Long journey of Ruby standard library at RubyConf AU 2024
Introduction to Kanban
1. Introduction To
Kanban
Dave White
Technical Program Director
Imaginet
2. “Evolution...
it really works!”
Introduction to Kanban
LKU Charter Member
Accredited Training Organization
3. You are here because…
“I don’t know how to say Kanban”
“I heard Kanban is the new Scrum”
“I like sessions with Japanese names in
them”
“We know we need to improve, but we
aren’t sure how.”
4. ME
DAVE WHITE
• technical program director
• established 1997
• LKU AKT, PSM,
CSPO, LKU Board
@agileramblings
dwhite@imaginet.com
5. OBJECTIVES
• understand what Kanban is
• reinforce our understanding
• have fun
WHAT and not HOW presentation!!!
(talk to me later about how)
6. LET’S CLEAR THE AIR…
BAHN BĀN
KAHN
KĀN
David Laribee
http://www.forvo.com/word/kanban/ http://www.youtube.com/watch?v=sbPC2Upc2Ig
8. KANBAN METHOD IS…
…an approach to incremental,
evolutionary process change
for organizations
http://en.wikipedia.org/wiki/Kanban_(development)
9. TENDS TO INDUCE…
… processes that are:
• agile
• lean
• unconstrained by fixed-length
sprints
10. 3 PRINCIPLES
start with what you do now
agree to pursue incremental,
evolutionary change
initially, respect current roles,
responsibilities & job titles
Process Change approach as much as a work management approachDoes not provide technical guidance (a la XP)Intends to addresses many of the problems we’ve seen in Agile adoptionsNot a guarantee!
Recipe for SuccessFocus on QualityReduce Work-in-progressDeliver oftenBalance Demand against throughputPrioritizeAttack sources of variability to improve predictability
Right now, you are running a race.Are you leading the pack? In order to lead the pack, should we change cars right now? Engines? Tires? Drivers?Maintain current processNo empirical evidenceEmotional ResistanceEvolutionaryHard to succeed
How deep do you want to go before it gets better?We are doing Kanban right? KaizenLittle – Js
This is a problem only people can solvePeople must buy-inBelieve in them
Don’t Change ImmediatelyCommit to EvolveRespect People
Cards represent moreColor – Type of workAvatar – Current ownerAge – Start date, due dateSwim lanesClass of Service - SLAStand ups are differentFocused on impedimentsState is immediately apparentScales well to larger teams
Allows quality improvementsHelps prevents over production (inventory)Identifies bottlenecksSmooths flowHelps manage demand vs. capability (system)
Pushing the Limits – Pull-based System Game300 balls4-6 bucketsGroups of 6-10 peopleBucket = productionBalls = featureDropped ball = failureBall in bucket = successRound 1(N) analysts(N-1) Developers(Developers – 1) QAEveryone pushes work down onto next level as fast as they canRound 2Pull-based fulfillment – same # of people in rolesRound 3Pull-based fulfillment – teams adapt to eliminate bottlenecksRandomly get a person to put one-hand behind their back
The kanban visualization with WIP limits is an explicit policyNegotiate with upstream participantsIt is important that Everyone knows the rules of the gamehbr image - http://www.goldenlaurel.com/kthRules.aspxVader image - http://www.everydayhowto.net/careers/how-to-negotiate-with-your-boss-to-work-from-home/
People empowered to improve based on knowledge which feeds back into itself
2nd generation Agile methodologyBuilds on our understanding of peopleNot prescriptiveCan improve any processContext-sensitiveStrives towards continuous improvementLeverages knowledge from other industriesStriving to improve itself
2nd generation Agile methodologyBuilds on our understanding of peopleNot prescriptiveCan improve any processContext-sensitiveStrives towards continuous improvementLeverages knowledge from other industriesStriving to improve itself