Kanban-The Building Blocks. Ashish Chandra Senior Manager-SunGard

Transcription

1 Kanban-The Building Blocks Ashish Chandra Senior Manager-SunGard 1

2 Ashish Chandra BE-Computer Science & Engineering, MBA (Marketing & Finance) AKT, SPC, PMP, CSM, CSP, CSQA, ITIL V 1.3 Foundation Experienced in Project Management, Process Management and Product Management delivery as well as consulting. Extensive training and consulting experience across various Fortune 500 companies globally. Lead a business unit at SunGard India. Lead the global PMO, responsible for product development, QA, Operations and training. Visiting Faculty at Symbiosis International University, Pune Published papers include: An Integrated approach towards requirements Engineering (Infosys SETLabs Briefing 2008) Co Author; Tushar Sharma Transitioning from Traditional to Agile Project Management (PMI-QAI International Project Management Conference Bangalore 2011) Co Author; S Venkatachalam Agile Project Management: Application & Relevance in a Product Maintenance Environment (PMI-QAI International Project Management Conference New Delhi 2012) 2

3 Lets find out about you. 1. Novice Curious, No real knowledge, I like the title of this session 2. Informed Attended conferences, or watched videos, read some literature 3. Practicing 1 small team, < 6 months 4. Practitioner Deeper implementation, externally focused service delivery, classes of service, 6 months 18 months 5. Master Large scale implementation, multiple interdependent workflows & services, quantitative measures, ops reviews 3

4 Agenda - TBD 4

5 Kanban, do we need to care? 5

6 Increasing Kanban Adoption Source: State of Agile Survey 6

7 Increasing Kanban Adoption Source: State of Agile Survey 7

8 Increasing Kanban Adoption 39% Source: State of Agile Survey 8

9 Agile Skills: India Vs. the World 11.8 % Source: LinkedIn 9

10 Scrum: India Vs. the World 6% Source: LinkedIn 10

11 Kanban in India 3.2% Source: LinkedIn 11

12 Kanban in India Globally, 15% of Agilists list Kanban as a skill. Only 3% of Agilists in India identify Kanban as a skill Source: LinkedIn 12

13 The Kanban Method is not A project management method or A software development lifecycle process 13

14 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 (and interpret the cartoon on the book cover very literally) 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. A kanban outside a Japanese store The Kanban Method refers both to a visual signal that capacity is available, to a slot or bin indicating capacity, and to a whole system of balancing demand for work with capacity to deliver work.

15 The Kanban Method is A management method for Directly improving service delivery Catalyzing improvements Evolving a business to be fit for purpose 15

16 Kanban Method uses uses kanban boards to visualize invisible work, workflow & business risks together with kanban systems which limit work-in-progress Kanban Method delivers faster, more predictable delivery and an adaptive capability that enables you to respond effectively to changes from customer demand or your business environment 16

17 Service Delivery Principles 1. Understand and focus on your customers needs and expectations 2. Manage the work, let people self-organize around it 3. Your organization is an ecosystem of interdependent services steered by its policies, reflect regularly on their effectives and improve them 17

18 Change Management Principles 1. Start with what you do now Understanding current processes, as actually practiced Respecting existing roles, responsibilities & job titles 2. Gain agreement to pursue improvement through evolutionary change 3. Encourage acts of leadership at all levels 18

19 Kanban Values 1. Transparency 2. Balance 3. Agreement 4. Respect 5. Understanding 6. Customer Focus 7. Collaboration 8. Flow 9. Leadership 19

20 General Practices 1. Visualize (with a kanban board 看板 ) 2. Limit work-in-progress (with kanban かんばん ) 3. Manage flow 4. Make policies explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally (using models & the scientific method) 20

21 General Practices 1. Visualize (with a kanban board 看板 ) 2. Limit work-in-progress (with kanban かんばん ) 3. Manage flow 4. Make policies explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally (using models & the scientific method) 21

22 1. Visualize Build a visual model of the work Model what you do NOW Your board will be unique You can show added detail like blockers, dependencies, people 22

23 The Kanban Board Input Queue Analysis In Prog Done Dev Development Ready In Prog Done Build Ready Test Release Ready Stage Prod. 23

24 Example options for Kanban ticket design Color of the ticket Title Start Due End H dd/mm/yyyy dd/mm/yyyy Decorators (Shape & Color) Sometimes used to highlight technical dependencies (Letters) Sometimes used to visualize size or priority Reference ID Reference # Can refer to a corresponding item in an online tool Other Dates 24

25 2. Limit Work in Progress Signal that capacity is available; Can be by person, by workflow, by work item type, or by total number of items in progress; Promote finishing & quality; Provoke important discussions; 25

26 Limit Work in Progress Ideas Dev Ready Development Test Ready Testing UAT Release Ready Ongoing Done Pull K J M N F O F I Pull G F Pull D B C * There is capacity here Now we have capacity to replenish our ready buffer Pulling work from development will create capacity here too 26

27 3. Manage Flow Achieve steady movement of work Focus on finishing and predictability Someone is available to pull work that is ready Work is available when someone is ready to start working on it 27

28 4. Make Process Policies Explicit Process policies: rules for how we work e.g.: Pull criteria; Prioritization; WIP Limits Policies should be developed collaboratively Post policies where you can see them 28

29 4. Make Process Policies Explicit 29

30 5. Implement Feedback Loops Implement feedback at local, functional and organizational levels Different feedback mechanisms may serve a different purpose Each feedback loop provides inputs to further refine the system 30

31 Kanban Cadences Quarterly Strategy Review info change change info change info Operations Review Monthly change Service Delivery Review Bi-Weekly change info info change info change info Risk Review Monthly info change Replenishment/ Commitment Meeting Weekly change info Kanban Meeting Daily change info Delivery Planning Meeting Per delivery cadence 31

32 5. Improve Collaboratively, evolve experimentally (using models and the scientific method) Improvements must happen at all levels Use data to solve problems A problem may have multiple solutions, chose the right option by evaluating the options Use models to address issues 32

33 Lean Kanban Training Roadmap Kanban Proficiency 33

34 Thanks 34