Limited WIP Society Bangalore Chapter - Jun 6 2014 Meetup

LEAN / KANBAN

Sudipta Lahiri, Digité

Experience without theory is expensive;Theory without experience is useless!

- Deming

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Many are doing it today… 2

Even the Government is doing it…

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Changing Focus4

Building the product RIGHT

Are we building the RIGHT product?

Agile Manifesto

Agile Principles

A different view...5

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Traditional software

development

Scope

Time Cost(resources)

Scope

TimeCost

(resources)

Agile software development

(Target business goals &

outcomes)

Courtesy: Jeff Patton

Agile and Lean6

04/10/2023

Thinking progressed along 3 tracks…

Management Methods

• XP• SCRUM• Lean• Kanban• SCRUMBAN• Many

others..

Engineering Methods

• TDD + BDD• Build

Automation => Continuous Integration

• Continuous Delivery

• Continuous Deployment

The Humane aspect

• Team ownership and empowerment• Stand-ups• Retrospecti

ves

04/10/2023

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Lean + Kanban + SCRUM

Lean thinking

• Value• Value

Stream• Flow• Pull• Continuous

Improvement

• Respect for people

Kanban Thinking

• Lean principles

• Visualize Value Stream

• Limit WIP• Make

process policies explicit

SCRUM thinking

• Cadences• Artefacts• Ceremonie

s• Roles

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Here’s what happens…

Courtesy: Henrik Kniber

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“Idle time” at “non-constrained” stages

The concept that “do nothing” when idle is difficult to accept Yet, doing when you are not ready causes rework and that too is

ingrained in our mind as waste Goldratt said in the TOC context:

People should “sit on their hands” and not silently become a bottleneck; When work comes, they should do it as fast as they can and then again get back “sitting on their hands” Very difficult to accept and implement

Alternatively, cross train people to work in constrained stages Two more options (as documented in this case study):

Non-bottleneck people do work that simplifies the work of the bottleneck station For e.g., if senior developers are bottlenecked, then writing detailed

requirement document (even if the team is co-located) allows the developers to work subsequently in a heads down mode

Non-bottleneck people rework their ideas to increase the stability of those ideas For e.g., the design team can do multiple protos to give solidity to the

development so that the probability of development rework reduces

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The Kanban Method:Core Practices Visualize the Work

Map your value stream Making invisible work, visible!

Limit Work in Process (WIP) Manage Flow; Establish a Cadence

Remove bottlenecks and improve the flow Increase throughput

Make Process Policies Explicit

------------------------------------------------------- Improve Collaboratively, Evolve Experimentally

(using models and scientific method) Implement Feedback Loops

Focus is on creating a

continuously improving

system; NOT on creating the most optimal system

Class of Service

All work items cannot be handled the same way

Have its own policy to reflect prioritization based on the different risks and business value

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Expedite Fixed Delivery

Date Standard Intangible

At a micro level, Kanban helps by...

Putting a limit on the work in process determines what really needs to be done

Creating a scorecard with just having a simple Kanban board You know how many get

done!

Keeping everyone accountable on the Board The person who owns the

card has to move it forward

Encouraging teamwork as the tasks that are not being completed will get focus and get worked on, together

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At a macro level, Kanban helps by...

Providing visibility into the Development process Status of work How is it progressing?

Giving a method for continuous improvement

Giving direction to invest into most valuable work

Reduce risk and increase flexibility More resilient development life cycle

We don’t want this...!21

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The Kanban Game23