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Agile, Lean and Kanban for Project Management
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About Dimitri PonomareffDimitri Ponomareff (www.linkedin.com/in/dimka5) is a Coach. Whether it's a sports team, software products or entire organizations, Dimitri has that ability to relate and energize people. He is consistently recognized as a very passionate and successful change agent, with an overwhelming capacity to motivate and mobilize teams on their path to continuous improvements. He is a master facilitator, as well as a captivating speaker with consistent, positive feedback regarding his ability to engage an audience.
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As a certified Coach, Project Manager and Facilitator of "The 7 Habits of Highly Effective People", Dimitri brings a full spectrum of knowledge in his delivery of methodologies. Through teaching by example, he is able to build teams of people who understand where to focus their work to generate the most value.
He has coached and provided tailor-made services and training for a multitude of organizations. The short list includes, American Express, Charles Schwab, Bank of America, Morgan Stanley, Choice Hotels International, JDA Software, LifeLock, First Solar, Mayo Clinic and Phoenix Children's Hospital. Dimitri enjoys his work, and does everything to ensure he shares his knowledge with others who seek it.
Agenda
●Agile●Lean●Lean IT●Value-Stream Mapping●Root Cause Analysis●Kanban●Cumulative Flow Diagram●Scaled Agile Framework (SAFe)●Muda, Mura and Muri●Kaizen
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Lean
Principles1. Eliminate waste2. Amplify learning3. Decide as late as possible4. Deliver as fast as possible5. Empower the team6. Build integrity in7. See the whole
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Lean IT● IT “manufactures” valuable products/services to its customers● Lean IT applies to the development and management of Information
Technology (IT) products/services● Lean IT focuses on the elimination of waste, where waste is work that adds
no value to a products/services● Lean IT seeks to improve organizational alignment
Lean IT Principles (Purpose, Process, People)1. Respect for People2. Pursuit of Purpose3. Constancy of Purpose4. Proactive Behavior5. Quality at the Source6. Voice of the Customer7. Flow/Pull/JiT8. System Thinking 9. Culture
Steven C. Bell 'Lean IT, Enabling and Sustaining Your Lean Transformation'
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Root Cause Analysis
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Kanban
Kanban literally means "signboard" or "billboard".
It's not an inventory control system; it's a pull scheduling system that tells you what to produce, when to produce it, and how much to produce.
4 Principles1. Start with what you do now2. Agree to pursue incremental, evolutionary change 3. Respect the current process, roles, responsibilities and titles4. Encourage acts of leadership at all levels
5 Properties 1. Visualize the workflow2. Limit work-in-progress (WIP)3. Measure and Manage the flow4. Make process policies explicit5. Improve collaboratively using models and empirical evidence
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Toyota’s Kanban System
Philosophy of complete elimination of waste"Just-in-Time" means making "only what is needed, when it is needed, and in the amount needed."
Source: http://www.toyota-global.com/company/vision_philosophy/
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Kanban Board - Start
a
b
to do in process doneStart with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with the cards.
The key is to setup an easy way to visualize the work, and create an area for social interactions.
c
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Kanban Board - Start
a
b
to do in process doneStart with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with the cards.
The key is to setup an easy way to visualize the work, and create an area for social interactions.
b
a
to do in process doneA problem with such a simplistic board, is the lack of rules and the concept of time-boxing.
A typical problem is accumulating too much work in progress (WIP).
Kanban is more than just adding work items on a board, it's also applying a PULL process.
ab a
b acc
c
a
c
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Kanban Board - Start
a
b
to do in process doneStart with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with the cards.
The key is to setup an easy way to visualize the work, and create an area for social interactions.
b
a
to do in process doneA problem with such a simplistic board, is the lack of rules and the concept of time-boxing.
A typical problem is accumulating too much work in progress (WIP).
Kanban is more than just adding work items on a board, it's also applying a PULL process.
ab a
b acc
c
a
to do in process doneTo truly embrace Kanban, we must regulate the volume of cards on the board. This can easily be accomplished by identifying clear thresholds associated to better defined stages of work (columns).
Another improvement is to set a multi-tasking limit per user (2) and using late binding of tasks to owners. Note that not all team members must have 2 tasks with their names, this is a maximum of 2.
b
c
a
ready
a
c
c
52
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Kanban Board - Mechanics
to do in process done
b
c
a
ready
a
c to do in process done
b
c
a
ready
a
c to do in process done
b
c
a
ready
a
c
a
1. Team member A completes a card and moves it to the "done" column.
2. Team member A pulls a new card from the "ready" column and starts working on it by placing it in the "in process" column. 3. The team responds to the
pull event and selects the next priority card by moving it to the "ready" column.
2
5
5
5
2
2
2
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Kanban Board - Flow
Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow.
to do in process done
b
c
ready
a
c
b
to do specify done
bc
ready
a
c
b
execute
2 5 2 2 3
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Kanban Board - Flow
Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow.
a
backlog specify done
b
ready
a
cb
complete execute
c
to do in process done
b
c
ready
a
c
b
to do specify done
bc
ready
a
c
b
execute
2 5 2 2 3
28 3 2
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Kanban for Portfolio Management
Queue In Process Release Done
Concept Scope Development Testing
Project Team #1
Project Team #2
Project Team #3
6 5 2
Kanban for Architecture
Queue In Process Release Done
ModelingAnalysis Development Testing
Service #1
Service #2
Service #3
6 5 2
Backlog In Process Done
Production
Release
Dev Support
Project A
Project B
Analysis
Specify Execute
Kanban for IT
8 3 6
Kanban for Support with multiple clients
BacklogIn Process
DoneSpecify Publish
Estimate
C1
C4C3
C2
Design Code Test Package
New Analysis Development DoneProduction
Issues
3 2 3 42
Kanban for Marketing
Priorities In Design Done3rd PartyIdeas Release
Web Event
COM PR
ValidateReviewSpecify Execute 2438
Kanban for Sales
Queue Create RFP Review Done
RFP Ready In Progress Complete
Sales Team #1
Sales Team #2
Sales Team #3
26 5
Cumulative Flow Diagram
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Toyota 3M model
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Muda(waste)
Mura(unevenness)
Muri(overburden)
Agile Coaching, Staffing and Training.
Learn more at www.torak.com
Learn more at www.AgileTestingFramework.com
Thank You
Resources and References● Scrumban - Essays on Kanban Systems for Lean Software Development
by Corey Ladas
● Kanban and Scrum - making the most of both by Henrik Kniberg, Mattias Skarin
● Wikipedia - Scrum
http://en.wikipedia.org/wiki/Scrum_%28development%29#Scrum-ban
● Toyota○ Just-in-Time — Philosophy of complete elimination of waste○ TPS (Toyota Production System) or "kanban system"○ http://www.toyota-global.com/company/vision_philosophy/
This presentation was inspired by the work of many people and we have done our very best to attribute all authors of texts and images, and recognize any copyrights. If you think that anything in this presentation should be changed, added or removed, please contact us.
http://creativecommons.org/licenses/by-nc-nd/3.0/
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