Learn about how to visualize the value chain while using Kanban in your software development processes. Also see what digital Kanban tools are on the market

1. Visualizing
the value chain
Kanban - Chapter 6

2. Introduction
• Kanban optimizes the existing process
• introduction of Kanban doesn’t change
workflow, job titles, roles, responsibilities or
specific work practices
→ avoidance of opposition

3. Introduction
Main goals of improvement
• optimizing the WIP
• interfaces and interactions with up- and
downstream stations of the business process
Depict the value chain’s actual process, not the
official one which isn’t really used.

4. 1. Defining a start and
end point
Where should the process visualization start?
Where should it end?
→Interfaces to up- and downstream organization
units

5. 1. Defining a start and end
point
• Successful teams:
• visualization using cards
• WiP restriction in the area you are able to
control yourself
• new rules with up- and downstream process
partners

6. 2. Task types
Examples:
• Request
• Feature
• User Story
• Use Case
• Change Request
• Production error
• Maintenance
• Refactoring
• Bug
• Improval request
• Blocker

7. 2. Task types
Further possibilities:
• hierarchical task types
(e.g. Epic = collection of User Stories)
• indication of source in the name
(e.g. legal request, external work request,
request for strategical planning)

8. 2. Task types
Typical task sizes:
• small (a few days)
• medium (< 1 month)
• large (≥1 month)
• one service class per task size
• visualization using ticket colors or swim lanes

9. 3. Drawing a Kanban board
• Kanban visualizes work, not persons,
functions or function transfers
• sketching of the process (e.g. flow chart, stick
figures, …)
• defining the Kanban board

10. 3. Drawing a Kanban board
Defining the Kanban board:
• columns represent work execution
• column order = work order
• start using a wipeable pen (changes
possible)
• later e.g. vinyl strips

11. 3. Drawing a Kanban board
Defining the Kanban board:
• Splitting of columns:
• visualization of the input
queue + downstream steps
• adding of buffers and queues by demand
(visualization e.g. using cards turned by
45°)
Coding
In progress Done

12. 4. Demand analysis
Demand analysis for every task type
• data from previous work exists: Use it for
quantitative analysis
• no data exists: Reconstructed, subjective
analysis

13. 4. Demand analysis
Example: Microsoft XIT
• PTCs:
arrival in batches, small and quickly realizable
→ negligible effects
• change requests:
continuous arrival rate
→ arrival rate can be visualized in a diagram
→ Kanban system can be provided with fitting resources
• requests with seasonal demand
→ assess demand and adjust Kanban

14. 5. Distribution of capacity
by demand
• Swim lanes per task type
• Capacity of swim lanes by demand in %

15. 5. Distribution of capacity
by demand
• Swim lanes per task type
• Capacity of swim lanes by demand in %
Arrival of a batch of PTCs:
• reduced adherence to schedules
• longer cycle times
• bad predictability

16. 5. Distribution of capacity
by demand
• Swim lanes per task type
• Capacity of swim lanes by demand in %
PTCs are allowed to exceed WIP
• prevention of idle time
• bad predictability with many PTCs

17. 6. The ticket structure
• informations must support the pull system
• enable employees to make their own decisions
• transparency over processes, project goals and
risks
• self-organizing risk management mechanism
• respect for the individuum
• trust in the system

18. 6. The ticket structure
Example

19. 7. Electronic tracking
• essential for geographically distributed teams
• higher degree of organizational maturity

20. 7. Electronic tracking
Example software
• Jira
• Microsoft Team Foundation Server
• Fog Bugz
• HP Quality Center
Web solutions
• Lean Kit Kanban
• Agile Zen
• Target Process
• Silver Catalyst
• Rad-Track
• Kanbanery
• VersionOne
• Greenhopper for Jira
• Flow.io
• Kanbanize
• Trello

21. 8. Defining in- and output
boundaries
• transparency for your own work
• maybe later inclusion of up- and downstream
organization units

22. 8. Defining in- and output
boundaries
Input:
Engineering
Ready
Output:
Deployment
Analysis unit
• reports to different
manager
development unit
Distribution unit

23. 9. Handling concurrency
Concurrency:
• Two or more activities are taking place at the
same time
Example: Software and test development

24. 9. Handling concurrency
Solutions for modeling concurrency:
A. no model
• shared column for both activities
• multiple ticket colors or shapes
B. vertical splitting of the board into sections
• markup mechanism for connecting tickets
• e.g. connect upper right ticket corner
• connect using an electronic ticket system

25. 10. Handling non-
sequential activities
Strategies:
A. ・1 column as container for multiple activities
・small checkboxes
・all boxes checked: ticket can be pulled
B. ・tickets move vertically
・pull into areas for current activities

26. Conclusion
• Define borders
• Define task types
• Model the flow through the system
• Model the tickets
• Use an electronic ticket system
• Model concurrency
• Visualize non-sequential activities