Introduction to Lean Software & Kanban
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The document discusses lean software development principles and kanban methodology, inspired by Toyota's manufacturing practices. It emphasizes the importance of eliminating waste, enhancing team empowerment, and delivering work in fast iterations while managing workflow visually. Key practices include limiting work in progress, making policies explicit, and fostering continuous improvement through feedback loops.
Introduction to Lean Software & Kanban
- 1. Acute_tomato (CC BY-NC-ND 2.0) https://www.flickr.com/photos/acutetomato/5146688987 Dec 2016 Introduction to Lean Software & Kanban Christoph Matthies @chrisma0
- 2. Waste ■ Anything not delivered to the customer ■ Artifacts that do not deliver a business value Lean software inspired by ■ Toyota’s “lean manufacturing” industrial production ■ Just-in-time production Reduce Waste 2 Lean Software’s Main Idea
- 3. 1. Eliminate Waste ■ Anything not delivering business value ■ E.g. requirements documents, partially done work, rarely used features (bloat), bugs, task switching, waiting 2. Amplify learning ■ “Try-it, test-it, fix-it” rather than “do it right the first time” ■ Short iteration cycles 3. Decide as late as possible ■ Avoid up front design decisions, make choices when information is available 4. Deliver as fast as possible ■ Working system at every iteration, fast feedback cycle 3 Lean Software’s Principles
- 4. 1. 2. 3. 4. 5. Empower the team ■ Motivate the team, self-organization ■ “find good people and let them do their own job” 6. Build integrity in ■ Maintain the consistency of a system’s design ■ E.g. through refactoring, automated tests, complete build system 7. See the whole ■ Focus on overall progress of the project ■ Strong common sense 4 Lean Software’s Principles
- 5. ■ Software development can benefit from industrial production recipes ■ However, software has no production, only design ■ “Lean” can be seen as more philosophy than method ■ Reminder to look out for waste of any kind 5 Lean Software Summary “Lean” is applicable is many sectors, e.g. lean startups
- 6. (看板) Kanban Christine Urias (CC BY-NC-ND 2.0) https://www.flickr.com/photos/shoppingdiva/5963596282
- 7. At full capacity, there is little throughput (flow is constricted by bottlenecks) 7
- 8. ■ “Stop Starting Start Finishing” ■ Ensure just-in-time production ■ Kanban: literally “signboard” or “billboard” in Japanese ■ Inspired by Toyota ■ Visual process-management approach (“Kanban boards”) Minimize Work In Progress 8 Kanban’s Main Idea
- 9. 1. Limit work in progress ■ Limit amount of tickets per column ■ Focus on most productive task for the project ■ Pull work from previous columns ■ Reduce context switching (waste) 2. Visualize ■ Shared Kanban-Board with process steps as columns ■ Requirements (tasks, user stories,...) travel as notes from left to right. 3. Manage flow ■ Measure length of queue, average cycle time and throughput ■ Identify bottlenecks and allow planning 9 Core Kanban Practices There are many solutions for digital Kanban boards, it feels significantly different to move physical post-its though.
- 10. 1. 2. 3. 4. Make policies explicit ■ Create explicit shared understanding of rules and assumptions ■ E.g. what columns mean, Definition of Done, which ticket to pull next 5. Implement feedback loops ■ Process of continuous improvement (“kaizen” in Japanese) ■ Don’t wait for feedback, build it into the process 6. Improve collaboratively, evolve experimentally ■ Try things out, evaluate 10 Core Kanban Practices
- 11. Spoonstein (CC BY-NC-ND 2.0) https://www.flickr.com/photos/spoonstein/8057092456/ Flow: from backlog to delivery Pull Kanban limits 11
- 12. Subdivisions by subject / swim lanes 12Jim Downing (CC BY-SA 2.0) https://www.flickr.com/photos/jimdowning/6129928164/
- 13. One day in Kanban Land (A comic by Henrik Kniberg) Henrik Kniberg http://blog.crisp.se/2009/06/26/henrikkniberg/1246053060000
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- 16. Metrics — Cumulative Flow Diagram Lead Time: Time from ticket being placed on board to ticket delivered Cycle Time: Time from starting work on ticket to finishing Paul Klipp (CC-BY) http://paulklipp.com/images/Interpreting_a_Cumulative_Flow_Diagram.jpg Time Amountoftasks 16
- 17. ■ “Agile!: The Good, the Hype and the Ugly”. Bertrand Meyer. Springer Publishing Company, Incorporated, 2014. ISBN 9783319051543. ■ “Stop Starting, Start Finishing!”. Arne Roock. Illustrated Edition. Blue Hole Press, 2012. ISBN 9780985305161. ■ “Kanban: Successful Evolutionary Change for Your Technology Business”. David J. Anderson. Blue Hole Press, 2010. ISBN 0984521402. ■ “Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise”. Mark Lines, Scott W. Ambler. IBM Press, 2012. ISBN 978-0-13-281013-5. 17 References