Kanban Overview And Experience Report Export Full

Kanban Overview and Experience Report

David JoyceBBC Worldwide

1Monday, 7 December 2009

Kanban Overview

Kanban is a transparent, work-limited, value pulling system.

Eric Willeke - Kanbandev Yahoo! group


Use a transparent method for viewing work, and organising the

team

Start with what you do now.

Modify it slightly to implement pull

David Anderson3Monday, 7 December 2009

Use a transparent method for viewing work, and organising the

team

Limit WIP and pull work when the team has capacity.

Stop Starting - Start Finishing!

Evolve from there by recognising bottlenecks, waste and variability that affect

performance

Start with what you do now.

Modify it slightly to implement pull

David Anderson3Monday, 7 December 2009

Work in Process


Work in Process

Because we want to deliver new value quickly, we want to limit the amount of work that we take on at one time

We want to finish items before starting others


Pull Work not Push


Pull Work not Push

There is a queue of work, which goes through a number of stages until its done.


Kanban Pull

Step 1 DoneStep 2 Step nBacklogIn

ProcessIn

ProcessIn

Process


Kanban Pull

Step 1 DoneStep 2 Step nBacklogIn

ProcessIn

ProcessIn

Process

Flow


Kanban Pull With Limits


Kanban Pull With Limits

That looks very like a typical Agile Task Board.

However, there is one more important element which really defines a Kanban system - limits.

There are two basic limitsWIP limits and Queue limits


WIP Limits


WIP Limits

Governs the maximum number of work items that can be in that state at any instant


Queues and Queue Limits


Queues and Queue Limits

A queue distinguishes work that is eligible to be pulled, from work that is still in process.

The queue allows for slack


Queues and Limits

…

Step 1 DoneStep 2 Step n…BacklogIn

Process QueueIn

Process QueueIn

Process


Queues and Limits

…

Step 1 DoneStep 2 Step n…BacklogQueue In

Process QueueIn

Process QueueIn

Process(3) (2)


Leading Indicators

Agile development has long rallied around “inspect and adapt”.

Early agile methods built their feedback around velocity.

This is a trailing indicator.

With the regulating power of limits, it tells you about problems in your process, while you are experiencing the problem!


Bottlenecks - Stall


Bottlenecks - Vacant Space


Kanban Workflow


Kanban Workflow

We ensure the right work is done at the right time, rather than who is doing the work.


New Kind of Standup


A New Kind of Planning


A New Kind of Planning

Planning can be ‘de-coupled’


Releasing


Releasing

Releasing can be ‘de-coupled’


Iterations

Iterative Development Without Iterations

18

length

time

Monday, 7 December 2009

Retrospectives


Retrospectives

We have more choice on when and how to reflect and improve


De-Coupling


Metrics

21

Metrics are a tool for everybody

The team is responsible for its metrics

Metrics allow for continuous improvement

Red, Amber, Green is not enough.


Cumulative Flow


Work Breakdown

23


Kanban for Everyone


25

Lean Decision Filter


25

Lean Decision Filter

1. Value trumps flow

Expedite at the expense of flow to maximise value

2. Flow trumps waste elimination

Increase WIP, if required to maintain flow, even though it may add waste

3. Eliminate waste to improve efficiency


Kanban Usage

26


Kanban

John Seddon - Freedom from Command & Control

Summary


Experience Report

Eric Willeke - Kanbandev Yahoo! group


Kanban began in one product

team in mid 2008


Continually evolving...


team in mid 2008


The Kanban “flu”soon spreads to

other teams


Application Support


other teams


Application Support

Product Teams


other teams


Application Support

Product Teams

Design Team


other teams


Application Support

Product Teams

Design Team

COTS Team


other teams


Now entering newterritory


Had looked at Agile before



Had looked at Agile before

small team sizes didn’t fit

specialisation

constant mix of new development & support

irregular release cadence



Future Media & Technology!

!"#$%&'()*



!"#$%&'(')*#+,#-'#&+'

.*+%*-/0'1.&2&,.,3'

"45*.6%4%&78'


!"#$%&'()*


No Single Solution

Based on a set of principles

Better practice NOT best practice

David Anderson

Coupled with sound engineering practices and a team willing to reflect, adapt and

improve


No Single Solution



Focus on Quality

Reduce WIP, Deliver Often

Balance Demand against Throughput

Prioritise

Recipe for success

David Anderson


improve


No Single Solution



Focus on Quality



Prioritise

Recipe for success

David Anderson


improve

Reduce variability


No Single Solution



Focus on Quality



Prioritise

Recipe for success

David Anderson


improve

Reduce variability

Let the data tell you,what to do with the data


No Single Solution



Focus on Quality



Prioritise

Recipe for success

David Anderson


improve

Reduce variability

Statistical Control

Let the data tell you,what to do with the data


Lead Time

Mean reduced from 22 to 14 days (33%)50% drop in the spread in variation.Each of the outliers were proved to be special cause.

Data split at financial year end and in July38Monday, 7 December 2009

Development Time

Mean reduced from 9 to 3 days (67%)77% drop in the spread in variation.The major reduction factor has been to limit work in process.


# Live Defects

Reduction in lead and cycle times, and increase in throughput are not at the expense of quality. Number of live bugs is within statistical control, and seeing a reduction since July.

Data split at end and in July40Monday, 7 December 2009

# Days Blocked

Mean reduced from 25 to 5 days (81%)Large drop in the spread in variation.The outliers was proved to be special cause, waiting for a 3rd party. # blockers actually increased.


Throughput

Upward trend. Rising to almost every working day.Expected as code base is decoupled, work items broken into MMFs, and cycle time reduces.


Scrum to Kanban

43


Scrum to Kanban

Engineering Time

Mean reduced from 10 to 4 days (60%)64% drop in the spread in variation.

Data split at end and in July

43


Kanban


Summary


Scrumban

45

Scrumban is useful for existing Scrum teams, who are looking to improve their

scale or capability


46

More information on Kanban

My blog http://leanandkanban.wordpress.com/

Kanban community site http://www.limitedwipsociety.org

Kanban for Software Engineering http://bit.ly/hz9Ju

Soon to be published academic paper on BBCW and Kanban case study


http://leanandkanban.wordpress.com

http://leanandkanban.wordpress.com

http://wwlimitedwipsociety.org

http://wwlimitedwipsociety.org

http://bit.ly/hz9Ju

http://bit.ly/hz9Ju

Thank you


Questions?


Kanban Overview And Experience Report Export Full

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