Introduction to Kanban
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The document introduces Kanban as an incremental and evolutionary approach to process improvement that focuses on visualizing workflow, limiting work-in-progress, and collaboratively improving processes. It outlines the 5 core Kanban practices and principles and explains why organizations would want to adopt a Kanban approach to see improvements through continuous and respectful evolution rather than sudden change.
Introduction to Kanban
- 1. Introduction To Kanban Dave White Technical Program Director Imaginet
- 2. “Evolution... it really works!” Introduction to Kanban LKU Charter Member Accredited Training Organization
- 3. You are here because… “I don’t know how to say Kanban” “I heard Kanban is the new Scrum” “I like sessions with Japanese names in them” “We know we need to improve, but we aren’t sure how.”
- 4. ME DAVE WHITE • technical program director • established 1997 • LKU AKT, PSM, CSPO, LKU Board @agileramblings [email protected]
- 5. OBJECTIVES • understand what Kanban is • reinforce our understanding • have fun WHAT and not HOW presentation!!! (talk to me later about how)
- 6. LET’S CLEAR THE AIR… BAHN BĀN KAHN KĀN David Laribee http://www.forvo.com/word/kanban/ http://www.youtube.com/watch?v=sbPC2Upc2Ig
- 7. KANBAN IN JAPANESE… … literally meaning "signboard" or "billboard"
- 8. KANBAN METHOD IS… …an approach to incremental, evolutionary process change for organizations http://en.wikipedia.org/wiki/Kanban_(development)
- 9. TENDS TO INDUCE… … processes that are: • agile • lean • unconstrained by fixed-length sprints
- 10. 3 PRINCIPLES start with what you do now agree to pursue incremental, evolutionary change initially, respect current roles, responsibilities & job titles
- 11. DON’T CHANGE
- 12. EVOLUTION #winning kaizen Capability #fail kaikaku Time
- 13. RESPECT vs.
- 15. 5 CORE PRACTICES • visualize Shallow • limit WIP • manage flow • make process policies explicit • improve collaboratively (using models/scientific method) Deep
- 16. VISUALIZE
- 17. VISUALIZE Cards represent more Swim lanes Stand ups are different
- 18. WAIT Card wall != Kanban • need WIP and pull to be a kanban system Not constrained to card wall
- 19. LIMIT WIP
- 20. MANAGE FLOW Whoa
- 23. WHY YOU WANT KANBAN Improvement
- 24. WHY YOU WANT KANBAN
- 25. SUCCESS
- 26. BOOKS http://amzn.to/yLNZkC http://amzn.to/zLPmVQ http://amzn.to/zIQned http://amzn.to/zFhVJD http://amzn.to/AzDJPo
Editor's Notes
- #9: Process Change approach as much as a work management approachDoes not provide technical guidance (a la XP)Intends to addresses many of the problems we’ve seen in Agile adoptionsNot a guarantee!
- #10: Recipe for SuccessFocus on QualityReduce Work-in-progressDeliver oftenBalance Demand against throughputPrioritizeAttack sources of variability to improve predictability
- #12: Right now, you are running a race.Are you leading the pack? In order to lead the pack, should we change cars right now? Engines? Tires? Drivers?Maintain current processNo empirical evidenceEmotional ResistanceEvolutionaryHard to succeed
- #13: How deep do you want to go before it gets better?We are doing Kanban right? KaizenLittle – Js
- #14: This is a problem only people can solvePeople must buy-inBelieve in them
- #15: Don’t Change ImmediatelyCommit to EvolveRespect People
- #18: Cards represent moreColor – Type of workAvatar – Current ownerAge – Start date, due dateSwim lanesClass of Service - SLAStand ups are differentFocused on impedimentsState is immediately apparentScales well to larger teams
- #20: Allows quality improvementsHelps prevents over production (inventory)Identifies bottlenecksSmooths flowHelps manage demand vs. capability (system)
- #21: Pushing the Limits – Pull-based System Game300 balls4-6 bucketsGroups of 6-10 peopleBucket = productionBalls = featureDropped ball = failureBall in bucket = successRound 1(N) analysts(N-1) Developers(Developers – 1) QAEveryone pushes work down onto next level as fast as they canRound 2Pull-based fulfillment – same # of people in rolesRound 3Pull-based fulfillment – teams adapt to eliminate bottlenecksRandomly get a person to put one-hand behind their back
- #23: The kanban visualization with WIP limits is an explicit policyNegotiate with upstream participantsIt is important that Everyone knows the rules of the gamehbr image - http://www.goldenlaurel.com/kthRules.aspxVader image - http://www.everydayhowto.net/careers/how-to-negotiate-with-your-boss-to-work-from-home/
- #24: People empowered to improve based on knowledge which feeds back into itself
- #25: 2nd generation Agile methodologyBuilds on our understanding of peopleNot prescriptiveCan improve any processContext-sensitiveStrives towards continuous improvementLeverages knowledge from other industriesStriving to improve itself
- #26: 2nd generation Agile methodologyBuilds on our understanding of peopleNot prescriptiveCan improve any processContext-sensitiveStrives towards continuous improvementLeverages knowledge from other industriesStriving to improve itself
- #27: Find a coach/mentor