What the heck is Kanban? - CodeMash 2014
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Transcript of What the heck is Kanban? - CodeMash 2014
Business Value…Achieved
What the heck is Kanban?
Stan Jónsson @sjonsson
CodeMash 2014
Business Value…Achieved
whoami
• Senior Consultant at Quick Solu<ons
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Before Kanban…
youtube.com/watch?v=vhre0_9oRt4
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Agenda
• Kanban basics • Real-‐world examples
• Advanced topic: metrics
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What is Kanban?
• Limited pull system – Limit work in progress
– Tasks are pulled along the produc<on line (work flow)
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Why limit work in progress? (WIP)
• The more tasks we start, the longer it takes for each task to get completed
VS.
Stop Star<ng… Start Finishing!
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Why limit WIP? Cont.
• Improved Quality
• Financial Reasons / Value Realiza<on – 10 features that have been coded but not tested => no value yet => inventory => costs us $
– 5 features that have been coded, tested and deployed => value realized => poten<al $ in the bank
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Why limit WIP? Cont.
Strategy
Goal
Problem
Sys Analysis Design Development Test Bus Dev Deploy
Holmberg, Ekstrand, Brännström, www.softhouse.se
Kanban says: -‐ No one is allowed to work more than the bo'leneck can handle!
Kanban says: -‐ Otherwise the company will produce less!
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Kanban Core Practices
Visualize Workflow
Limit Work in Progress
Manage Flow
Make Policies Explicit
Improve Collabora-‐<vely, Evolve Experi-‐mentally
David Anderson, www.agilemanagement.net
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Visualize & Manage Flow
Limit WIP
Make Policies Explicit
Henrik Kniberg, www.crisp.se/henrik.kniberg
Business Value…Achieved Henrik Kniberg, www.crisp.se/henrik.kniberg
Day in Kanbanland
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• Usually not <me-‐boxed • Usually don’t es<mate, beyond shirt-‐sizing
• Demos op<onal
• Less prescrip<ve
How does Kanban differ from Scrum?
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Real-World Example
• Hugsmiðjan – Maker of Eplica CMS
– 27 employees – Located in Reykjavík, Iceland
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Why Kanban?
• To many projects going on • Management lacked oversight of projects • Hard to answer ques<ons about when things will get done
• Projects were running over budget • Not working together as a team
Challenges we were hoping to address:
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Hugsmiðjan cont.
• Ver<cals – Produc<on:
• Graphic Design • Front-‐end development (HTML/JavaScript/CSS) • Back-‐end development (Java) • QA
– Support: • Sales, Customer Support, PM, Management
• My role – Development Manager / Team Lead
December 2009 – Five People Cross-functional Team
Next Analysis Grapic Design
Web Dev
Back-‐end Dev Setup QA Done
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September 2010 – One Board, Entire Company
Other Tasks
New Standard Web Sites
Project A
Project B
Project C
Project D
Analysis Design Web Dev Back-‐end Dev
Setup QA/Demo Done
Ticket Templates
Improvement to exis<ng web site
New web site
Internal improvement
Bug fix
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Focus of Stand-ups
• Run through blockers and panic-‐<ckets • Briefly discuss key <ckets • Any lengthy discussion forked off to side mee<ng
• Make sure board up-‐to date & WIP limits respected
March 2011 – Major Change Separate Analysis Table & Two Implementation Tables
Analysis Implementa<on
Service Tickets
Tickets w. Flow
Web Dev Back Dev Sys Adm
Setup
Leads Analysis Contr. Wirefr. Ready to Impl Next In Progress QA Done
Kickoff Web Dev Back. Dev Setup/QA Delivered
June 2012 – Implementation Tables Combined Again Sales Moved to Another Table
Ready for Design
In Design
Ready for Impl.
Svc Desk Web Dev Back. Dev QA Next Done
Sys Admin
Running in prod
Wai<ng on cust.
Graphic Design Implementa<on
Not Started In Progress QA Ready to Demo
Back-end Dev Team Doing Scrum
Kanban & Scrum Integration Kickoff Web Dev Back. Dev QA Next
Sprint User Stories
Support
In Sprint
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Retrospectives Key to success
• Concrete goal
• Assign owners
Improvements
Not Started
In pro-‐gress
Goal achieved
Root cause analysis
Pleasant Frustra<ng
Strange Bad
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Benefits Realized
• Visualiza<on of workflow – General employee awareness of ongoing projects – A plarorm for us to itera<vely improve our workflow
• Beser understanding of project statuses • Beser handling of roadblocks and escala<on of issues
• Experienced to some extent: – Reduc<on of WIP – Coopera<on on individual <ckets
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Challenges
• Getng people to follow the process • Getng people to respect WIP limits
• Getng people to team up on <ckets
• Handling excep<ons to flow • Extrac<ng and using metrics
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Metrics
Lead Time
Cycle Time
Over a given period of time
Throughput
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Metrics
Ticket Type Days (average)
Feature Request 12.4
New Web Site 37.0
Bug Fix 5.2
Internal Improvement
20.2
Lead Time Cycle Time
Throughput last 4 months
Start Feature Request
New Web Site
Bug Fix Internal Improvement
TOTAL
April 8 6 4 3 21
March 11 4 3 1 19
February 7 4 5 0 16
January 5 7 5 1 18
Ticket Type Days (average)
Feature Request 4.7
New Web Site 24.3
Bug Fix 2.1
Internal Improvement
6.3
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Statistical Process Control Chart
David P. Joyce, leanandkanban.wordpress.com. Track for...
Lead Time Cycle Time Throughput
Bugs Feature Requests New Web Site Internal Improvements
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Questions?
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Summary
• Covered basics of Kanban • Showed that it is an ever evolving process, with focus on con<nuous improvement
• Useful tool for management – But not a magic bullet
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Further Reading & Contact Info
Free download!
bit.ly/19WjDkW
@sjonsson www.sjonsson.com
sjonsson@quicksolu<ons.com