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ARGUMENTS against
@NickOostvogels
KANBAN 5
Kanban is on the rise
Source : VersionOne -‐ State of Agile Survey 2011
h"p://www.flickr.com/photos/smannion/3385144016/
When introducing new ideas…
People compare it to what they know
h"p://www.flickr.com/photos/mvjantzen/4815422633/
… and start to criticize
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Kanban is hard to explain briefly
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That’s normal
• Kanban is a change management approach, ���not a process
• Less prescriptive • It’s roots go all the way back to
lean thinking
What is Kanban? In Industry
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In Software Development
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Change Management approach that employs a WIP limited pull system
1. Start with what you now
2. Agree to pursue incremental,
evolutionary change
3. Initially, respect current roles, responsibilities & job titles
Source : limitedwipsociety.org
1. Visualize
2. Limit Work In Progress
3. Manage Flow
4. Make Process Policies Explicit
5. Improve Collaboratively
Source : limitedwipsociety.org
then adopt the core practices
For me …
Kanban is a way
to change your process into one
that focuses on end to end value
and getting stuff delivered.
And that’s hard to sell !
Available on
Leanpub.com/kanbanforskeptics
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5 tough questions
1. ���we lose our ability to plan
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No estimates?
h"p://www.flickr.com/photos/daren/241192712/
Customers want estimates
estimates are used to decide
h"p://www.flickr.com/photos/ol1/4605912815/
we manage people by estimates
h"p://www.flickr.com/photos/lambdachialpha/3795728748/
Typical Release planning
Initial specs
Translation into requirements
Estimation
Review estimations Release
Plan
Issues of software development
• Not a repeatable process
• Never built something alike
• (educated) GUESSING
Kanban : measuring
h"p://www.flickr.com/photos/jaydedman/2593673396/
Different sizes ???
Use a scale
compare
Standard size
Why sizing?
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Planning with measurements
Reduce variation 1. Working with averages
must be reliable 2. Fast response
3. Base for continuous improvement
Small releases Kanban != continuous deployment
Small releases Kanban can lead to continuous
deployment
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Won’t this annoy our users?
Small releases NO, because… • Updates will be smaller • Risk for bugs is lower + Releasing early creates a sense of urgency
options for Re-planning 1. Reprioritize the input queue 2. Cadence 3. Pull a planning meeting
2. ���it will take longer
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No deadlines?
Parkinson’s law
“The amount of time which one has to perform a task …
… is the amount of time it will take to complete the task.”
From a cost perspective
From a value perspective
From an HR perspective
Healthy balance in Kanban
Managing by measuring
http://www.flickr.com/photos/wok_design/2499217405/
Healthy balance in Kanban
Helping to improve instead of command & control
http://www.flickr.com/photos/wok_design/2499217405/
http://www.flickr.com/photos/96dpi/3371440496/
Theory of Constraints
for process improvement
the weakest chain determines the rate of the entire system
the WIP Limits will let you feel the TOC and ���do something about it
• Only work on customer orders • Reduce guessing to avoid waste • Limit WIP to reduce inventory,
cost & risk
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Flow
WIP limits create ���a pull system
h"p://www.flickr.com/photos/photojonny/2268845904/
Isn’t this inefficient?
NO, it reduces risk & waste!
• The risk of starting something that doesn’t match expectations
• The risk of declining value
3. ���Things will ���get stuck, ������we can’t keep WIP limits!
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“Our testers can never keep up the pace of our developers. ���Developers would be idle for half of the time!”
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Remember: ��� ���Kanban doesn’t focus on maximizing utilization of people���
End to end flow efficiency
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WIP limits will always cause bottlenecks
That’s a good thing!
It drives continuous improvement towards end to end efficiency
Being idle due to uneven flow distribution drives people crazy!
h;p://www.flickr.com/photos/annayanev/3491617954/
Ex. 1 - Requirements
Ex. 2 - Defects
Ex. 3 - Deployment
Ex. 4 - Emergencies
Ex. 4 - Emergencies
Collaboration is a cure for bottlenecks
4. ���Stakeholders don’t care ���about feeding the flow
h"p://www.flickr.com/photos/40358860@N04/4250860618/
Prioritization doesn’t have to be on a task level
Clear rules make prioritization easier • What is the type of feature? (new, bug,
enhance- ment, ...) • What is the business value? • What is the cost of delay and which
type? • Any dependencies on other
features? • …
it forces stakeholders to do their homework!
h"p://www.flickr.com/photos/cayusa/2194119780/
Encourages building an MVP
Stakeholders care about ���Return on Investment
h"p://www.flickr.com/photos/59937401@N07/5929491095/
Stakeholder collaboration
Stop relying on status reports Visual progress instead
focus on economic decisions ��� instead of fighting for capacity
h"p://www.flickr.com/photos/jpeepz/6236688/
5. ���we will ���lose ���team cohesion
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Won’t the team turn into factory workers?
WIP limits lead to ���cross-boundary communication
Good teams have a common goal
h"p://www.flickr.com/photos/atomicshed/161716498/
h"p://www.flickr.com/photos/atomicshed/161716498/
Vertically organized companies lead to teams with conflicting goals
Good teams have a common goal
in Kanban, everybody contributes to the ���end 2 end process
h"p://www.flickr.com/photos/saamiam/4203685689/
this is a powerful change management approach
• no theoretical frameworks • no new job descriptions • only some basic rules
h"p://www.flickr.com/photos/photojonny/2268845904/
What about creative thinking?
The focus on improving flow stimulates creativity
• Team will start to investigate • Limit back-cycles • Lead & Cycle time measuring
stimulates close collaboration
h"p://www.flickr.com/photos/photojonny/2268845904/
Won’t it cause a
death march?
Measurements are used to understand reality���& have a base for improvement
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Not pushing to go faster���but improving end 2 end
h"p://www.flickr.com/photos/rwp-‐roger/3854246685/
Now you have a response!
1. We lose our ability to plan
2. It will take longer
3. Things will get stuck
4. Stakeholders don’t care about feeding the flow
5. We will lose team cohesion
Thanks!
@NickOostvogels
http://leanpub.com/kanbanforskeptics
h"p://www.flickr.com/photos/40358860@N04/4250860618/
6. ���Software���development is ���not manufacturing!
Kanban has it’s roots in the Toyota Production System
That’s why it feels so right for support teams.
It feels different in product development
not all lean manufacturing principles are valid for product development
h"p://www.flickr.com/photos/chrism70/104302940/
Instead fast feedback loops are
more interesting Removing waste by truncating a
bad path quickly
Product development characteristics: • creative thinking • continuous testing of new ideas • seeking as much feedback as possible • intense discussions
Lean product development: • Strong leadership • Cross-functional teams • Set-Based Concurrent Engineering • Short feedback loops • Focus on the customer and supplier • Cadence, Pull, and Flow
The application differs in Lean • Product development • Manufacturing
The same way it differs in Kanban for • Software development • Support & operations
Nevertheless they are built on the same principles!
Thanks!
@NickOostvogels
http://leanpub.com/kanbanforskeptics