kanban overview and experience report

Kanban Overview and Experience Report

David JoyceBBC Worldwide

1Monday, 7 December 2009

Kanban Overview

Kanban is a transparent, work-limited, value pulling system.

Eric Willeke - Kanbandev Yahoo! group

Use a transparent method for viewing work, and organising the

Start with what you do now.

Modify it slightly to implement pull

David Anderson3Monday, 7 December 2009

Use a transparent method for viewing work, and organising the

Limit WIP and pull work when the team has capacity.

Stop Starting - Start Finishing!

Evolve from there by recognising bottlenecks, waste and variability that affect

performance

Start with what you do now.

Modify it slightly to implement pull

David Anderson3Monday, 7 December 2009

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

Pull Work not Push

There is a queue of work, which goes through a number of stages until its done.

Kanban Pull

Step 1 DoneStep 2 Step nBacklogIn

ProcessIn

Process

Kanban Pull

ProcessIn

Process

Kanban Pull

ProcessIn

Process

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 limitsWIP limits and Queue limits

WIP Limits

Governs the maximum number of work items that can be in that state at any instant

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

Queues and Limits

Step 1 DoneStep 2 Step n…BacklogIn

Process QueueIn

Process

Queues and Limits

Step 1 DoneStep 2 Step n…BacklogQueue In

Process QueueIn

Process(3) (2)

Queues and Limits

Process QueueIn

Process(3) (2)

Queues and Limits

Process QueueIn

Process(3) (2)

Queues and Limits

Process QueueIn

Process(3) (2)

Queues and Limits

Process QueueIn

Process(3) (2)

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!

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!

Bottlenecks - Stall

Bottlenecks - Vacant Space

Kanban Workflow

We ensure the right work is done at the right time, rather than who is doing the work.

New Kind of Standup

A New Kind of Planning

Planning can be ‘de-coupled’

Releasing

Releasing can be ‘de-coupled’

Iterations

Iterative Development Without Iterations

length

Monday, 7 December 2009

Iterations

Iterative Development Without Iterations

length

Retrospectives

We have more choice on when and how to reflect and improve

De-Coupling

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.

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.

Cumulative Flow

Work Breakdown

Kanban for Everyone

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

Kanban Usage

Kanban

John Seddon - Freedom from Command & Control

Summary

Experience Report

Eric Willeke - Kanbandev Yahoo! group

Kanban began in one product

team in mid 2008

Continually evolving...

team in mid 2008

The Kanban “flu”soon spreads to

other teams

Application Support

other teams

Application Support

other teams

Application Support

other teams

Application Support

other teams

Application Support

other teams

Application Support

other teams

Application Support

other teams

Application Support

Product Teams

other teams

Application Support

Product Teams

other teams

Application Support

Product Teams

other teams

Application Support

Product Teams

other teams

Application Support

Product Teams

other teams

Application Support

Product Teams

Design Team

other teams

Application Support

Product Teams

Design Team

other teams

Application Support

Product Teams

Design Team

other teams

Application Support

Product Teams

Design Team

other teams

Application Support

Product Teams

Design Team

COTS Team

other teams

Application Support

Product Teams

Design Team

COTS Team

other teams

Application Support

Product Teams

Design Team

COTS Team

other teams

Now entering newterritory

Had looked at Agile before

small team sizes didn’t fit

specialisation

constant mix of new development & support

irregular release cadence

specialisation

Future Media & Technology!

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No Single Solution

Based on a set of principles

Better practice NOT best practice

David Anderson

Coupled with sound engineering practices and a team willing to reflect, adapt and

improve

No Single Solution

Focus on Quality

Reduce WIP, Deliver Often

Balance Demand against Throughput

Prioritise

Recipe for success

David Anderson

improve

No Single Solution

Focus on Quality

Prioritise

Recipe for success

David Anderson

improve

Reduce variability

No Single Solution

Focus on Quality

Prioritise

Recipe for success

David Anderson

improve

Reduce variability

Let the data tell you,what to do with the data

No Single Solution

Focus on Quality

Prioritise

Recipe for success

David Anderson

improve

Reduce variability

Statistical Control

Let the data tell you,what to do with the data

Lead Time

Mean reduced from 22 to 14 days (33%)50% drop in the spread in variation.Each of the outliers were proved to be special cause.

Data split at financial year end and in July38Monday, 7 December 2009

Development Time

Mean reduced from 9 to 3 days (67%)77% drop in the spread in variation.The major reduction factor has been to limit work in process.

# Live Defects

Reduction in lead and cycle times, and increase in throughput are not at the expense of quality. Number of live bugs is within statistical control, and seeing a reduction since July.

Data split at end and in July40Monday, 7 December 2009

# Days Blocked

Mean reduced from 25 to 5 days (81%)Large drop in the spread in variation.The outliers was proved to be special cause, waiting for a 3rd party. # blockers actually increased.

Throughput

Upward trend. Rising to almost every working day.Expected as code base is decoupled, work items broken into MMFs, and cycle time reduces.

Scrum to Kanban

Engineering Time

Mean reduced from 10 to 4 days (60%)64% drop in the spread in variation.

Data split at end and in July

Kanban

Summary

Scrumban

Scrumban is useful for existing Scrum teams, who are looking to improve their

scale or capability

Scrumban

Scrumban is useful for existing Scrum teams, who are looking to improve their

scale or capability

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

Thank you

Questions?

kanban overview and experience report

queue of work

kanban pullbacklog step

step ndone queueinin

right work

kanban overview kanban

kanban system limits

queue limits7

kanban workowwe

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