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Mattias Skarin
Kanban / Lean coachwww.crisp.se
Exploring kanban optionsas a Scrum Team
March 3, 2011
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Kanban
Signaling systemVisual
Limited in supply
Henrik Kniberg
2
Visual Card
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The Kanban Formula
2011-03-05
Mattias Skarin 3
Y= [D (Tw+Tp) (1+a)] /AY= [D (Tw+Tp) ] /AY= [D (Tw+Tp) (1+a)] /A
Source: Kaneyoshi Kusunoki
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Kanban in SW development
Backlog Dev Done
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UAT Deploy5 3 2 3
FLOW Avg lead time: days2
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Visualize the workflow
Limit WIP (work in progress)
Measure & optimize flow
Use explicit policies (definition of Done, WIP limits, etc)
Pioneered byDavid Anderson
in 2004
SOLID Happy day DoD!
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A view on scrum
2011-03-05
Mattias Skarin 5
Flow
Cooperation modelContinuous
improvement
Prioritize
.. we can choose to apply a standardized or optimized solution to ourproblem
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Scrum cadences
2011-03-05
Mattias Skarin 6
Sprint Sprint
Release
Plan
Retro
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Kanban cadences
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Mattias Skarin 7
Plan
Release
Kanban Dev Test Build Done!BL
Improve
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More prescriptive More adaptive
Process tools
Henrik Kniberg
8
XP
(13)
Scrum
(9)
Kanban
(4)
Do Whatever
(0)
RUP
(120+) Architecture Reviewer
Business Designer Business-Model Reviewer Business-Process Analyst
Capsule Designer Change Control Manager
Code Reviewer Configuration Manager
Course Developer Database Designer
Deployment Manager Design Reviewer
Designer Graphic Artist Implementer Integrator
Process Engineer Project Manager Project Reviewer
Requirements Reviewer Requirements Specifier
Software Architect Stakeholder
System Administrator System Analyst Technical Writer
Test Analyst Test Designer Test Manager
Tester Tool Specialist
User-Interface Designer Architectural analysis
Assess Viability of architecturalproof-of-concept
Capsule design Class design
Construct architectural proof-of-concept
Database design Describe distribution
Describe the run-time architecture Design test packages and classes
Develop design guidelines Develop programming guidelines
Identify design elements Identify design mechanisms Incorporate design elements
Prioritize use cases Review the architecture
Review the design Structure the implementation
model Subsystem design Use-case analysis Use-case design Analysis model
Architectural proof-of-concept Bill of materials
Business architecture document Business case
Business glossary Business modeling guidelines
Business object model Business rules
Business use case
Whole team Coding standard
TDD Collective ownership
Customer tests Pair programming
Refactoring Planning game
Continuous integration Simple design
Sustainable pace Metaphor
Small releases
Scrum Master Product Owner
Team Sprint planning meeting
Daily Scrum Sprint review
Product backlogt Sprint backlog
BUrndown chart
Visualize the workflow Limit WIP
Measure and optimize flow Use explicit polices
Miyamoto Musashi17th century samurai
Do not develop an attachmentto any one weapon
or any one school of fighting
Business use case realization Business use-case model
Business vision Change request
Configuration audit findings Configuration management plan
Data model Deployment model Deployment plan Design guidelines
Design model Development case
Development-organizationassessment
End-user support mateirla Glossary
Implementation model Installation artifacts
Integration build plan Issues list
Iteration assessment Iteration plan
Manual styleguide Programming guidelines Quality assurance plan Reference architecture
Release notes Requirements attributes
Requirementsmanagement plan
Review record Risk list
Risk management plan Software architecture
document Software development
plan Software requirements
specification Stakeholder requests Status assessment
Supplementary businessspecification
Supplementary specification Target organization assessment Test automation architecture
Test cases Test environment configuration
Test evaluation summary Test guidelines Test ideas list
Test interface specification Test plan Test suite
Tool guidelines Training materials Use case model
Use case package Use-case modeling guidelines
Use-case realization Use-case storyboard
User-interface guidelines User-interface prototype
Vision Work order
Workload analysis model
Henrik Kniberg, 2009
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Lets take a walk..
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Productbacklog
Sprintplanning
Sprint Demo Retrospective
Product Owner
Team
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PRODUCT BACKLOG
The art of delivering value, without being sure
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Q: Should these patients share the samequeue?
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Mattias Skarin 12
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Option: Study your demand
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Cool Feature $$$
Infrastructure upgrade
Annoying customer bug
Legislation committment
ProductBacklog
Unfinished from last sprint
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Studying demand in a real team
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
Value demand
Failure Demand
Average 28 %
2011-03-05
Mattias Skarin 14
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Option: Optimize on system level
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Mattias Skarin 15
Analysis DevelopmentDesign Test
Flow, D. Reinertsen, 2008
Lets do Scrum
here
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Option: Agree on a portfolio strategy for asustainable pace
2011-03-05
Mattias Skarin 17
Feature
Infrastructure
Customer bugReady fordev
Sprint #1 Sprint #3 Sprint #3
Smooth pace
WIP = 1/sprint. Do when arrive
WIP = Fill upto the WIP limit using me
WIP = 0,5/sprint.A little at a time, continuously
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Option: Decentralize decision making
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Mattias Skarin 18
Ready fordev
Backlog In Dev DoneSupport
Team
Key stakeholder
Product Owner
Pheew.. Less detailsfor me to worry about
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Option: Limit your queues
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Mattias Skarin 19
Late startadvantage!
Company A
Company B
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PLANNING
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Mattias Skarin 20
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Respecting WIP, but in different ways
Henrik Kniberg
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Sprint 1 Sprint 2 Sprint 3 Sprint 4
Long running task
Long running task
Scrum
Kanban
WIP limit = 3
4
2 1 4
Velocity = 11
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Option: Learn your cycle time to knowwhen you can ship
2011-03-05
Mattias Skarin 22
Backlog Dev Done
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Free slot
Cycle time
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Option: Lightweight estimation
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SM L
Hours?Days?
Weeks?
S M L
T-shirt sizing SLA service level agreement
Example: SLA is 12 days Can we do this item within 12 days?
If yes:just pull it in. If no: reject it, or break it down, or
estimate/negotiate
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Option: Higher predictability, on whatreally matters
2011-03-05
Mattias Skarin 24
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story Story
Story
Story
Story
Story
Story
Time
Throughput / Velocity
High
Medium
Low
Predictability
We have a
largecoordinationcost
No estimation,only continuous
delivery
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Big project effect
2011-03-05
Mattias Skarin 25
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Illusion: Invested sum != money lost
Mattias Skarin 26
$
Project A Project B
Project Bt + 1Project At + 1
Product backlog
Project A
Project B
Cost of delay
$ 1000
$ 9000
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Be careful with scheduling systems
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Mattias Skarin 32
Time is up!Sprint
Debt
Debt
Debt
Time is up!Time is up!
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Option: Release when ready, frequently
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Mattias Skarin 33
Release train
Is it good? Is it good? Is it good?
A
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IN SPRINT
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Mattias Skarin 35
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What does your sprint burndown looklike?
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Mattias Skarin 36
A B
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Option: Try out WIP limits
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Mattias Skarin 37
To do In Work Done
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Sun
Rob
Jane + Bob
Sprint burndown
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Option: Daily standup: Flow over activity
2011-03-05
Mattias Skarin 38
Backlog Dev Done
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Team
1. [Point at story] 2. Anything blocking our flow? 3. Act
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TEAMWORK
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Kanban allows bothspecialists & generalists
Henrik Kniberg
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Backlog Design
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Fold Tape
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Trim Draw3 2 2 1 4 3
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Option: Start using existing roles
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Mattias Skarin 41
Analyze Design Code Done!Req
Architect
Projectmanager
Manager
BusinessAnalyst
Product owner
Scrum
Scrum Master
Kanban
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Option: Expand team concept
Mattias Skarin
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Concept To Doorem ipsum dolorsit amet, co nse
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In Dev Test
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I now seewhats coming!
We can nowdemo what is blocking
flow
Scrum Team
Sysadmin
Customerfacing
We can track ourideas!
Sprint After sprintBefore sprint
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RETROSPECTIVES
Options to
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How many residents live here?
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..and how many live here?
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Mattias Skarin 45
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It is important tounderstand the problem
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Mattias Skarin 46
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Option: Visualize the problem
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Mattias Skarin 47
Team A
Team B
Add training Stop half finished work
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Option: Quantify the problem
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Mattias Skarin 48
0
5
10
15
20
25
30
35
40
45
50
Where could production issues havebeen caught?
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Lookback: The Kanban Formula
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Mattias Skarin 49
?
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Every tool needs...
Mattias Skarin 50
Direction
A purpose
Are you using the toolor is it using you?
Second Generation Lean
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Expand your toolkit!www.crisp.se/utbildning
Mattias Skarin
Kanban Training for managers
June 2-3
David Anderson
Second Generation Lean- Learn the economics
May 12-13
Don Reinertsen
Kanban starting points on the web:http://www.crisp.se/kanban
http://www.limitedwipsociety.com
Leading Lean Software DevelopmentMay 19-20
Mary & Tom Poppendieck