J Anderson introduced Kanban to Knowledge world

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

The meaning of “Kanban”

• Kanban written in Kanji (Chinese characters)看板means “sign” or “large visual board”

• Kanban written in Japanese alphabet, hiragana, かんばんmeans signal cards(s)

• In Chinese, only the 看板 version exists. In Chinese, kanban literally means “looking at the board” but the method was actually inspired by the signal cards system used in Japan.

• In manufacturing, a kanban is a visual signal communicating that an order needs to be placed or filled.

• Kanban is a method for defining, managing and improving services delivering knowledge work, such as professional services, creative industries and the design of physical and software products.

A “kanban” outside a Japanese store

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Is Lean Kanban the same as Lean Manufacturing?

• How Lean Kanban is different – Non-physical inventory– Less focus on waste elimination.– Less concern about variability. Our work

varies widely!– Less structured Value Stream Mapping.

• How Lean Kanban is similar– Focus on Flow; use of WIP limits– Pull system – we pull work when we have

capacity– Focus on System over individual

optimization– Decisions informed by data– Continuous improvement as evolutionary

change

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban – Foundational Principles

• Start with what you do now

• Agree to pursue evolutionary change

• Initially, respect current processes, roles, responsibilities, and job titles

• Encourage acts of leadership at every level in your organization – from individual contributor to senior management

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban – General Practices

• Visualize

• Limit work-in-progress

• Manage flow

• Make policies explicit

• Implement feedback loops

• Improve collaboratively, evolve experimentally (using models & the scientific method)

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban Benefits

• Visibility

• Eliminates overburdening

• Reduces or eliminates multi-tasking

• Shorter lead times

• Better quality

• Deferred commitment

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban Myths

• Kanban is only for Support teams

– Kanban is capable of reflecting every process or flow. One must recognize that a Kanban board doesn’t dictate how your team should break down your work. Instead, it reflects your optimal process and can be as flexible and varied as your project demands.

• Start with Scrum, move to Kanban

– Scrum is fine to start with if you either already have well-defined teams, or can easily get them formed. Kanban is designed to start where you are so if you don't have well-defined teams and they'll be hard to form, start with Kanban. Even if you have teams, but if there is some resistance to Agile methods, start with Kanban

• There is no planning and estimation in Kanban

– The root of this misconception is the belief that according to Kanban, estimates and planning would actually be considered waste because they don’t bring direct value, they only aim to predict how value will be created later on in the project. Although there is a grain of truth in that, there is a form of waste accepted in the lean world, referred to as necessary waste. Planning often falls into that category

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Kanban Myths

• Explicit policies are static, hard to change and/or inflexible

– A Kanban board reflects the process that the team has stated that they follow. It is not something to be followed, but rather reflects what the team is doing. If the team sees a better way to do the work, they should change their policy. It is not meant to be static.

• Kanban helps in improving efficiency but not quality

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Personal Kanban

Mapping work | Navigating Life

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Personal Kanban

Step 1: Get your stuff ready

Step 2: Establish your value stream

Step 3: Establish your backlog

Step 4: Establish your WIP limits

Step 5: Begin to Pull

Step 6: Reflect

This board is just an example

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban vs Scrum

• Similarities

– Both are Lean and Agile

– Both use pull scheduling

– Both limit WIP

– Both use transparency to drive process improvement

– Both focus on delivering releasable software early and often

– Both are based on self-organizing teams

– Both require breaking the work into pieces

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban vs Scrum

Scrum Kanban

Time boxed iterations prescribed. Time boxed iterations optional.

Uses Velocity as default metric for planning and process improvement.

Uses Throughput / Lead time as default metric for planning and process improvement.

Cross-functional teams prescribed. Cross-functional teams optional.

Allows client to change priorities and requirements during iteration planning

Allows client to change priorities and requirements ondemand

Tickets / Stories must be broken down so they can be completed within a sprint.

No particular Tickets / Story size is prescribed.

Burn down chart prescribed Cumulative Flow Diagram (CFD) is prescribed

WIP limited indirectly (per sprint) WIP limited directly (per workflow state)

Estimation prescribed Estimation optional

Cannot add items to ongoing iteration / sprint Can pull new items whenever capacity is available

Prescribes 3 roles (PO/SM/Team)Prescribes 2 roles (Service request Manager, Service Delivery Manager)

A Scrum board is reset between each sprint A Kanban board is persistent

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban Values

• Customer FocusKnowing the goal for the system. Every Kanban system flows to a point of realizing value – where customer receives a required service or item. It is the natural point of focus in Kanban. It's not good enough to establish a policy that will allow for completing tasks on time, what you need is completing them to the utmost satisfaction of the customer.

• FlowThe realization of work as a flow of value, whether continuous or episodic. Flow brings the sense of a gently ongoing process, some sort of predictability, which allows to manage any impediments and issues along the way. Seeing flow is an essential starting point in the use of Kanban.

• LeadershipThe ability to inspire others to action through example, words and reflection. Successful leadership is one which facilitates self-organization and individual ability to change for all team members. Most organizations have some degree of hierarchical structure, but leadership is needed in Kanban at all levels to achieve value delivery and improvement.

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban Values

• TransparencyIt brings together three principles: visualization of process, introduction of explicit polices and creating feedback loops. The belief that sharing information openly improves the flow of value. Using clear and straightforward vocabulary is part of this value.

• BalanceThe understanding that different aspects, viewpoints and capabilities must be balanced with each other for effectiveness. Some aspects (such as demand and capacity) will cause breakdown if they are out of balance for an extended period. Inevitably, this has a lot to do with WIP limits. With their successful implementation, which also includes regular checking of their relevance, you're able to shorten the cycle time and delivery rate.

• CollaborationWorking together. The Kanban method was formulated to improve the way people work together, so collaboration is at its heart. We are expected to work together and search beyond our inner team to collaboratively find solutions and make plans for organizational and process improvements.

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban Values

• UnderstandingThe appreciation of how a process had been working before we've decided to impose Kanban onto it. It also goes for getting to know and understand the way the organization works in general, as well as its approach to all change. Kanban is an improvement method, and knowledge of one’s starting point is foundational.

• AgreementThe commitment to move together towards goals, respecting and where possible accommodating differences of opinion or approach. This is not management by consensus but a dynamic co-commitment to improvement.

• RespectValuing, understanding and showing consideration for people. As a pillar of Lean, it implies respecting the current roles and responsibilities within the change undergoing organization. Appropriately at the foot of this list, it is the foundation on which the other values rest.

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban Metrics

• Cumulative Flow Diagram

• Lead Time

• Throughput

• Due Date Performance

• Flow Efficiency

• Issues or blocked work items

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© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved.

Kanban Tools

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212121© 2014-16, Scale Up Pvt. Ltd. All Rights Reserved. 21

www.ScaleUpConsultants.com

R.E.P. ID: 4358

Name of the Workshop Scheduled Dates Details

Team Kanban Practitioner Certification 9 July 2016 Click Here

Kanban System Design (KMP I) 30 - 31 July 2016 Click Here

SAFe® Agilist (SA) Certification 6 – 7 Aug 2016 Click Here

Certified Agile Coach (ICP-ACC) 26 – 28 Aug 2016 Click Here

PMI-ACP Certification Prep Workshop 10 – 11 Sep 2016 Click Here

Upcoming Events in Pune

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Thank YouBe Agile. Scale Up!

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