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Team Members and Stakeholders can:
Intro to Lean / Kanban & LeanKit Capabilities
Team Members and Stakeholders can:
“WATERFALL” planning is slowly dying
© LeanKit, Inc. 2013
“By 2014 organizations will invest 30% less time & money in traditional IT project management than in 2010.” – Gartner PPM Summit 2013
Requirements
Design
Develop
Test
18+ months?!
Team Members and Stakeholders can:
© LeanKit, Inc. 2013
1960s-1980s 1980s 1990s 2000s Today
TOC
Just-In-Time
Kanban
Lean Manufacturing
Lean Healthcare
Lean Software Development
Lean Enterprise
ToyotaProduction
System
Six Sigma
TQM
Agile
XP
Scrum
Focus on rapid system flow and feedback vs. planning & “efficiency.”
As IT catches up with the Lean movement
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer CommitmentDeliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Lean Principles and techniques have adapted well to the IT context
Team Members and Stakeholders can:
© LeanKit, Inc. 2013
Release 1Iteration 1
Iteration Planning Daily Standup Demo / Retro
Iteration n
Iteration Planning Daily Standup Demo / Retro
Iteration Backlog
Fixed Time/Resources vs Scope
Not Done
Iteration Backlog
Not Done
Ideas
Product Backlog
Release Planning
Release Backlog
But find it an uncomfortable fit and shift to a Scrum-but variation OR are …
Many IT teams aim for Scrum
Product Owner
Scrummaster
Team Members and Stakeholders can:
1. Visualize the current workflow
2. Limit Work-in-Progress (WIP)
3. Manage towards smooth work flow
4. Make process policies explicit
5. Implement rapid feedback loops
6. Improve collaborativelyusing Kanban to introduce Lean
© LeanKit, Inc. 2013
Adopting the Kanban Method Kanban has proven an especially good fit for organizations that need to evolve into Agile versus struggling through sudden radical change
Team Members and Stakeholders can:
© LeanKit, Inc. 2013
In IT Kanban usually means a card wall, either physical ……
bottlenecks
Team Members and Stakeholders can:
© LeanKit, Inc. 2013
…… or electronic, to support organizational scaling and analytics
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“Back” of cards can store additional info, comments, history, & attachments
Team Members and Stakeholders can:
Project A Project B Project C Project Z
Infrastructure QADevelopment
Road Map
Drill-down hierarchies link strategy to execution via a simple view that anyone can grasp easily
Team Members and Stakeholders can:
Visualize work in other systems
Pre-built integrations for 200+ systems with a robust API for custom needs
Team Members and Stakeholders can:
Accurate delivery speed measures can support SLAs
In time, better decomposition & effective categorization can replace estimates
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Control charts allow targeted process improvement
Easily see typical delivery patterns vs outliers and drill into them
Let’s investigate this!
Team Members and Stakeholders can:
Simulate projects using your historical data
Team Members and Stakeholders can:
(C) LeanKit, Inc. 2013
Understand possible outcomes & improvement options
Monte Carlo is easier, faster, and more accurate than traditional scheduling
It’s not just about project cost. How much benefit did you lose?
Team Members and Stakeholders can:
Large LEDs mimic physical. Mobile help managers
Team Members and Stakeholders can:
Team Members and Stakeholders can:
BBVA/Atos – Madrid, Spain
Improved Response Time by 79%Improved Resolution Time on Priority Work by 31%
Team Members and Stakeholders can:
Government of Ontario, Canada
Team Members and Stakeholders can:
© LeanKit, Inc. 2013
The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business WinGene Kim, Kevin Behr, George Spafford
Implementing Lean Software Development: From concept to cashMary and Tom Poppendieck
Kanban: Successful evolutionary change for your technology businessDavid J. Anderson
FURTHER READING
visit leankit.com
