Kanban: More than boards and WIP limits
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The document discusses Kanban as a management method that enhances workflow visibility and efficiency, addressing common challenges in Agile and Scrum environments. It emphasizes the significance of understanding lead times, demand shaping, and the economic impact of delays, advocating for an evolutionary approach to process improvement. Key concepts include managing work in progress (WIP), identifying bottlenecks, and adapting workflows to different types of work.
Kanban: More than boards and WIP limits
- 1. Kanban: More than boards and WIP limits SquirrelNorth FERNANDO CUENCA fernando@squirrelnorth.com H o w K a n b a n h e l p e d m e r e c o n c i l e w i t h A g i l e / S c r u m November 16, 2022
- 2. SquirrelNorth CONSULTING | TRAINING | COACHING MARTIN AZIZ FERNANDO CUENCA JAMES STEELE ALEXEI ZHEGLOV
- 3. 2000: Developer 2003: Technical Lead 2006: (Agile) Team Lead/Manager 2009: Agile Coach (embedded) 2011: Agile Coach (floating) My professional journey 2015: “Time to open a pizza shop??” Toronto XPUser Group
- 7. Sometimes, all it takes is a Good mentor… Alexei Zheglov
- 8. “Kanban is a way of seeing…” Andy Carmichael From someone’s “needs” (or request)... … to those needs being fulfilled. Flow of Work Commitment Point Delivery Point Replenishment Delivery Lead Time Arrival Pattern
- 9. Flow of Work Lead Time “Kanban is a way of seeing…” Andy Carmichael DEMAND capability
- 10. Flow of Work Lead Time Kanban: a “management method” Cost of Delay Classes of Service Board Design Options Model Upstream Kanban Queuing Policy Decoupled Cadences Capacity Allocation … DEMAND SHAPING Identify and Remove Delay Bottleneck Handling Dependency Management Understanding Variation Economic Cost Model Risk Review Feedback Loops Liquidity … IMPROVING CAPABILITY
- 11. OK… WHAT IF OUR PROCESS IS SCRUM? https://commons.wikimedia.org/wiki/File:Scrum_Framework.png Roles Artifacts Events Timebox
- 13. Refinado (Grooming) Sprint Planning How does this “hurt”? Sources of Dissatisfaction
- 14. Stories don’t just come from the PO During “grooming”, stories often split Stories in progress often generate more stories Managing the Backlog becomes really difficult!
- 15. When are we going to be done? Does it fit within the Sprint? How many can we take in? ”Done” doesn’t always mean “Done” What do we do with work not finished in the Sprint? How much time?
- 16. All work starts all at the same time Sprint Planning Stories wait for PO approval, because he/she’s not available Testers have to wait until almost the end of the Sprint
- 17. Work gets blocked and can’t move Urgent work appears in the middle of the sprint
- 18. A digression… There’s no “wishful thinking” in Kanban David J. Anderson
- 19. …OK, one more… Agile needs a new “mindset” Mindset Actions Outcomes With Kanban we start here Double-loop Learning Some recommend to start here..
- 20. • Demand is rarely homogeneous • Different types of work require different treatment Demand Analysis Identification of “Work Item Types” Workflow Mapping
- 21. Transition Rules Classes of Service Optional Activities Work Item Types Explicit Workflow
- 22. • How do we understand the ”passage of time”? • What are the ”forces of nature” that affect how long something takes?
- 24. What factors affect Lead time? Lead Time is a probabilistic variable (non-deterministic) An Inconvenient Truth
- 25. Lead time Distributions 0 5 10 15 20 25 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 Frequency Duration (days) What’s the “best case”? How frequent is it? “worst case” 14.5 The ”average” (never happened!) The ”mode” (most frequent case) How predictable are we?
- 26. Another inconvenient truth… Wait Wait Wait Wait Work Work Work Work Flow Efficiency = work work + wait x 100% Typical value: 1-20%
- 27. In the search for Predictability Visual Model Add Product to Shopping Cart Test server unavailable Date: 24/10/2018 Blocker Clustering Instrumentation to measure flow Environment Outage Missing Information SME availability Identify “Sources of Delay” • Multitasking & preferential treatment (Pre-emption) • Queues & Buffers • Dependencies • Impediments (Blockers) • Rework, defects (Failure Demand)
- 28. • Too much work in progress (WIP) • Batching
- 29. The problem of too much “WIP” 7 6 5 4 3 2 1 1 2 3 4 5 6 7 8 9 Average Lead Time Average WIP Time (days) Work Items Cummulative Flow Diagram (CFD) Average Throughput Arrivals Departures Avg. Delivery Rate = Avg. WIP Avg. Lead Time Ley de Little
- 30. The problem of too much “WIP” Unpredictable System Predictable System
- 31. Limiting WIP One does not limit WIP with WIP limits
- 32. In the meantime, Customers are waiting… You need to look beyond individual teams
- 33. Two change management Approaches Current Process Defined/ Designed up-front TRANSITION Future Process Evolving Process Initial Process Future Process is emergent Fit for purpose? Fit for purpose? Fit for purpose? Fit for purpose? Fit for purpose? Roll back Roll forward Defined (Traditional) Evolutionary (Kanban)
- 34. Change Management with KAnban Start with what you do now. Encourage acts of leadership at all levels Agree to pursue Evolutionary Change Evolving Process Initial Process Future Process is emergent Fit for purpose? Fit for purpose? Fit for purpose? Fit for purpose? Fit for purpose? Roll back Roll forward
- 35. SquirrelNorth s q u i r r e l n o r t h . c o m Kanban: More than boards and WIP limits H o w K a n b a n h e l p e d m e r e c o n c i l e w i t h A g i l e / S c r u m FERNANDO CUENCA fernando@squirrelnorth.com @fer_cuenca November 17, 2022 Flow of Work Lead Time