An Introduction to Kanban
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The document introduces Kanban as a change management method distinct from Agile concepts like Scrum. It outlines five key principles of Kanban: utilize visual controls, limit work-in-progress (WIP), manage flow, continuous improvement, and establish explicit policies. The presentation emphasizes managing the workflow effectively, adapting processes to team needs, and measuring productivity through metrics.
An Introduction to Kanban
- 1. An Introduc+on to Kanban Camille Bell Agile Coach cbell@CamilleBellConsul+ng.com Twi+er @agilecamille
- 2. Background • Agile ≠ Scrum – Agile is a philosophy • Individuals and interac+ons over processes and tools • Working soAware over comprehensive documenta+on • Customer collabora+on over contract nego+a+on • Responding to change over following a plan – There are many ways to do Agile • Scrum • Kanban / Lean • XP • Etc • Kanban is a change management method, not a soAware development lifecycle or project management method or process cbell@CamilleBellConsul4ng.com 2
- 3. Why Kanban? • Stop rewarding star%ng work and start focusing on finishing work – Work in progress (WIP) should be limited – Only start work on something new when there is capacity to do the work cbell@CamilleBellConsul4ng.com 3
- 4. Way Too Many User Stories in Flight (Scrum without WIP Limits can be dysfunc+onal) cbell@CamilleBellConsul4ng.com 4
- 5. 5 Key Principles to Kanban • U+lize Visual Controls • Limit WIP (Work-‐In-‐Progress) • Manage Flow • Con+nuous Improvement • Explicit Policies Manage the work Not the people! cbell@CamilleBellConsul4ng.com 5
- 6. Visual Controls • Work is transparent and always present • Easy to iden+fy boZlenecks • Kanban literally means “visual card/board” TITLE Owner Date Ready Date Started ID# Project name Due Date cbell@CamilleBellConsul4ng.com 6
- 7. To Do In Progress Done What Happens to an “In Progress” Story? Where is each story in that process? cbell@CamilleBellConsul4ng.com 7
- 8. “In Process” Steps May Differ by Team • Team A “In Process” steps – UI Design – TDD (Automated Test/Code/Refactor Cycle) – Manual Acceptance Tes+ng • Team B “In Process” steps – Analysis – SW Design – Review – Code – Automated Unit Test cbell@CamilleBellConsul4ng.com 8
- 9. Model Steps That Exist (not what you wish they were) When the steps change, then change your board, not before cbell@CamilleBellConsul4ng.com 9 In Process In Process In Process Queue Queue Queue User Stories Step 1 Step 2 Step n Done . . . . . . 8 7 6 5 4 3 2 1
- 10. KANBAN BOARD – VISUALIZE WORK STEPS Work Type - Doing Work Type - Done Model All the Steps That Exists – there could be dozens. Steps will vary by team. Some teams do UI design, some code reviews, etc. Create a column for each step. If you can totally eliminate a step later (do you really need that Control Board?), do so, but start with what is, not what you wish there was. Update whole en+re structure regularly as you find ways to eliminate handoffs and waste. cbell@CamilleBellConsul4ng.com 10
- 11. Input Queue UI Design Development Acceptance Test Release Ready Visualize “In Process” by breaking down into separate steps Your defini+ons of “Done” can iden+fy steps FLOW cbell@CamilleBellConsul4ng.com 11
- 12. Limit WIP • We make a commitment to limit the Work-‐In-‐ Progress (WIP) – Prevents context switching – Performing tasks sequen+ally yields results sooner • Focusing more on finishing work we’ve already taken on, versus just star+ng new work • Enhance teamwork – Increase cross-‐func+onality cbell@CamilleBellConsul4ng.com 12
- 13. To Do UI Design Done Why is so liZle gepng done? Work in Progress BoZlenecks ! ! ! Jim Sue Mark Paul Jim Ken Sue Sue Sue Sue Ken Ken Paul Mark Sue Mark Sue Development Manual Test Scrum doesn’t have WIP Limits. Without WIP Limits Scrum can be dysfunctional. Consider adding WIP Limits to Scrum. FLOW cbell@CamilleBellConsul4ng.com 13
- 14. Queue Limits & WIP Limits Avoid Premature Work and Mul+-‐Tasking WIP Limit prevents Queue Limit prevents cbell@CamilleBellConsul4ng.com 14 In Process In Process In Process Queue Queue Queue User Stories Step 1 Step 2 Step n Done . . . . . .
- 15. Manage Flow • The flow of work through each state in the workflow should be monitored, measured and reported • Work is pulled not pushed through the system • Allows you to quickly iden+fy boZlenecks in produc+on/work – Toyota produc+on line example cbell@CamilleBellConsul4ng.com 15
- 16. Input Queue UI Design Development Dev Ready Test Ready Test Release Ready In Prog Done In Prog Done In Prog 5 3 3 5 4 2 WIP Limits BLOCKED! Can’t move ahead FLOW Queue Limit cbell@CamilleBellConsul4ng.com 16
- 17. Con+nuous Improvement • Start with what you do now • Respect the current process, roles, responsibili+es & +tles • Agree to pursue incremental, evolu+onary change – Team empowered to suggest changes “Nothing else in their world should have changed. Jobs, activities, handoffs, and artifacts are the same. Their process hasn’t changed, other than you asking them to accept a WIP limit and to pull work….” - David Anderson cbell@CamilleBellConsul4ng.com 17
- 18. Input Queue UI Design Development Dev Ready Test Ready Test Release Ready In Prog Done In Prog Done In Prog 5 3 3 5 4 2 WIP Limits BLOCKED! Can’t move ahead FLOW Queue Limit cbell@CamilleBellConsul4ng.com 18
- 19. But….. • But what about unexpected cri+cal work? – Expedite lane • But some of my tasks are more important than others! – Class of Service (CoS) • But what about tasks that are blocked? – There are ways to handle this and, more importantly, to measure the impact of these blocked tasks. cbell@CamilleBellConsul4ng.com 19
- 20. A Kanban Board at WIP Limits Metrics FLOW cbell@CamilleBellConsul4ng.com 20
- 21. Kanban Board with Swim Lanes (2 feature sets, 1 bug fix) Features Maintenance & Improvement cbell@CamilleBellConsul4ng.com 21
- 22. Possible Metrics • Day finished – Day entered queue = Wait Time • Day finished – Day started = Time to Complete • Average wait +me • Average +me to complete • Averages per CoS • Standard devia+on • Metrics for unusual events (e.g. field crisis, special event, emergencies) cbell@CamilleBellConsul4ng.com 22
- 23. Metrics Example Many tool companies now have tools that support Kanban. Alterna+vely white boards, s+cky notes and Excel spread sheets provide the ul+mate in flexibility and they are cheep. cbell@CamilleBellConsul4ng.com 23
- 24. Where Kanban Is Especially Needed • Large organiza+ons with mul+ple teams (also to organize 2nd 4er Scrum teams) • Teams that aren’t fully cross func+onal (e.g. missing full +me DBA, Tester, Deployment Specialist, etc.) • Teams that don’t have a standard itera+on/sprint cadence (e.g. maintenance bug fix teams, system engineering teams, etc.) • Teams that receive unplanned emergency work • Teams that support mul+ple customers or Classes of Service • Teams or organiza+on that need beZer metrics cbell@CamilleBellConsul4ng.com 24
- 25. Bibliography • ”Kanban 101” -‐ Jessie Link, November 2011 • “Kanban” by David J. Anderson ISBN 9780984521401 • “Scrumban” by Corey Ladas ISBN 9780578002149 • “Lean from the Trenches” by Henrik Kniberg ISBN 139781934356852 cbell@CamilleBellConsul4ng.com 25
- 26. Webliography • Limited WIP Society/KanbanDev: User group discussing development using Kanban for technology business hZp://www.limitedwipsociety.org/ • DZone Refcard 109 “Gepng Started with Kanban for SoAware Development” by David J. Anderson and Janice Linden-‐Reed hZp://www.dzone.com/ • BTI360 Blog “Kanbanima+on” by Clinton Wivell hZp://b+360.com/pages/page.asp?page_id=91490&hlFilter=topic&hlCriteria=1797 • Agile Agility “Kanban, Flow and Cadence” by Karl Scotland hZp://availagility.co.uk/2008/10/28/kanban-‐flow-‐and-‐cadence/ • LeanKit Kanban “Simplifying Project Management” hZp://blog.leankitkanban.com/ landing/smpl/?gclid=CPPtrJOHlK4CFRIDQAodsRWn9w • Lean SoAware Engineering “PaZerns of SoAware Engineering Workflow” by Corey Ladas hZp://leansoAwareengineering.com/2009/06/08/workflow-‐paZerns/ cbell@CamilleBellConsul4ng.com 26
- 27. Camille Bell Agile Coaching & Consul+ng Retrospec+ves Agile Boot Camps Agile Training Updated Slides or just to chat about things agile cbell@CamilleBellConsul4ng.com