KANBAN – NOT „YET ANOTHER DEVELOPMENT PROCESS“ (FLORIAN EISENBERG) - LKCE13

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Way too often is Kanban portrayed as an agile, flow based development process close to the classical waterfall competing with Scrum. Kanban is supposed to unite all the advantages that waterfall processes offer (like clearly defined responsibilities, working in specialization, and all of that really efficiently!) with the agility of Scrum. You’re successful, however, without planning, estimation, nobody hast o leave their comfort zone. Awesome, isn’t it!? But that isn’t really Kanban. It’s just FAKE – False, accumulated Kanban expectations. Kanban is, contrary to a lot of expectations, a evolutionary change management method. A central aspect of this method is the establishment of a work-in-progress limited pull system. Through this system, demand is approached to the real system capacity. Limiting the work-in-progress and the other five core practises create a pressure for change. The four principles support changing the system evolutionary and collaboratively. The basics of Kanban – principles and practises – will be presented and discussed during this talk. It is directly especially at an audience with no or little knowledge of Kanban as a change management method. Kanban can be implemented deeply or, the majority of implementations I see, in a shallow way. Therefore, members of the audience who are already using visualization as a first practice should be able to take away fresh impulses.

Transcript of KANBAN – NOT „YET ANOTHER DEVELOPMENT PROCESS“ (FLORIAN EISENBERG) - LKCE13

Kanban

Donnerstag, 7. November 13

Florian Eisenberg

Consultant for agile product development

-Accredited Kanban Trainer

Kanban Coaching Professional

Donnerstag, 7. November 13

Donnerstag, 7. November 13

Donnerstag, 7. November 13

We‘re not doing Scrum any more...

We have a Kanban process now!

Donnerstag, 7. November 13

Waterfall project management is too

slow for us.

We have a Kanban process now!

Donnerstag, 7. November 13

Evolutionary, incremental Change-Management

Kanban

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Change-Management

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Donnerstag, 7. November 13

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Donnerstag, 7. November 13

Donnerstag, 7. November 13

Donnerstag, 7. November 13

Donnerstag, 7. November 13

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Revolution

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Evolution

Donnerstag, 7. November 13

Evolutionary, incremental Change-Management

Kanban

Donnerstag, 7. November 13

Waste

Muda

MuraMuri

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Waste

Muda

MuraMuri

Waste

Donnerstag, 7. November 13

Waste

Muda

MuraMuri

Waste

Overburdening

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Waste

Muda

MuraMuri

Waste

Overburdening Variability in flow

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Start with what you do now.

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Backlog Next Analyse Develop Done

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Backlog

I‘ve got nothing to do!

Next Analyse Develop Done

3 4

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Backlog Next Analyse Develop Done

3 4

Donnerstag, 7. November 13

Backlog Geplant Analysieren Entwickeln Fertig

5 3 4

???

Donnerstag, 7. November 13

Backlog Geplant Analysieren Entwickeln Fertig

5 3 4

Donnerstag, 7. November 13

Backlog Geplant Analysieren Entwickeln Fertig

5 3 4

Tests rot.

Herr Schmidt ist nicht

erreichbar

Herr Schmidt ist nicht

erreichbar

IUT nicht fertig

IUT nicht deploybar

Wartet auf Betrieb wg.

Rückfrage DB

Donnerstag, 7. November 13

Tests rot.Herr Schmidt ist nicht erreichbar

Herr Schmidt ist nicht erreichbar

IUT nicht fertigIUT nicht deploybar

Wartet auf Betrieb wg. Rückfrage DB

Collect BlockersCustomer interaction Technical

capabilities

Investments in technology

Donnerstag, 7. November 13

QualityDonnerstag, 7. November 13

Multitasking

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Lower the water level

http://www.flickr.com/photos/dcysurfer/4887143149Donnerstag, 7. November 13

Limiting Work-in-Progress

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http://www.flickr.com/photos/bertknot/8124135825/Donnerstag, 7. November 13

Backlog Geplant Analysieren Entwickeln Fertig

Overburdening & Variability in flow

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Backlog Geplant Analysieren Entwickeln Fertig

Variability addressedOverburdening

3 4

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Capabilities

Demand

M. CzekszentmihayliDonnerstag, 7. November 13

Capabilities

Demand

BoredomBoredom

M. CzekszentmihayliDonnerstag, 7. November 13

Capabilities

Demand

BoredomBoredom

Anxiety

M. CzekszentmihayliDonnerstag, 7. November 13

Capabilities

Demand

BoredomBoredom

FlowAnxiety

M. CzekszentmihayliDonnerstag, 7. November 13

Capability Demand

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CapabilityDemand

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Capability

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Improve capability

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Demand

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Failure DemandValue Demand

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Kanban-System

1. Form demand2. Eliminate failure demandCapability erhöhen

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Kanban-System

Work-in-progress limited Pull-System

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Great Utilisation!

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Great Utilisation!

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Great Utilisation!Start everythingsimultaneously

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Creative Commons, Author: epSos.de

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Great Utilisation!Start everythingsimultaneously

Donnerstag, 7. November 13

Great Utilisation!Start everythingsimultaneously

Donnerstag, 7. November 13

Great Utilisation!Start everythingsimultaneously

Donnerstag, 7. November 13

Great Utilisation!Start everythingsimultaneously

Early feedback

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Great Utilisation!Start everythingsimultaneously

Early feedback

Donnerstag, 7. November 13

Great Utilisation!Start everythingsimultaneously

Early feedback

Late commitment

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http://www.flickr.com/photos/amalakar/8111811112

Speed

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http://www.flickr.com/photos/amalakar/8111811112
http://www.flickr.com/photos/amalakar/8111811112

Little‘s law:

Throughput

Work-in-progressLead time =

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Little‘s law:

Throughput

Work-in-progressLead time =

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Next Analyse Develop Done

Less variability in flow

5 3 4

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Next Analyse Develop Done

Less variability in flow

5 3 4

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Next Analyse Develop Done

Less variability in flow

5 3 4

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Next Analyse Develop Done

Less variability in flow

Cost of Delay, Risk, Dependencies

5 3 4

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Next Analyse Develop Done

Less variability in flowChanged overburdening to

collaboration

Cost of Delay, Risk, Dependencies

5 3 4

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Cost of Delay, Risk, Dependencies

Next Analyse Develop Done5 3 4

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I can decide at a very late point in time and get it faster.

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Backlog Geplant Analysieren Entwickeln Testen

3 4

...

2

1* AA

1!!!

A++

Boss!

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Backlog Geplant Analysieren Entwickeln Testen

3 4

...

2

1* AA

1!!!

A++

Boss!

Let‘s change something!

Donnerstag, 7. November 13

1!!!

Backlog Geplant Analysieren Entwickeln Testen

5 3 4

...2

1*

AA

A++

Boss!

Queue Replenishment

Donnerstag, 7. November 13

The problem is not the problem.

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6 practices

Visualize

Limit work-in-progressManage the flow

Make process policies explicitDevelop

feedback cycles

Improve collaboratively, evolve experimentally

(using models & scientific method)

Donnerstag, 7. November 13

Grundlage: 4 Prinzipien

I. Beginne dort, wo du dich gerade befindest.

II. Schaffe ein gemeinsames Verständnis, dass inkrementelle und evolutionäre Veränderung angestrebt wird.

III. Respektiere anfänglich aktuelle Rollen, Verantwortlichkeiten und Job-Titel.

IV. Sorge für Leadership auf allen Ebenen.

Donnerstag, 7. November 13

Kanban• Change-Management

• Develop solutions for muri und mura

• Kanban system / WIP-limited pull system

• Discussion and collaborative improvement

• Improve towards service orientation

• Organizational change capability

• evolutionary and incremental

Donnerstag, 7. November 13

Teaser

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Relevance to customer

Variability in flowOverburdening

2

- Queue Replenishment- Scrum

1

- Personal Kanban- Team Kanban

3

- Kanban on parts of the value stream

4

- Portfolio of your enterprise

Donnerstag, 7. November 13

Questions?

Florian Eisenberg

@fjeisenberg florian.eisenberg@it-agile.de

+49 172 429 76 28

www.it-agile.de

Donnerstag, 7. November 13

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