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Kanban Training

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Rodrigo de Toledo

on 2 June 2016

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Transcript of Kanban Training

Arrange groups!


Start activity!

Queueing Theory

Little´s law
even more

visibility
An investor

He doesn't know anything about software development

He has a new idea
Start with Scrum
Slowly evolve to Kanban
Pull system for education
Exercise Scenario
To connect people who are able to teach with people that want to learn, in an easy way!
Obs:
It is not about distance learning
Iteration 1
Team setting:
Receiving all the material
Put together Scrum Board
(To do / Doing / Done)
Select 5 user stories from the list
Burn-up chart
Determine who will be P.O.
Investor
Deliverable!
Process visibility!
Test specialist:
QA
New tasks for test cases
Remember to consider exceptions when creating tests
User Stories already finished don't need to be tested
QA is the only tester!
Tests must be done based on layout and acceptance criteria
Iteration 2
Visibility
Investor
Bottleneck
Coach:
limited WIP
I didn't get...
Iteration 4
Limited WIP
Coach
Limiting WIP and coordination mechanics:
Limited WIP
+
Coordination Mechanics
Iteration 5
Instructor
Investor
Changes
Investor >> PO
PO >> Business Analyst
1
Put in production at the end of the sprint
Business partners:
Physicall space
Coffee breaks and lunchs
Printings
Infra (data-show, flip-charts...)
Cover the layout with color sharpies
Put inside of the envelope
Coach
refactoring: 5 min
Iteration 3
planning: 5 min
refactoring: 5 min
planning: 2 min
stand up: 2 min
sprint: 10 min
Value Flow Mapping
Instructor
Coach
refactoring: 15 min
(coach may help)
stand up: 2 min
sprint: 10 min
(anyone may test)
Test cases (always with concrete data and actions)

Example:
GIVEN THAT professor John has inserted a course with title "Enterpreneur in action", WHEN published, THEN the system creates the following URL: "http://www.trainingforall.com/course/enterpreneurinaction"

It describes a test execution
It is the instance of an Acceptance Criterion
(at least two for each criterion)
Coach
Continuous Flow
and Cadence

Instrutor
Investor
Focus on business partners
Iteration 7
Swimlanes to controle throughtput
Coach
Focus on business partners
Iteration 10
sprint: 12 min
Call the PO for priorization and validation
Put into production the user stories in progress
Just one test case per story!!!
New line in CFD
timestamp
when writing the post-it
when it goes to production
(zero in those that already are in ToDo)
Iteration 6
stand up: 2 min
sprint: 12 min
Definition of Done (DoD):

Each user story:
interface layout
acceptance criteria

Quality criteria:
without cross-off (erasure)
no spelling errors
clear handwriting
layout with straight lines
planning
Visibility for the entire value flow
refactoring: 10 min
stand up: 2 min
sprint: 12 min
Continuous flow
2
Metrics
Instructor
Coach
Stop the Line
As a professor, I would like to use URL generated by the site to market my courses to potential students

Acceptance criteria:

The title of the course is used in the URL
Long titles are abreviated to generate a valid URL
Special characters are properly handled when URL is generated
Blank spaces are properly handled when URL is generated
Group work:
Prioritize user stories
Update burn-up chart
Keep Kanban Board updated
Build product (Team)
incluir tarefas de QA
atualizar o burn-up
novo selected backlog:
(incluir histórias)
Investidor fica perguntado se a história já está testada ou não...
Mostrando que não está claro o status das histórias...
Interromper assim que essa dor ficar aparente!
Dor esperada: gargalo no teste.
colocar número limite na(s) coluna(s)
Fim do 1º dia
Instructor
Objetivo: criar mais histórias para não ter starvation
Investidor prioriza, analista escreve as histórias
(a sprint deixa de existir aqui,
mas sem que percebam)
Dor esperada: PO se atrapalha ao decidir se prioriza ou homologa
começa a reprovar
P.O. lento
Dor: starvation na priorização
(a tendência é o time chamar o PO apenas quando não tem mais histórias)
Solução do consultor: cadência e quadro PO.
New PO:
Iteration 8
refactoring: 10 min
Iteration 9
refactoring: 2 min
(rejectede items)
stand up: 2 min
sprint: 12 min
3
Burn-up >> CFD
time-stamp
Iteration 11
refactoring: 10 min
stand up: 2 min
sprint: 12 min
(2 P.O. with swimlanes)
What is Kanban?
Visibility
Continuous
Flow
Limited
WIP
Lean Movement
x
Agile Movement

2007
Waterfall:
1 release with 500 features
RUP (PDCA, Spiral):
5 releases with 100 features
Scrum / XP:
50 releases with 10 features
Kanban:
500 releases with 1 feature
(one piece flow)
Limited WIP
(Work In Progress)
Continuous Flow
Stop starting,
start finishing!
VISIBI-
LITY
Flow
Continuous
Limited WIP
Todo
Doing
Done
Writing
Acceptance
Tests
Coding
Ready to
Code
Ready
to Review
Starting
10 minutes
About the
exercise

Ready to
Test
Testing
Todo
Doing
Done
Lean Startup:
500 features?? 2500 releases!
Test AB,
Fake-feature
Columns
Hands-off
Explicit the dysfunction instead of arguing against
User Stories
The user stories flow (the column represent their state)
User stories form lines in each column
There are no swimlanes for each story
How to move tasks?
sub-columns
before, over and after User Stories
no more post-its for tasks
tasks check-box in each U.S. sticky note
What are the common visual elements in a team adopting Agile?
What is visualization?
Kanban
Physical Board x Electronic Tool
How to include a blind programmer in Visual Management?
Electronic Tool:
1. remote access
2. historical data
3. metrics
team
corporate
4. interaction with other tools
(ex: code traceability)
5. too many small items
6. Systemic Vision. Ex:
Reality changes:
Process changes
Dysfunctions
Hand-off
...
The board does not reflect the reality anymore
Board Refactoring
The board must reflecet the way team works
Board
lifecycle
DoD
Rules
Burndown
Realtime Data
Extreme Feedback
Task Board
impediments
news
bugs
schedule/agenda
contacts
...
Simple
Works for any process
First Kanban team
(David Anderson 2007)
Physical Board:
1. Practical
2. High visibility
3. Imperfections help mental model
4. Functional mental model
5. Shared
mental model
6. More engagement
7. Encourage commitment
8. Gamification
9. Easy for Board refactoring
(less constraints)
10. Organic, delightful
11. Cheap
1.
Practical

2.
High visibility

3.
Imperfections help mental model
4. Functional mental model
5. Shared
mental model
10. Organic, tangible, delightful
8. Gamification
9. Easy for board refactoring
Less
Constraints
6.More engagement 7.Encourage commitment
You see, even if you don't want to see!
Some tools:
big players:
Mingle, Version One, Jira Greenhopper, Pivotal Tracker, Rally, TFS...
for Kanban:
Leankit Kanban, Kanbanize, Swift Kanban, Obeya
simple:
Trello, Scrumy, GoogleDocsDrawing
other 50:
Carlos Willians, developer
Sônia Moreira, Manager
youtube.com/watch?v=3fp7V-e62R8&yt:cc=on
TRE, Rio de Janeiro
LEAN
KANBAN

From Scrum to Kanban: New agile perspectives for software projects
Attendees:
Name and work?

What do you know about Scrum/Kanban?

What are you expecting to learn in this course?
What makes Scrum better then other traditional methods?
Visibility of the present:
The situation after visualization in stages:
As time goes by...
Who is the bottleneck?
Who is dictating the output rhythm?
Consequences of limiting WIP:
Kanban propose a limited WIP
Use swarming and move through the value chain to experience the benefits of limiting WIP.
Waiting stages
Behave like buffers:
allow more homogeneous flow,
fast operations may accumulate work in front of slow operations,
slow operations will always have some work to pull.
Slack
Moving
Swarming
The slack induces people to move throught the value flow
Don’t build features that nobody needs right now.
Don’t write more specs than you can code.
Don’t write more code than you can test.
Don’t test more code than you can deploy.
Corey Ladas
Limited WIP results in slacks
Temporary task force
Other options:
Routine tasks
Automation
Continuous improvement
Learning/Studing/Researching
Creative Leisure
Stop starting,
start finishing!
Example:
Little's Law
Queueing Theory
One line per server
vs
One line / Multiple Servers
Assignment
Pull
Priorization
When there is no slack in a system, it is in STRESS:
Scrum: Starting point
1. Write down what everybody is doing
2. Classification
(ex: Dev, Analysis, Test)
3. Identify what they are really doing and what is in waiting
Action stages
Loom factory (tissue)
Stop the line
Toyota in Brazil
Tires in GM
TW project with hundreds of bugs
psychological effect
Work units hierarchy:
Business Value
User Value
Technical Value
Expand / Collapse
Organizing work cells
Kanban
Scrum
ITIL
Freedom of method >> Subordinate to pull
Tasks are assigned to people
Which one is Agile and which one is Traditional ?
John Seddon
Pull system produces cadence
Regular cadence, or 'heartbeat'.

A regular cadence, or ‘heartbeat,’ establishes the capability of a team to reliably deliver working software at a dependable velocity. An organization that delivers at a regular cadence has established its process capability and can easily measure its capacity.

Mary and Tom Poppendieck

Time-box iteration are also a type of cadence.
http://availagility.co.uk/2009/07/21/what-is-cadence/
Kanban allows diferent rithms for the events,
adjusting for the each context
Batch Transfer
- Time-box

- When a stage achieves its maximum limit

- When a stage achieves its minimum limit

(good for teams connection)
Slow cadences require more preparation and planing
Different types of commitment
Estimation against reality
(scope delivered on date)
High cost if you loose the opportunity
Precise estimation and commitment
Regular Cadence
(scope delivered as soon as possible)
Low cost if you loose the opportunity
Frequent and known cadence
Aligned with the purpose
Systemic:
attention with local optimizations
End-to-end:
understandable by end customer;
measure work, not workers;
Consider that the system is subject to common and special variations (Deming);
Nivelamento
Service Level Agreement Due Date Performance
Characteristics of Good Metrics
Kanban Metrics
Write acceptance criteria in each sprint
Expedite is not for bugs!
Generates anxiety
Can't handle variability very well
Team vs. Individuals
doesn't support team work
heroes and villains culture
jeopardize systemic vision
goes against multidisciplinary
http://limitedwipsociety.ning.com/page/tools
BUG description
Avoid reflux
Shorter time betweenn creation-correction
faster
cause-effect relationship
Wait to be available or correct it immediately?
Save the post-it for the retrospective
What to do if you already have a huge number of bugs? Possible solution: swimlane
Statistical
Process
Control
Timebox: 1 min
Timebox: 2 min
From Concept to Cash
From Hypothesis to Happiness
Instructors:
Alisson Vale
Rodrigo de Toledo
Kanban Principles & Practices
Principles
Start with what you do now
Agree to pursue incremental and evolutionary changes.
Initially, respect current roles, responsibilities & job titles
Encourage acts of leadership at all levels
Practices
Visualize the Work
Limit work in progress (WIP)
Measure and manage Flow
Make current policies explicit
Implement feedback loops in the Flow and between flows related to the organization.
Improve collaboratively, evolve experimentally
2013
sub-columns
before, over and after Post-it
no more post-its for tasks
tasks check-box in each US post-it
sprint: 10 min
stand up: 2 min
sprint: 12 min
Planning:
Put the 5 User Stories on the wall based on prioritization (big sticky notes)
Create tasks (small sticky notes)
sprint: 10 min
10 min
stand up: 2 min
sprint: 10 min
stand up: 2 min
How to establish the WIP limit?
There is a correlation between the number of people in a team and its capacity
Experimentally
Sufficiently small,
so that it happens to be limited
Sufficiently large,
so that it doesn't happen too much
To reduce smoothly:
start with the current number of items
reduce the number each time there is one iten less
broken window
a culture of quality brings happiness
Board priorities:
From right to left
Impediments
Analogies: 1st class; fastpass; handicap parking spot
stand up: 2 min
Triple A:
Arrange
Act
Assert
www.knowledge21.com.br/treinamentos/
PO Board
Control Chart
TO DO
DOING
DONE
Cliente
1956
From Concept to Cash
Average time in the system
Number of items in Process (WIP)
Arrival rate
Average time in the system
WIP
Arrival rate
X
=
=
real case from Objective
Bibliography
Theory of Constrains (ToC)

Book:
The Goal - GOLDRATT, Eliyahu M. e COX, Jeff.

Video:
find a link....
4
Limits create movement options in the value chain.

Visibility and coordination help choosing the best one.
The limits are an invitation to discussion.
Original name of this training
English:
given that <>
when <>
then <>
(update CFD)
(update CFD)
(update CFD)
(update CFD)
(update CFD)
Slack Time
https://hbr.org/2012/05/six-myths-of-product-development
Fallacy 1: High utilization of resources will improve performance.
Stefan Thomke &
Donald Reinertsen
http://www.ted.com/talks/tom_wujec_on_3_ways_the_brain_creates_meaning
3 ways the brain creates meaning
Tom Wujec
3 components to visualize ideias:
clarify
interactive
persistent
prezi.com/user/toledo
Lead time
=
waiting time
+
touch time
{
options
CFC
Kanban: target point
Sepecification
Analysis
Dev
Test
Validation
Deploy
Sepecification
Analysis
Dev
Test
Validation
Deploy
Sepecification
Analysis
Dev
Test
Validation
Deploy
Selected
[3]
Development
[3]
Test
[2]
Validation
[5]
Analysis
[1]

KMP Foundation I
(Kanban Management Professional)

New name
11. Cheap
What is difference between the post-its highlighted and the others?
Input
Output
Work in Progress
future
present
past
value
discovery
expected
alignment
selction by
importance
prioritization
limits
colaboration
autonomy
process policies
self-organization
metrics
capacity
cadence
achievements
Definition of Transition
(Do* instead of DoD)
Process policies: stage names and defined transitionsf
BVI: Business Value Increment
MMF: Minimum Marketable Feature
MVP: Minimum Viable Product
User story
Task
team level
it does not provide value to business/user
Assigned to a team member or a pair
Business value unit
Value to the user

Verifiable by stakeholders

Indicates progress
Technical Value
Create new
table in our DB
Interface layout ...
Business Value categories:
MVPi: Minimum Viable Product increment
As a <stakeholder>
I want <key-result>
such that <objective>
in <time-frame>
Business epic:
As a <user>
I want to <user problem>
so that <value for the user>
PS: A feature is a solution not a problem!
Special variation
Expected
variation
Special variation
Full transcript