Kanban 101
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The document provides an overview of Kanban and how it can be used to improve processes and outcomes. Some key points: - Kanban is a method to enable evolutionary change, help implement Agile at scale, and establish a culture of ongoing improvement. - It is based on Lean principles like limiting work-in-progress to improve flow and pull-based systems to pace work based on demand rather than estimates. - A Kanban board is used to visualize work with limits on work-in-progress for each stage to highlight bottlenecks and encourage swarming to flow of work. - Metrics like lead time, wait time and blocks are measured to manage flow and continue improving the process over time
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Kanban 101
- 1. Kanban 101 Improving Economic Outcomes Through Evolutionary Change
- 2. What is Kanban? Kanban is a method to: enable evolutionary change … help implement and scale Agile … establish a culture of ongoing improvement.
- 3. Roots of Kanban: Lean Muda, Muri, Mura Waste, Unreasonableness, Unevenness Goals of Lean Improve Quality, Eliminate Waste, Reduce Time, Reduce Total Costs
- 4. System of Profound Knowledge How to achieve evolutionary change, implement and scale Agile, establish a culture of ongoing improvement? Understand the system Operate with variability Understand how to act on the system Understand human psychology PDSA Plan, Do, Study, Adjust But the cycles have to be very fast
- 5. Roots of Kanban: Opposite of Push Push Systems: Plan-Driven Gantt Chart Start as soon as possible Committed Finish Dates Drives delaying and value destroying behavior
- 6. How Push Creates Value Destroying Behavior Start date is planned up front Finish date is planned up front But we don’t know exactly what we need to build and how long it will take to build it (how long will it take to test and fix the problems you find on a piece of code we haven’t clearly defined?) So we estimate at the 99% likelihood for each task – which is typically double the likely duration. Because we are focused on the Finish Date we operate with the 50% duration in mind and deliver late 50% of the time anyway. So we add more pad to our estimates. Ensures late delivery or excessive padding in estimates (usually both)
- 7. Roots of Kanban: Pull Kanban: a card that represents a unit of work Flow work in single units or small batches Pace the work by limiting WIP Use signaling to trigger pull The number of kanban equals capacity New work can start only when a space is available A space becomes available when previous work is complete Level of mix and quantity to spread risk and optimize portfolio
- 8. Types of Pull Maintaining the system at the pace of the bottleneck (Herbie) – breaks down when a failure occurs before the bottleneck DBR CapWIP ConWIP Kanban DBR with protective WIP limit before the bottleneck – for when a failure occurs before the bottleneck In a stochastic process, the bottleneck moves – ConWIP provides protective WIP limit across the system – doesn’t highlight current bottleneck Supports a stochastic process - highlights current bottleneck
- 11. PO Acceptance
- 12. Doco Complete
- 13. Design Complete
- 14. Test Case Examples Done
- 15. UIX Input Ready
- 16. Code Complete
- 18. Unit Tests Green
- 22. PO Acceptance
- 23. Doco Complete
- 24. Design Complete
- 25. Test Case Examples Done
- 26. UIX Input Ready
- 27. Code Complete
- 29. Unit Tests Green
- 33. PO Acceptance
- 34. Doco Complete
- 35. Design Complete
- 36. Test Case Examples Done
- 37. UIX Input Ready
- 38. Code Complete
- 40. Unit Tests Green
- 44. PO Acceptance
- 45. Doco Complete
- 46. Design Complete
- 47. Test Case Examples Done
- 48. UIX Input Ready
- 49. Code Complete
- 51. Unit Tests Green
- 55. PO Acceptance
- 56. Doco Complete
- 57. Design Complete
- 58. Test Case Examples Done
- 59. UIX Input Ready
- 60. Code Complete
- 62. Unit Tests Green
- 63. Build SucceedsIn this case, all the queues are full. No more work can be added to the Kanban. Criteria
- 66. PO Acceptance
- 67. Doco Complete
- 68. Design Complete
- 69. Test Case Examples Done
- 70. UIX Input Ready
- 71. Code Complete
- 73. Unit Tests Green
- 77. PO Acceptance
- 78. Doco Complete
- 79. Design Complete
- 80. Test Case Examples Done
- 81. UIX Input Ready
- 82. Code Complete
- 84. Unit Tests Green
- 88. PO Acceptance
- 89. Doco Complete
- 90. Design Complete
- 91. Test Case Examples Done
- 92. UIX Input Ready
- 93. Code Complete
- 95. Unit Tests Green
- 99. PO Acceptance
- 100. Doco Complete
- 101. Design Complete
- 102. Test Case Examples Done
- 103. UIX Input Ready
- 104. Code Complete
- 105. Source Checked In
- 106. Unit Tests Green
- 108. Getting Started with Kanban Agree on Goals Visualize the Work Limit WIP Measure and Manage Flow Make Process Policy Explicit Use Models to Identify Improvement Opportunities
- 109. Agree on Goals Business Goals Improve Lead Time Predictability Optimize Existing Processes Improve Time to Market Control Costs Management Goals Provide Transparency Enable Emergence of High Maturity Deliver Higher Quality Simplify Prioritization Organizational Goals Improve Employee Satisfaction Provide Slack to Enable Improvement
- 110. Capture and Identify All WIP Analyze Develop Accept Prod Ready Doing Done Doing Done Doing Done Feature Feature Maint Feature Feature Feature Task Urgent Criteria Change Feature Task Days in work-On board Blocked Days in queue Defect Maint Days Blocked
- 111. Visualize the Work Tracking Description: TR: 1245Size: M Business Value: As a … I want to … so that … Entry Date: Due Date: Start:Finish: Days in queue Days Blocked
- 112. Change Management Benefits of Visualizing Work Transparency Alignment Shared Goals Expand the Tribe
- 113. WIP and Multi-tasking A reduction in WIP also reduces bad multi-tasking which will help with the stability of the system
- 114. Determine & Visualize WIP Limits Work Queue WIP Limits as small as possible One or two stories per resource in each queue Use a limited item done buffers to keep work flowing – enough to keep the team busy but still avoid premature work and excess inventory WIP Limit Doing and Done Together Strive for lowest possible WIP Limits
- 116. Manual Testing Okay
- 117. PO Acceptance
- 118. Doco Complete
- 119. Design Complete
- 120. Test Case Examples Done
- 121. UIX Input Ready
- 122. Code Complete
- 123. Source Checked In
- 124. Unit Tests Green
- 126. Limit WIPPull and Swarming Limiting WIP highlights where the inherent variability of the system and work type has shifted the bottleneck WIP limits will block the line – responding to these blocks leads to swarming behavior Remember - flow trumps waste If the bottleneck is consistently in a specific location this points to a system level bottleneck that should be addressed
- 127. Measure and Manage Flow Lead Time / Cycle Time Waiting Time Blocks Issues – Work Not Ready Defects
- 128. Measure and Manage FlowOn the Card ED: Entry Date SPD: Start Processing Date FD: Finish Date Days in Queue: Count the blue dots Days Blocked: Count the red dots Calculate Total Waiting: SPD – ED + Blue Dots Total Lead Time: FD – ED Lead Time (Cycle Time): FD - SPD
- 129. Change Management Benefits of Managing and Measuring Flow Understand the system Create targets to organize around Promote data supported decisions Show costs and benefits Sustain improvements Promote higher maturity behavior
- 130. Make Process Policies Explicit Involve upstream and downstream stakeholders as collaborators to agree on the rules of the game. This will enable collaborative behavior later, when the system is put under stress. Use data to define and verify process policies.
- 131. Make Process Policies ExplicitService Level Agreements WIP Limits Lead-Time Targets Classes of Service Prioritization Negotiating Policy Due Date Performance Release Planning It is all about making commitments you can keep(most of the time)
- 132. Classes of Service Silver Bullet Expedite Fixed Delivery Date Standard Intangible
- 133. Change Management Benefits ofMake Process Policies Explicit Make promises you can keep Identify targets for upstream and in-team planning Enable collaborative behavior later, when the system is put under stress Build interest in the system Build trust in the team Delay commitment to the last responsible moment
Hinweis der Redaktion
- A physical whiteboard or corkboard although electronic boards can also be usedKanbans indicate where in the process a piece of work isThe board is typically organized into columns, each one of which represents a stage in the process or a work buffer or queueOptional rows indicating the allocation of capacity to classes of serviceEach kanban should have sufficient information, such as the name and ID of the work item and due date (if any), to enable project-management decisions by the team without the direction of a managerThe goal is to visually communicate enough information to make the process self-organizing and self-expediting at the team level. The board is directly updated by team members throughout the day as the work proceedsHigh-level blocking issues are discussed during daily stand-up meetings – the board provides status.
- Limiting work in progress reduces average lead timeImproves the quality of the work produced and thereby increasesoverall productivity of your teamReducing lead time also increases your ability to deliver valuable functionality frequentlywhich helps to build trust with your stakeholdersEvery team is different, you will have different WIP limits that you'll need to set and then evolve yourself based on empirical results from experimentation