kanban for applications and operations teams
TRANSCRIPT
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Kanban for Applications
and Operations Teams Jan 9 2015
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Agenda
What is a Kanban System
Why Use Kanban
How to setup a Kanban System
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What is a Kanban System?
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看板 – Kanban cards limit excess work in progress
看板 – Kanban literally means “visual card,” “signboard,” or “billboard.”
Toyota originally used Kanban cards to limit the amount of inventory tied up in “work in progress” on a manufacturing floor
Not only is excess inventory waste, time spent producing it is time that could be expended elsewhere
Kanban cards act as a form of “currency” representing how WIP is allowed in a system.
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Kanban is a pipeline of work
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Bottlenecks can be identified
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Four Key Concepts
1.
2.
3.
4.
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Why Use Kanban?
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Time-boxed iterative development has challenges
Common problems include:
• Short time-boxes give more frequent opportunity to measure progress and inspect software but force development items to be smaller
• Smaller development items are often too small to be valuable and difficult to identify
• Quality of requirements suffers as analysts rush to prepare for upcoming cycles
• Quality of current development suffers when busy analysts are unable to inspect software or answer questions during development
• Quality often suffers as testers race to complete work late in the development time-box
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Inside an iteration, effort across roles is uneven
Development work often continues throughout a cycle while testing starts late and never seems to get enough time
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Using a Kanban approach in software
drops time-boxed iterations in favor of
focusing on continuous flow.
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How to setup a Kanban System
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Define a work process flow
Look at the typical flow for features, stories, or work packages and describe typical process steps
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Define a work process flow
This simple process flow has the steps:
1.elaboration & acceptance criteria
2.development
3.test
4.deployment
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Define a work process flow
Product owners manage the waiting
queue
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Display and manage cycle times
• Reduce the number of Kanban slots allowed until cycle time remains unchanged
• Reduce the size of development items
• Work in progress is actually the number of items * the average size of items
• Identify and act on bottlenecks immediately
• Relieve repeated bottlenecks by changing the number and types of people in each role and cross training
Disneyland’s public display of cycle-times
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Explode large process steps into tasks to improve visibility • When a feature, user story, or work item is large:
Takes longer than a couple days to complete, or requires that multiple people collaborate on its completion
• Decompose that step into cards to track independently
Feature to
develop Tasks in queue Tasks in
progress
Tasks
complete
Feature
complete
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Use cumulative flow diagrams to visualize work in progress
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Use cumulative flow diagrams to visualize work in progress
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focus the team on the cycle-time
detect and begin to resolve bottlenecks
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Thank You