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Kanban Overview and Experience Report
David JoyceBBC Worldwide
1
Kanban Overview
Kanban is a transparent, work-limited, value pulling system.
Eric Willeke - Kanbandev Yahoo! group
2
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 Anderson3
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
4
Pull Work not Push
There is a queue of work, which goes through a number of stages until its done.
5
Kanban Pull
Step 1 DoneStep 2 Step nBacklogIn
ProcessIn
ProcessIn
Process
Flow
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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
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WIP Limits
Governs the maximum number of work items that can be in that state at any instant
8
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
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Queues and Limits
…
Step 1 DoneStep 2 Step n…BacklogQueue In
Process QueueIn
Process QueueIn
Process(3) (2)
10
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!
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Bottlenecks - Stall
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Bottlenecks - Vacant Space
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Kanban Workflow
We ensure the right work is done at the right time, rather than who is doing the work.
14
New Kind of Standup
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A New Kind of Planning
Planning can be ‘de-coupled’
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Releasing
Releasing can be ‘de-coupled’
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Iterations
Iterative Development Without Iterations
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length
time
Retrospectives
We have more choice on when and how to reflect and improve
19
De-Coupling
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Metrics
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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
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Work Breakdown
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Kanban for Everyone
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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
27
Experience Report
Eric Willeke - Kanbandev Yahoo! group
28
Continually evolving...
Kanban began in one product
team in mid 2008
29
Continually evolving...
Kanban began in one product
team in mid 2008
30
Application Support
The Kanban “flu”soon spreads to
other teams
Application Support
Product Teams
The Kanban “flu”soon spreads to
other teams
32
Application Support
Product Teams
Design Team
The Kanban “flu”soon spreads to
other teams
33
Application Support
Product Teams
Design Team
COTS Team
The Kanban “flu”soon spreads to
other teams
34
Had looked at Agile before
small team sizes didn’t fit
specialisation
constant mix of new development & support
irregular release cadence
Now entering newterritory
35
Future Media & Technology!
!"#$%&'(')*#+,#-'#&+'
.*+%*-/0'1.&2&,.,3'
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Future Media & Technology!
!"#$%&'()*
36
No Single Solution
Based on a set of principles
Better practice NOT best practice
Focus on Quality
Reduce WIP, Deliver Often
Balance Demand against Throughput
Prioritise
Recipe for success
David Anderson
Coupled with sound engineering practices and a team willing to reflect, adapt and
improve
Reduce variability
Statistical Control
Let the data tell you,what to do with the data
37
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 July38
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.
Data split at financial year end and in July39
# 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 July40
# 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.
Data split at financial year end and in July41
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
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
John Seddon - Freedom from Command & Control
Summary
Scrumban
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Scrumban is useful for existing Scrum teams, who are looking to improve their
scale or capability
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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
Thank you
John Seddon - Freedom from Command & Control
Questions?