Kanban

violet pill

Gaetano Mazzanti @mgaewsj

Gama-Tech

no change disruptive change

révolution?

inspired by Joakim Sunden

changes often end up being local: big impact on a few people, small/no impact on the whole org

a storm in a glass?

change impacts

just here

company

technical dept

SW teams

(scared) orgs, prefer small improvements, no change in roles and responsibilities (and they don’t like to be told that managers should be kept out of the loop)

no cross functional team?

no product owner?

firefighting?

people working on multiple projects?

scared to change?

sometimes you cannot

transform first

observe, visualize work, apply continuous improvement,

then transform

Purpose > Observe, Measure > Method

method should come last!

a complex journey, known destination

same pattern: Code Product Process

(BTW you need a Vision…)

un  

un

Kanban 101

make work visible limit Work In Process (WIP) help work to flow

kanban vs Kanban 1950 2004

kanban & JIT in manufacturing

only what is needed only in the amounts needed only when it is needed

pull

simple kanban home milk delivery

muri, mura, muda

if you can’t see it you can’t manage it

Limit WIP

let work flow let work flow

context matters

principles of the Kanban method

start with what you do now pursue incremental, evolutionary change respect the current process, roles, responsibilities & titles

David J Anderson

five core properties

visualize the workflow limit WIP manage flow make process policies explicit improve collaboratively (let people design their own process)

yes, and…

two rules for improv…isation: 1.  agree 2.  add

EMENT  Tina Fey

“the aim of kanban is to make troubles come to the surface and link them to kaizen activity”

Taichi Ohno, 1984

map the mess

workflow bottlenecks

queues teamwork

time type of work

visible make

empower the team to fix it

expose dysfunctions

do you keep stinky food in the fridge?

visualize your actual work(flow)

backlog   to do   in progress   done  test  

B  

C  

D  

F  E  

A  

visualize your actual work(flow)

backlog   to do   in progress   done  test  

B  

C  

D  

F  E  

A  

visualize your actual work(flow)

backlog   to do   in progress   done  test  

B  

C  

D  

F  E  

A  

visualize your actual work(flow)

backlog   to do   in progress   done  test  

B  C  

D  

F  E  

A  

visualize your actual work(flow)

backlog   to do   in progress   done  test  

B  

C  

D  

F  E  

A  

limit WIP

backlog   to do   in progress   done  test  

D  G  

H  

J  I  

F  

B  

A  E  

C  

limit WIP measure flow

backlog   to do   in progress   done  test  

D  G  

H  

J  I  

F  

B  

A  E  

C  

cycle time  

lead time  

why should we limit WIP?

Little’s Law

cycle time =

WIP / throughput (throughput = average completion rate)

Little’s Law

length of queue =

arrival rate * average wait time

why should we limit WIP?

why should we limit WIP?

too much WIP increases cycle time

too much WIP leads to queues

queues lead to delays queues lead to multitasking

queues lead to … many additional dysfunctions (variability, lower quality, demotivation, higher risks, etc.)

Cost of Delay

source David J Anderson

causes of delay

multitasking sucks

ABC  ABC  ABC  AAA  BBB  CCC  

working  4me  context  switching  4me  0  

20  

40  

60  

80  

100  

1   2   3   4   5  

working  4me   context  switching  4me  

number  of  simultaneous  projects  

percen

t  

source Jerry Weinberg

multitasking sucks multitaskers optimize for capacity,

not for throughput

ABC  ABC  ABC  AAA  BBB  CCC  

let work flow

backlog   to do   in progress   done  test  

D  G  

F  

B  

A  E  C  H  

J  I  

can’t push anything here  

let work flow

backlog   to do   in progress   done  test  

D  G  

F  

B  

A  E  C  H  

J  I  

let work flow

backlog   to do   in progress   done  test  

D  G  

F  

B  

A  E  

C  H  

J  I  

let work flow

backlog   to do   in progress   done  test  

D  G  

F  

B  

A  E  

C  H  

J  I  

who’s working on what?

backlog   to do   in progress   done  test  

D  G  

H  

J  I  

F  

B  

A  E  

C  

total WIP

backlog   to do   in progress   done  test  

D  G  

H  

J  I  

F  

B  

A  E  

C  

total WIP = 4  

buffers

backlog   to do   in progress   done  test  

D  

G  H  

J  I   F  

B  

A  

E  

C  

[

[

buffers with no WIP limit

backlog   to do   in progress   done  test  

D  

I  

J  

L  K  

G  

B  

A  

E  

C  

F  

H  

no WIP limits => queue

backlog   to do   in progress   done  test  

G  

L  

N  

P  

F  B  

A  

E  

C  D  

K  M  

O  

H  

J  I  

Q  

no WIP limits => queue

backlog   to do   in progress   done  test  

L  

N  

P   B  

A  K  M  

O  

Q  

flow = speed * density

Km per hour

vehicles per hour

flow = speed x density

vehicles per Km

Km per hour

density flow

speed

queues cumulative flow diagram

time

cumulative quantity

WIP

cycle time

cumulative flow diagram large batches => long queues

time

cumulative quantity

cumulative flow diagram small batches => short queues

time

cumulative quantity

what to do next (help)

backlog   to do   in progress   done  test  

D  

F  A  

E  

C  

B  

G  

H  

J  I  

what to do next (pull)

backlog   to do   in progress   done  test  

D  

F  A  

E  

C  

B  

G  

H  

J  I  

stuck (cannot break WIP limit)

backlog   to do   in progress   done  test  

D  G  H  

J  I  

F  

B  

A  

E   C  

stuck (nothing to pull)

backlog   to do   in progress   done  test  

D  E  G  

I  H  

F   B  

A  

C  

slack (%)

absorb variations

% capacity utilization

queue size

queue size grows exponentially at high capacity 0  

5  

10  

15  

20  

25  

0   10   20   30   40   50   60   70   80   90   100  

no testers

non-instant availability

non instant availability external parking

what’s on a stickie?

this is just an example

ID 326

As a user I want to So that

due date 12 Nov 2011

blocked

type of work

types of work

standard due date

expedite bug

classes of service and WIP

standard work = 60%

expedite = 10%

due date = 20%

bug = 10%

classes of service, WIP, expedite lane

backlog   to do   in progress   done  test  

D  

H  

J  I  

F   B  

A  E  

C  

6  

M   L   K  

2  

1  

1  

O  

Q  

N  

P  

EXPEDITE LANE  

G  

cost of delay & classes of service

cost    

6me  

cost    

6me  

cost    

6me  

explicit policies

backlog   to do   in progress   done  test  

=>  Done:  -­‐  Acceptance  Tests  verified  on  test  server  -­‐  Signed  Off  by  Marke6ng  -­‐  Test  coverage  >  80%    

=>  In  Progress:  -­‐  Acceptance  Test  defined  

-­‐  standups  at  11.45  am  -­‐  2  hours  pairing  3  days/week  -­‐  retrospec6ve  every  Friday  at  2pm  

multiple projects

project A

project B

project C

multiple projects

backlog   to do   in progress   done  test  

J   F   B  

A  E  

C  

M   L   K  

O   H  

G  

D  

N  

people working on

multiple parallel projects

portfolio Kanban

ouch!

portfolio Kanban one month later

world is not linear…

backlog   to do   in progress   done  test  

multiple routes

backlog   to do  

L  

M  N  

BACKLOG  

deploy   done  

B  

A  C  

DONE  

design   code  

D  

E  H  

DEVELOPERS  test  

script   test  

G  

F  I  

SUPPORT  

networked Kanban

source Jurgen Appelo

Kanban is not a process Kanban is something that is overlaid over an existing process Kanban is a catalyst for change

a drug for all seasons

Agile Teams running out of steam

process maturity

chaotic

traditional

gateway drug theory

softer drugs (Kanban) can lead to harder drugs (Scrum, XP, whatever…)

Michael Sahota

a trojan horse?

dogma? no, thanks

don’t stop improving

don’t stop improving

time

process

Z Z Z Z Z  

overburden

task switching

command & control

Kan’t Ban?

Kan…but? YES BUT

it’s a never ending journey

enjoy the ride

learn from the people plan with the people begin with what they have build on what they know

Lao-Tzu

Gaetano Mazzanti @mgaewsj Gama-Tech

Kanban

it’s a never ending journey

enjoy the ride

Gaetano Mazzanti @mgaewsj Gama-Tech

Kanban