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Kanban Overview And Experience Report
1. Kanban Overview and
Experience Report
David Joyce
BBC Worldwide
1
Monday, 7 December 2009
2. Kanban Overview
Kanban is a transparent, work-limited,
value pulling system.
Eric Willeke - Kanbandev Yahoo! group
2
Monday, 7 December 2009
3. Start with what you do now.
Modify it slightly to implement
pull
Use a transparent method for
viewing work, and organising the
team
David Anderson
3
Monday, 7 December 2009
4. Start with what you do now.
Modify it slightly to implement
pull
Use a transparent method for
viewing work, and organising the
team
Limit WIP and pull work when
the team has capacity.
Evolve from there by recognising
bottlenecks, waste and
Stop Starting - Start Finishing!
variability that affect
performance
David Anderson
3
Monday, 7 December 2009
6. 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
Monday, 7 December 2009
13. 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 limits
WIP limits and Queue limits
7
Monday, 7 December 2009
17. 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
9
Monday, 7 December 2009
18. Queues and Limits
Backlog Step 1 Step 2 … Step n Done
In In In
Process Queue Process Queue Process
…
10
Monday, 7 December 2009
19. Queues and Limits
Backlog Step 1 Step 2 … Step n Done
Queue In In In
Process Queue Process Queue Process
(3) (2)
…
10
Monday, 7 December 2009
20. Queues and Limits
Backlog Step 1 Step 2 … Step n Done
Queue In In In
Process Queue Process Queue Process
(3) (2)
…
10
Monday, 7 December 2009
21. Queues and Limits
Backlog Step 1 Step 2 … Step n Done
Queue In In In
Process Queue Process Queue Process
(3) (2)
…
10
Monday, 7 December 2009
22. Queues and Limits
Backlog Step 1 Step 2 … Step n Done
Queue In In In
Process Queue Process Queue Process
(3) (2)
…
10
Monday, 7 December 2009
23. Queues and Limits
Backlog Step 1 Step 2 … Step n Done
Queue In In In
Process Queue Process Queue Process
(3) (2)
…
10
Monday, 7 December 2009
24. 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!
11
Monday, 7 December 2009
25. 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!
11
Monday, 7 December 2009
44. Metrics
Metrics are a tool for everybody
The team is responsible for its metrics
Metrics allow for continuous improvement
Red, Amber, Green is not enough.
21
Monday, 7 December 2009
45. Metrics
Metrics are a tool for everybody
The team is responsible for its metrics
Metrics allow for continuous improvement
Red, Amber, Green is not enough.
21
Monday, 7 December 2009
53. 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
25
Monday, 7 December 2009
98. Now entering new
territory
Had looked at Agile before
35
Monday, 7 December 2009
99. Now entering new
territory
Had looked at Agile before
small team sizes didn’t
fit
specialisation
constant mix of new
development & support
irregular release
cadence
35
Monday, 7 December 2009
100. Now entering new
territory
Had looked at Agile before
small team sizes didn’t
fit
specialisation
constant mix of new
development & support
irregular release
cadence
35
Monday, 7 December 2009
101. Now entering new
territory
Had looked at Agile before
small team sizes didn’t
fit
specialisation
constant mix of new
development & support
irregular release
cadence
35
Monday, 7 December 2009
102. Now entering new
territory
Had looked at Agile before
small team sizes didn’t
fit
specialisation
constant mix of new
development & support
irregular release
cadence
35
Monday, 7 December 2009
109. No Single Solution
Based on a set of
principles
Better practice NOT
best practice
Coupled with sound
engineering practices
and a team willing to
reflect, adapt and
improve
David Anderson
37
Monday, 7 December 2009
110. No Single Solution Recipe for success
Focus on Quality
Based on a set of Reduce WIP, Deliver
principles Often
Better practice NOT Balance Demand against
best practice Throughput
Prioritise
Coupled with sound
engineering practices
and a team willing to
reflect, adapt and
improve
David Anderson
37
Monday, 7 December 2009
111. No Single Solution Recipe for success
Focus on Quality
Based on a set of Reduce WIP, Deliver
principles Often
Better practice NOT Balance Demand against
best practice Throughput
Prioritise
Coupled with sound Reduce variability
engineering practices
and a team willing to
reflect, adapt and
improve
David Anderson
37
Monday, 7 December 2009
112. No Single Solution Recipe for success
Focus on Quality
Based on a set of Reduce WIP, Deliver
principles Often
Better practice NOT Balance Demand against
best practice Throughput
Prioritise
Coupled with sound Reduce variability
engineering practices
and a team willing to Let the data tel
l yo u,
reflect, adapt and what to do w ith
the data
improve
David Anderson
37
Monday, 7 December 2009
113. No Single Solution Recipe for success
Focus on Quality
Based on a set of Reduce WIP, Deliver
principles Often
Better practice NOT Balance Demand against
best practice Throughput
Prioritise
Coupled with sound Reduce variability
engineering practices
and a team willing to Let the data tel
l yo u,
reflect, adapt and what to do w ith
the data
improve
Control
Statistical
David Anderson
37
Monday, 7 December 2009
115. Mean reduced from 22 to 14 days (33%)
Lead Time 50% drop in the spread in variation.
Each of the outliers were proved to be special cause.
38 Data split at financial year end and in July
Monday, 7 December 2009
117. Mean reduced from 9 to 3 days (67%)
77% drop in the spread in variation.
Development Time The major reduction factor has been to limit work in
process.
39 Data split at financial year end and in July
Monday, 7 December 2009
119. Reduction in lead and cycle times, and increase in
throughput are not at the expense of quality.
# Live Defects Number of live bugs is within statistical control, and
seeing a reduction since July.
40 Data split at end and in July
Monday, 7 December 2009
121. Mean reduced from 25 to 5 days (81%)
Large drop in the spread in variation.
# Days Blocked The outliers was proved to be special cause, waiting
for a 3rd party. # blockers actually increased.
41 Data split at financial year end and in July
Monday, 7 December 2009
122. Upward trend. Rising to almost every working day.
Throughput Expected as code base is decoupled, work items
broken into MMFs, and cycle time reduces.
Monday, 7 December 2009
124. 43
Scrum to Kanban
Data split at end and in July
Mean reduced from 10 to 4 days (60%)
Engineering Time 64% drop in the spread in variation.
Monday, 7 December 2009
125. Kanban
Summary
John Seddon - Freedom from Command & Control
Monday, 7 December 2009
126. Scrumban
Scrumban is useful for existing Scrum
teams, who are looking to improve their
scale or capability
45
Monday, 7 December 2009
127. Scrumban
Scrumban is useful for existing Scrum
teams, who are looking to improve their
scale or capability
45
Monday, 7 December 2009
128. 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
46
Monday, 7 December 2009
129. Thank you
Questions?
John Seddon - Freedom from Command & Control
Monday, 7 December 2009