Agile Planning Part 2/3 Agile Manifesto and Kanban (a Personal Kanban)
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The document discusses the principles of the Agile methodology and Kanban practices, emphasizing proactive habits and win-win scenarios for management, developers, and product managers. It highlights the importance of continuous delivery, customer collaboration, and removing waste to enhance productivity. Key concepts include the Agile manifesto, Kanban's visual workflow management, and personal organizational strategies to achieve effective outcomes.
Agile Planning Part 2/3 Agile Manifesto and Kanban (a Personal Kanban)
- 1. By: Harlan Beverly AGILE MANIFESTO & KANBAN C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 2. The Independence Phase Habit 1: Be Proactive - Reaction & Control Habit 2: Begin with the End in Mind - Know Thyself & Thy Goal Habit 3: Put First Things First - Personal Management 7 HABITS REVIEW C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 3. Can you help others if you are a mess? The Next Phase: Interdependence… Habit 4: Think Win-Win Mutually Benefical Solutions exists…. Win-Win or No Deal. The Vacationers Story! Kids-adventure (theme park). Mom-relaxation (Spa!). Dad-nature! (outdoors!) Win Win? THINKING WIN-WIN C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 4. Engineers want: To be appreciated, not fail, know what to do, be respected. Management wants: To generate revenues, to forecast accurately, to be the best in class, to beat the market, to get a competitive advantage. Product Managers want: To ship on time, to ship the right stuff, to get all the features in. How can this be a win-win? What are the conflicts? A WIN-WIN FOR MANAGEMENT, PRODUCT MANAGERS & DEVELOPERS? C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 5. What if, we could find a system that would: • Ship on time consistently • Ship early • Generate revenues early • Allow learning for better predicted revenues • Allow for fast iteration to be best in class • Provide ample “feelings of respect and appreciation” • AND allow all the features to get in? • Too good to be true? Or win-win? WHAT IF? C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 6. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan THE AGILE MANIFESTO C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 7. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 12 AGILE PRINCIPLES (1-6) C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 8. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 12 AGILE PRINCIPLES (7-12) C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 9. AGILE DIAGRAM C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 10. Engineers want: To be appreciated, not fail, know what to do, be respected. • Agile: every 2-weeks know what to do, and get credit for ‘shipping’ every 2 weeks… (opportunities for respect/appreciation!)! Management wants: To generate revenues, to forecast accurately, to be the best in class, to beat the market, to get a competitive advantage. * Agile: revenue generated fast, forecasts more accurate based on real data, constant improvement, fast to market, evolves quickly to be best Product Managers want: To ship on time, to ship the right stuff, to get all the features in. • Agile: ships on time! Ships right stuff, as reprioritized biweekly, all the features “eventually” get in (HARDEST ISSUE IS YOURS!!!) • WORTH IT? Worth not having ‘all the features’ at launch???? IS AGILE A WIN-WIN? C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 11. 1. Failure to launch? 2. Conflicting goals: Time vs Efficiency? 3. Lost Revenue due to late? 4. Over-padding/Estimation Fallacy? 5. Early Finish/Late Start Fallacy? 6. Multitasking Fallacy? 7. Parkinson’s Law? 8. Changes in Scope/Features? 9. Unclear Definition of Done? PROBLEM REVIEW.. DOES AGILE SOLVE THEM? C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 12. Software Only? Hardware? Movies/Videos? Games? Radio? Restaurants? WHERE DOES AGILE NOT WORK? C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 13. Deciding to Go For it! Then realize, you have to cut, cut, cut to a 2-week ship date! Then ship. (Remember Megan’s “Fear”… the Lizard Brain?) THE FIRST, AND HARDEST STEP… C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 14. In Japan, some parks require you to “take a card/ticket” to get in; return the ticket when you leave. Why? KANBAN C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 15. Kaizen Continuous flow of incremental improvements. Kanban A progress tracking approach that follows instances through a process. Literally ‘billboard’. Genchi Genbutsu means "go and see" and it is a key principle of the Toyota Production System. It suggests that in order to truly understand a situation one needs to go to gemba (現場) or, the 'real place' - where work is done. Poka Yoke Making error proof. Creating something so that mistakes cannot be made. Muda, Mura and Muri … are the three forms of waste Muda Wasted effort Mura Inconsistency Muri Unreasonable – even ridiculous – requirements JAPANESE C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 16. Anything that does not add value to a customer is waste (Muda). Unused Specifications Unused Code Features that customers don’t use Bureaucracy Reading emails Delays in development Unnecessary Meetings Documentation Really clever systems KANBAN CORE PRINCIPLE: ELIMINATE WASTE C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 17. How do you know if customers will use the feature until you ship it? So shouldn’t you ship it the fastest/easiest path first to find out? Once you know customers “actually use it”, then you should build a system for it. • Shorten cycle times. • Get the feedback • Refactor & Automate KANBAN: GET THE FEEDBACK C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 18. A visual Board! (with Cards!) 3 Simple Rules: Strict Queue Limits Pull value through Make it Visible Why limit WIP? KANBAN C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 19. Create Columns for Each Step in your process Pick Limits for “Active” Queues (team size divided by 2 or just be logical) Set “Wait” Queues to 2 or 3, keep small, Eliminate waste, get feedback FIFO If a slot is full, can’t start more work (A.K.A. PULL) Team sets Queue sizes to be most efficient, experiment Designed to Limit WIP, More WIP means slower flow KANBAN BOARD C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 20. 3 Queues to show priorities Set back log limit for each board to equal number of slots on WIP Make assumption relative sizes will be close Same number of items in WIP on each board (22 in this example) Add up the “units” to ensure they are close, move wait line if they are considerably (not marginally) off Can now forecast based on logical assumptions Schedule regular backlog honing meetings with customer, rules at top Trigger release planning meetings when necessary Card is a TOKEN, physical means real, avoid temptation to live by a tool BACKLOG BOARD C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 21. The 4 Common Techniques: Allow ONLY 1 Silver Bullet Request Allow Prioritization with Swim-lanes Keep the system Lean / reduce waste (wasted meetings, wasted planning, wasted anything) Measure and optimize “real-time” throughput (cycle-time of a ticket). KANBAN: QUICK REFEREENCE The 4 Principles: Limit Work-in-Process (WIP) Visualize Work & Workflows Pull Prioritized Value through the System Remove bottlenecks to improve flow (Kaizen) Less Estimation (no story points). Just “Small, Medium, and Large”… and then calculate averages.C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 22. What to do if you are blocked? Can’t pull more cards! Must swarm to free up space!!! This is why team should be cross- trained… and why “teamwork” is important. Teams succeed together. We either shipped or we didn’t. SWARMING C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 23. Put First Things First. Organize your Life’s Backlog! Harlan uses http://toodledo.com …. The free version allows lists by priority only. (Free way would be put work stuff at low priority, family stuff at highest, and keeps it separate) (Harlan pays $14.99/yr to use it for work & life & to sync with iPhone.. Multiple lists… but same idea). Literally, Harlan puts all his work in here as he hears it… re-prioritizes every morning (first thing!). If it’s a family thing, it goes to family… if its related to a hobby or school, different list. Then when I’m at work, I pull from the work-list. I have a WIP queue of 1. I try hard NOT to violate my personal list. I used this when I was a programmer too! (I pull from srum board and put on my list). When I’m done I ship it… and check the box for done. PERIOD. PERSONAL KANBAN C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y
- 24. C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y