[heading] - Mattias.pdf

7/28/2019 [heading] - Mattias.pdf

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Mattias Skarin

Kanban / Lean coachwww.crisp.se

Exploring kanban optionsas a Scrum Team

March 3, 2011

[email protected]


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Kanban

Signaling systemVisual

Limited in supply

Henrik Kniberg

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Visual Card


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The Kanban Formula

2011-03-05

Mattias Skarin 3

Y= [D (Tw+Tp) (1+a)] /AY= [D (Tw+Tp) ] /AY= [D (Tw+Tp) (1+a)] /A

Source: Kaneyoshi Kusunoki


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Kanban in SW development

Backlog Dev Done

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UAT Deploy5 3 2 3

FLOW Avg lead time: days2


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Visualize the workflow

Limit WIP (work in progress)

Measure & optimize flow

Use explicit policies (definition of Done, WIP limits, etc)

Pioneered byDavid Anderson

in 2004

SOLID Happy day DoD!


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A view on scrum

2011-03-05

Mattias Skarin 5

Flow

Cooperation modelContinuous

improvement

Prioritize

.. we can choose to apply a standardized or optimized solution to ourproblem


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Scrum cadences

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Mattias Skarin 6

Sprint Sprint

Release

Plan

Retro


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Kanban cadences

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Plan

Release

Kanban Dev Test Build Done!BL

Improve


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More prescriptive More adaptive

Process tools

Henrik Kniberg

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XP

(13)

Scrum

(9)

Kanban

(4)

Do Whatever

(0)

RUP

(120+) Architecture Reviewer

Business Designer Business-Model Reviewer Business-Process Analyst

Capsule Designer Change Control Manager

Code Reviewer Configuration Manager

Course Developer Database Designer

Deployment Manager Design Reviewer

Designer Graphic Artist Implementer Integrator

Process Engineer Project Manager Project Reviewer

Requirements Reviewer Requirements Specifier

Software Architect Stakeholder

System Administrator System Analyst Technical Writer

Test Analyst Test Designer Test Manager

Tester Tool Specialist

User-Interface Designer Architectural analysis

Assess Viability of architecturalproof-of-concept

Capsule design Class design

Construct architectural proof-of-concept

Database design Describe distribution

Describe the run-time architecture Design test packages and classes

Develop design guidelines Develop programming guidelines

Identify design elements Identify design mechanisms Incorporate design elements

Prioritize use cases Review the architecture

Review the design Structure the implementation

model Subsystem design Use-case analysis Use-case design Analysis model

Architectural proof-of-concept Bill of materials

Business architecture document Business case

Business glossary Business modeling guidelines

Business object model Business rules

Business use case

Whole team Coding standard

TDD Collective ownership

Customer tests Pair programming

Refactoring Planning game

Continuous integration Simple design

Sustainable pace Metaphor

Small releases

Scrum Master Product Owner

Team Sprint planning meeting

Daily Scrum Sprint review

Product backlogt Sprint backlog

BUrndown chart

Visualize the workflow Limit WIP

Measure and optimize flow Use explicit polices

Miyamoto Musashi17th century samurai

Do not develop an attachmentto any one weapon

or any one school of fighting

Business use case realization Business use-case model

Business vision Change request

Configuration audit findings Configuration management plan

Data model Deployment model Deployment plan Design guidelines

Design model Development case

Development-organizationassessment

End-user support mateirla Glossary

Implementation model Installation artifacts

Integration build plan Issues list

Iteration assessment Iteration plan

Manual styleguide Programming guidelines Quality assurance plan Reference architecture

Release notes Requirements attributes

Requirementsmanagement plan

Review record Risk list

Risk management plan Software architecture

document Software development

plan Software requirements

specification Stakeholder requests Status assessment

Supplementary businessspecification

Supplementary specification Target organization assessment Test automation architecture

Test cases Test environment configuration

Test evaluation summary Test guidelines Test ideas list

Test interface specification Test plan Test suite

Tool guidelines Training materials Use case model

Use case package Use-case modeling guidelines

Use-case realization Use-case storyboard

User-interface guidelines User-interface prototype

Vision Work order

Workload analysis model

Henrik Kniberg, 2009


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Lets take a walk..

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Productbacklog

Sprintplanning

Sprint Demo Retrospective

Product Owner

Team


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PRODUCT BACKLOG

The art of delivering value, without being sure

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Q: Should these patients share the samequeue?

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Option: Study your demand

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Cool Feature $$$

Infrastructure upgrade

Annoying customer bug

Legislation committment

ProductBacklog

Unfinished from last sprint


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Studying demand in a real team

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7

Value demand

Failure Demand

Average 28 %

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Option: Optimize on system level

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Analysis DevelopmentDesign Test

Flow, D. Reinertsen, 2008

Lets do Scrum

here


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Option: Agree on a portfolio strategy for asustainable pace

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Feature

Infrastructure

Customer bugReady fordev

Sprint #1 Sprint #3 Sprint #3

Smooth pace

WIP = 1/sprint. Do when arrive

WIP = Fill upto the WIP limit using me

WIP = 0,5/sprint.A little at a time, continuously


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Option: Decentralize decision making

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Ready fordev

Backlog In Dev DoneSupport

Team

Key stakeholder

Product Owner

Pheew.. Less detailsfor me to worry about


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Option: Limit your queues

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Late startadvantage!

Company A

Company B


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PLANNING

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Respecting WIP, but in different ways

Henrik Kniberg

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Sprint 1 Sprint 2 Sprint 3 Sprint 4

Long running task

Long running task

Scrum

Kanban

WIP limit = 3

4

2 1 4

Velocity = 11


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Option: Learn your cycle time to knowwhen you can ship

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Backlog Dev Done


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UAT Deploy3 2 3

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Free slot

Cycle time


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Option: Lightweight estimation

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SM L

Hours?Days?

Weeks?

S M L

T-shirt sizing SLA service level agreement

Example: SLA is 12 days Can we do this item within 12 days?

If yes:just pull it in. If no: reject it, or break it down, or

estimate/negotiate


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Option: Higher predictability, on whatreally matters

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Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story

Story Story

Story

Story

Story

Story

Story

Time

Throughput / Velocity

High

Medium

Low

Predictability

We have a

largecoordinationcost

No estimation,only continuous

delivery


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Big project effect

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Illusion: Invested sum != money lost

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$

Project A Project B

Project Bt + 1Project At + 1

Product backlog

Project A

Project B

Cost of delay

$ 1000

$ 9000


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Be careful with scheduling systems

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Time is up!Sprint

Debt

Debt

Debt

Time is up!Time is up!


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Option: Release when ready, frequently

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Release train

Is it good? Is it good? Is it good?

A


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IN SPRINT

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What does your sprint burndown looklike?

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A B


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Option: Try out WIP limits

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To do In Work Done


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Sun

Rob

Jane + Bob

Sprint burndown


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Option: Daily standup: Flow over activity

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Backlog Dev Done


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Team

1. [Point at story] 2. Anything blocking our flow? 3. Act


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TEAMWORK

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Kanban allows bothspecialists & generalists

Henrik Kniberg

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Backlog Design


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Trim Draw3 2 2 1 4 3

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Option: Start using existing roles

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Analyze Design Code Done!Req

Architect

Projectmanager

Manager

BusinessAnalyst

Product owner

Scrum

Scrum Master

Kanban


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Option: Expand team concept

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Concept To Doorem ipsum dolorsit amet, co nse

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In Dev Test


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Done Deploy3 2 2 1 4 3



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I now seewhats coming!

We can nowdemo what is blocking

flow

Scrum Team

Sysadmin

Customerfacing

We can track ourideas!

Sprint After sprintBefore sprint


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RETROSPECTIVES

Options to

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How many residents live here?

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..and how many live here?

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It is important tounderstand the problem

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Option: Visualize the problem

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Team A

Team B

Add training Stop half finished work


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Option: Quantify the problem

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0

5

10

15

20

25

30

35

40

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50

Where could production issues havebeen caught?


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Lookback: The Kanban Formula

2011-03-05

Mattias Skarin 49

?


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Every tool needs...

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Direction

A purpose

Are you using the toolor is it using you?

Second Generation Lean


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Expand your toolkit!www.crisp.se/utbildning

Mattias Skarin

Kanban Training for managers

June 2-3

David Anderson

Second Generation Lean- Learn the economics

May 12-13

Don Reinertsen

Kanban starting points on the web:http://www.crisp.se/kanban

http://www.limitedwipsociety.com

Leading Lean Software DevelopmentMay 19-20

Mary & Tom Poppendieck

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