Lean & kanban alem da agilidade

1. Lean & Kanban:
Além da Agilidade
@diego_pacheco
about.me/diegopacheco

2. Sim, Eu trabalho com TI…
(Gosto de Dinossauros)
diego.pacheco@ilegra.com
@diego_pacheco
diego-pacheco.blogspot.com
github.com/diegopacheco

3. #leankbilegra11

5. Yes,
Agile !!!

6. http://agilemanifesto.org/

7. Empty your mind...

8. We may need some recycle!

9. 2006

11. Agile Mindsets and CORE
values are BIGGER THAN
Scrum. You also need XP
because CODE Matters. Bla bla bla,
you must pay attention on XP Scrum, Bla bla
dude, stop being a faggot! bla, Scrum, Bla
bla bla, Scrum,
bla, bla and bla…
SCRUM!

12. Agile
>
Scrum

14. 2
Things!

15. Thomas Jefferson (don’t copy the tools)
In matters of
style, swim with
the current;
In matters of
principle, stand
like a rock.

17. Why Lean ? We Have Agile !!!

18. There are gaps in Agile !!!

19. Lean has great synergy with Agile

20. Lean fills the Gap !!!

22. Lean
X
CMMI

23. CMMI
Assumption 1: A system is
best managed by
disaggregating it into
identifiable work products
that are transformed from a
input to output to archive
Assumption 2 A mature
specific goal.
organization is one in which
everything is carefully
planned and then controlled
to meet the plan.

24. Lean
Assumption 1: A mature
organization looks at the
whole system; it does not
focus on optimizing
disagreggregated parts.
Assumption 2 A mature
organization focuses on
learning effectively and
empowers the people who do
the work to make decisions.

25. Lean
X
Traditional

26. Traditional
Work Harder
Work Smarter

27. 60-95% of our time doing things that
increase cost but don’t add value!

28. 64% Features are Rarely or never used

29. Lean
Why do it at all ?
Remove Waste

30. What is Lean anyway ?

31. Scientific Management & Taylor
1910
People are not Smart, enough to
know the best way to do it! They are
lazy!
Workers will do as little as possible.
Workers do not care about quality.
Experts tell workers exactly what to
do! Do the best and cheapest way!
Pay extra if they do it the best way
right!
Experts(management/supervisors)
break the work in small parts so the
workers can do it.

32. W. Edwards Deming
1940
The Humanist
“All anyone asks for is a chance to work with pride.”
People are good. People care !!!
Respect People.
People are about Trust, Pride, and
applause not numbers.
Continuous improvements in work
process: PDCA.
Intrinsic Motivation

33. Respect People

35. Deming’s 14 Points

37. …Intrinsic Motivation

38. Lean Origins…
TPS - 1948
Taichii Ohno

39. Lean Manufacturing

40. Lean/Kanban Origins in Software…
~2002
(Mary & Tom Poppendieck)
~2003 (David Anderson)

41. Lean is about
Thinking...

44. Symphony of the Thousand

46. A Complex System

49. Understanding… but WHY ?

50. Change the System, Changes the Culture!

51. Lean is about… (Why ?)

52. Right Feature, Right Time… (Why ?)

53. Business Agility

54. Lean Principles (Cultural Changes)

56. #1 Built-in Quality

57. In Agile World…

58. #2 Empower the Team

59. Make conditions to people be…

61. In Agile World…

62. #3 Deliver as Fast as possible

63. Bucket approach

64. Hose approach

65. Batch Size Reduction

66. Continuous Deployment/Deliver

67. #4 Decide as Late as Possible

68. Plan SUCKS! Planning Rocks!

69. Uncertain Cone

70. In Agile World…
AMDD
Simple Design

71. #5 Optimize the Whole

72. We are Local…

73. …To the Extreme!

74. Beware: Taboo ahead !!!

75. System Thinking

77. 5 whys
Don’t attack
the symptoms!

78. Critical Chain

79. In Agile World…

80. #6 Create/Amplify knowledge

82. In Agile World…

83. #7 Eliminate Waste

84. You need learn how to see waste !!!

85. Wastes

86. #7-1 Overproduction (Extra Features)

87. #7-2 Inventory (Backlog / Partial done)

88. #7-3 Extra Processing Steps (Extra Steps/ Rework)

89. #7-4 Motion (Finding Information / Task Switching)

90. #7-5 Defects (BUGS not caught by tests)

91. #7-6 Waiting (waiting for decisions, including customers / delays)

92. #7-7 Transportation (Handoff’s)

93. Pull vs Push

94. Push

95. Bucket approach == PUSH

96. Pull

97. Hose approach == PULL

98. Command Intent VS C2

100. Value Stream Mapping -> Kanban board

101. #J.I.T

102. …Just the tip of the iceberg…

104. Kaizen ( Continuous Improvements)

106. Kaizen is involvement

107. Leaders/Coaches must be breathing kaizen
It's not have the best perfect way of doing work up-to-front. It’s
motivate people to always get better ways to do work.

108. Improvements at daily basis NOT in events !!!

109. Hold On…

111. Toyota Kata: Continuous Improvement
* http://www-personal.umich.edu/~mrother/Homepage.html

112. Toyota Kata: Coaching

113. Kanban

114. Kanban is 80% about People!
"Putting people in good systems results in better results than putting people in bad systems – so
attending to the systems will help the people's behavior" via @alshalloway

115. The Essence of Kanban is…
1. Visualize the Workflow
2. Limit WIP
3. Manage Flow
4. Make Process Policies Explicit
5. Improve Collaboratively (using Models
and the Scientific Method)

116. Make Explicit Policies

117. Kanban is visual card

118. Kanban is more than a index card

119. Kanban: Visual Flow | See to Believe

120. Visual Informarion Rules!
* Boards over Tools | tools sucks!
* Process Enforcements + Metrics
* Not ONLY flow

121. Common SPECIFIC Understanding

122. Classes of Services

123. Classes of Services: Based on Cost of Delay!

124. In Agile World(Remember the XP Roads Approach ?)
Dirt Road Cobblestone Road Highway
Time
Complexity
Value Added
Scalability
Risk

125. Classes of Services Based on post-its colors

126. Priority always in the TOP

127. Kanban Swim lanes

128. Kanban: Focus on the Right!
Finish a Story
Begin a new Story
- FOCUS +

129. Kanban: DEMO & Retrospectives
Retrospective
DEMO

130. Kanban: Release it anytime.

131. Kanban: Re-prioritize anytime…

132. Super Team

133. Visualize W.I.P

134. Manage/Limit W.I.P

135. Queues size | Less is better !!!

136. …You seek for Cadence

137. Kanban shows hidden issues

138. Kanban let you see bottlenecks!

139. Kanban enables Tactics!

140. Kanban let you have buffers (I don’t like it)
DEV(3) DEPLOY(5)
WAIT
DEPLOY
(3)

141. Sometimes things get wild!

142. Stopping the line | the “controversial”
SHIT

143. Kanban was metrics !!!

144. Two Goals: Improve CT & Exploit BT

145. Bottleneck will define your speed limit.

146. Cyclic time = w.i.p / t.h | Small CT better !!!
Little’s Law

147. Waterfall, Scrum and Kanban (Samples)
Waterfall (100) Everything at same time
Kanban (20) Managed WIP flow
Scrum (1) Piece flow
*The numbers are just a example.

148. VARIATION: The mini-game !!!

149. VARIATION: Good OR Bad ?
DEV OPS
* The Answer is in the next slide.

150. Make a Cheeseburger X Sell a Cheeseburger
(1975)

151. http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.html

153. Cumulative Flow Diagram

154. Cumulative Flow Diagram

155. Kanban X Scrum

156. Kanban X Scrum
Typical flow of a Scrum process
Typical flow of a Kanban process

157. Kanban X Scrum | tasks & wip

158. Kanban X Scrum | process cadence

159. Kanban X Scrum | Main Differences p1

160. Kanban X Scrum | Main Differences p2

161. Scrumban | Mixing Scrum and Kanban

162. Scrum and kanban comparison
“Kinds of Kanban” | Process fit

163. Recommended Books

164. Recommended Books

165. Kanban CASES & Live DEMO

166. Fishbowl Discussion

167. Thank You!
Lean & Kanban:
Além da Agilidade
@diego_pacheco
about.me/diegopacheco

168. 30/07/2011 #leankbilegra11
10:00 – 10:15 – Warm Up
10:15 - 12:00 - Lean & Kanban Lecture / Mini-game
12:00 - 13:00 - Break for Lunch
13:00 - 13:30 – Warm Up / Mini-Game
13:30 - 14:30 - Lean/Kanban DEMO & Cases
14:30 - 15:00 – Coffee Break
15:00 - 17:00 - Fish Bowl
17:00 - 17:30 - Retrospective

169. The “Names” Mini-game