Kanban In a Nutshell. Bob Galen President & Principal Consultant RGCG, LLC

Transcription

1 Kanban In a Nutshell Bob Galen President & Principal Consultant RGCG, LLC bob@rgalen.com

2 Copyright 2015 RGCG, LLC 2

3 About Velocity Partners Better business through better software HQ in Seattle Nearshore Distributed Agile Teams Offices in Argentina, Uruguay and Colombia Alignment with North America Highly collaborative agile development Our people make the difference! Copyright 2014 RGCG, LLC 3

4 Housekeeping If you re having technical issues, please send a message to the organizer, via GotoWebinar Questions encouraged! Please send them via the GotoWebinar question box. There will also be a brief (time allowed) Q&A at the end of the webinar Presentation deck & recording will be made available Copyright 2014 RGCG, LLC 4

5 Introduction Bob Galen n n n n Bob Galen - Agile Methodologist, Practitioner & Coach Principle Agile Evangelist at Velocity Partners and President of RGCG, LLC. He is also the author of the books: q Agile Reflections q Scrum Product Ownership q 3-Pillars of Agile Quality and Testing Contact: bgalen@velocitypartners.net Copyright 2014 RGCG, LLC 5

6 What is Kanban for Software Development? Corey Ladas: ScrumBan (2009) David Anderson: Kanban (2010) Henrik Kniberg: Kanban & Scrum (2010) Jim Benson: Personal Kanban (2011) Copyright 2015 RGCG, LLC 6

7 What is Kanban? Kanban is a way of visualizing work activities and limiting the quantity of Work in Progress Kan means visual and Ban means card or board It is a pull-based system because work is pulled into the flow when there is capacity to handle it. Rather than being pushed into the system on-demand In order to be a Kanban System, there must be explicit limits to WIP and a signaling system to pull new work into the flow. Copyright 2015 RGCG, LLC 7

8 What is Kanban? Kaizen Continuous Improvement culture q In Japanese, kaizen literally means continuous improvement Focus on quality Deliver often Expose bottlenecks and optimize flow Seamless flow; no artificial time-boxes Copyright 2015 RGCG, LLC 8

9 Foundational Principles (David Anderson) Start with what you do now Agree to pursue incremental, evolutionary change Initially, respect current roles, responsibilities, and job titles Encourage acts of leadership at all levels from individual contributors to senior management Copyright 2015 RGCG, LLC 9

10 Core Practices (David Anderson) 1. Visualize 2. Limit Work-in-Progress 3. Manage Flow 4. Make Process Policies (Definition of Done) Explicit 5. Implement feedback mechanisms 6. Improve collaboratively, evolve experimentally (using models and scientific method) Copyright 2015 RGCG, LLC 10

11 Core Practices (Anderson, Benson) 1. Visualize 2. Limit Work-in-Progress Optimize Work-in-Progress 6. Improve Collaboratively Copyright 2015 RGCG, LLC 11

12 Kanban Board examples Copyright 2015 RGCG, LLC 12

13 Copyright 2015 RGCG, LLC 13

14 Kanban Board Copyright 2015 RGCG, LLC 14

15 Kanban Board Copyright 2015 RGCG, LLC 15

16 Kanban Board - Copyright 2015 RGCG, LLC 16

17 Typical Board Dynamics Team members move their own cards q Daily stand-up is a strategy session focused on flow and throughput Each Story will be date/time stamped when it enters & exits the board Must adhere to WIP limits The Ready-Q is populated by the Product Owner (customer) q q All items in the Q are of equal (execution ready) priority Team chooses what to PULL given the SLA s and state of work on the board. Copyright 2015 RGCG, LLC 17

18 Policies Definition of Done Policies are essentially the Definition of Done for moving to the next Queue in the workflow q While the have strong business implications, mostly within the realm of the team for definition. Team / board policies are posted near the board and all team members adhere to them If a policy is determined to be irrelevant or too restrictive, then a change should be proposed within the team Copyright 2015 RGCG, LLC 18

19 Service Level Agreements (SLA s) Defined for each swim lane / class of service (row) Represent the teams rules for flowing through the swim lane. The team must try to adhere to the rules. Changes to the SLA s are negotiated with the Product Owner (customer, business stakeholder) Copyright 2015 RGCG, LLC 19

20 Service Level Agreements Class of Service Types Expedite (P0 or P1 bugs, Blockers) Standard Work Small sized Feature Standard Work Medium sized Feature Refactoring, bugs, clean-up, Innovation Days, etc. Blocked Copyright 2015 RGCG, LLC 20

21 Kanban vs. Scrum Similarities Both support the principles behind the Agile Manifesto Transparency, Inspect & Adapt Both are pull systems Daily meeting / stand-up q Scrum typically status; Kanban typically game planning for the day Lightweight planning; predictability is important Customer defines the What ; Team established the How Continuous improvement Copyright 2015 RGCG, LLC 21

22 Kanban vs. Scrum Scrum Scrum Master & Product Owner Product Backlog Stories & Grooming Complete Sprint Planning commit to a Sprint Goal Fixed time-box Iteration burndown Velocity focused Demo & Retrospective Kanban Simply the team, customer Small queue of high-value work; JIT definition Ongoing work Flow based Cumulative Flow Diagram Throughput - focused Periodic demo and yes, reflection! Copyright 2015 RGCG, LLC 22

23 Story Sprint (Execution) Readiness Prevents teams from taking on stories that are ill groomed or defined Increases sprint success ü The story is well-written; and has a minimum of 5 Acceptance Tests defined ü The story has been sized to fit the teams velocity & sprint length: 1-13 points ü The team has vetted the story in several grooming sessions it s scope & nature is well understood ü If required, the story had a research-spike to explore (and refine) it s architecture and design implications ü The team understands how to approach the testing of the stories functional and non-functional aspects ü Any dependencies to other stories and/or teams have been connected so that the story is synchronized and deliverable ü The story aligns with the Sprints Goal and is demonstrable Copyright 2015 RGCG, LLC 23

24 Kanban Used for Backlog Refinement Copyright 2015 RGCG, LLC 24

25 Wrap-up Final questions or discussion? Get free PDF copies of my Product Ownership, 3-Pillars, and Agile Reflections books by joining Bob s mailing list at Thank you! Copyright 2015 RGCG, LLC 25

26 Thank you! Feedback / requests for future webinar topics; Request a video copy of the webinar; Sales inquiries; Coaching inquiries; please reach out to: Brian Estep Senior Partner (425) brian.estep@velocitypartners.net We hope to see you at our next webinar Copyright 2014 RGCG, LLC 26

27 Slides and other references A follow-up will tell you how to get a copy of the recorded webinar and the slides. We also encourage you to join our Velocity Partners mailing list here: /0006:d-0001/0/index.htm And please visit our blog: Copyright 2014 RGCG, LLC 27

28 Contact Info Bob Galen Principal Consultant, RGalen Consulting Group, L.L.C. Experience-driven agile focused training, coaching & consulting Cell: (919) Blogs Project Times - BA Times - Podcast on all things agile - Copyright 2015 RGCG, LLC 28

29 Terminology Value Stream map the current process, calculate time, look for bottlenecks/delays, improve efficiency towards value delivery. Flow, Workflow movement of work through the system (board). WIP Work-in-Progress or the number of work items in play at any one time / per activity (column). Policy rules that allow a story to move from one Queue (column) to the next. SLA (Service Level Agreement) explicit rules that dictate how long the team has to complete a unit of work or wrapping a Class of Service. Class of Service standard work, expedited work, emergency work, defect work, etc. Standard Work example: User Stories, generic work the team does; emergency bug fix would be non-standard work. Is a Class of Service. Throughput / Cycle Time the time it takes a work item (User Story) to move from the Ready-Q to Done (but perhaps not deployed). Lead Time the time it takes for an idea/request to make it to the customer (deployed). Copyright 2015 RGCG, LLC 29

30 Basic Agile & Kanban References Quick (6 min.) overview video of Kanban: q Short blog post overview of Kanban: The Kanban Kick-start Field Guide: Wonderful Visual Examples of Kanban Boards: different_kanban_boards_and_their_context_mskarin.pdf Andy Carmichael, Scales of Kanban: Christophe Achoulantz, Model for Good Kanban : Mike Burrows The Kanban Values Exercise: Copyright 2015 RGCG, LLC 30

31 Basic Agile & Kanban References Karl Scotland Heuristics: David Anderson Kanban Lens: q q Project Management w/kanban series: Mike Burrows The Three Agendas: q q Kanban in Procurement : Nice reference on Cumulative Flow Diagrams: q q key=0argwt1te9pirdedmaldqmhr0mfniwtrixzrnyvrymmc&hl=en Pizza Game: Karl Scotland The LEGO Flow Game: Copyright 2015 RGCG, LLC 31