The Magic of Kanban and the Agile Movement (Why you want to know more about Kanban)

1. The Magic of Kanban and the Agile Movement(Why you want to know more about Kanban) Tomo Lennox Bow Tie consulting

2. History of Programming Lean Dev. Hacking Kanban Scrum C.I. RUP XP Rapid prototyping OOP TSP/PSP Structured Programming CMMI CMM Productivity The Navy Way 6 Sigma PMBOK Junk (First Software) Time Kanban

3. Waterfall Lean Dev. Hacking Kanban Scrum C.I. RUP XP Rapid prototyping OOP TSP/PSP Structured Programming Waterfall CMMI CMM Productivity The Navy Way 6 Sigma PMBOK Junk (First Software) Time Kanban

4. Waterfall = Big Design Up Front The idea is that you can save time and money later by thinking smarter now. Kanban

5. Big Design Up Front But humans are not smart enough to do it. Kanban

6. Big Design Up Front • Nobody knows what they really want. • Nobody is smart enough to precisely specify anything complex. • Few people can imagine the details of a system they can’t try. • Needs change and keep changing, so if you did ever get everything right, it is wrong now. Kanban

7. Waterfall Kanban

8. Big Design Analogy: Cannon Fire • You have an old cannon, a barrel of cannon balls and a barrel of gun powder. Hit the target with a cannon ball. Kanban

9. Big Design Analogy: Cannon Fire  Kanban

10. Big Design Analogy: Cannon Fire • On the other hand, if you just shoot the cannon a few times, you are likely to get it by trial and error in a few tries. (Ready, Fire, Aim) Kanban

11. Agile Agile Lean Dev. Hacking Kanban Scrum C.I. RUP XP Rapid prototyping OOP TSP/PSP Structured Programming CMMI CMM Productivity The Navy Way 6 Sigma PMBOK Junk (First Software) Time Kanban

12. Kanban

13. Small Bites = Agile Small bites flow. Big bites hurt, and they might kill you. Kanban

14. XP vs. Scrum Lean Dev. Hacking Kanban Scrum C.I. RUP XP Rapid prototyping OOP TSP/PSP Structured Programming CMMI CMM Productivity The Navy Way 6 Sigma PMBOK Junk (First Software) Time Kanban

15. 2 Methodologies There were 2 methodologies that came out of the Agile beginning: • Extreme Programming (XP) - Kent Beck • Scrum - Ken Schwaber, Jeff Sutherland Scrum won. XP was left in the dust. Kanban

16. Fine scale feedback Pair programming Planning game Test-driven development Whole team Continuous process Continuous integration Refactoring or design improvement Small releases Shared understanding Coding standards Collective code ownership Simple design System metaphor Programmer welfare Sustainable pace Coding The customer is always available Code the Unit test first Only one pair integrates code at a time Leave Optimization until last No Overtime Testing All code must have Unit tests All code must pass all Unit tests before it can be released. When a Bug is found, tests are created before the bug is addressed (a bug is not an error in logic, it is a test you forgot to write) Acceptance tests are run often and the results are published XP Principles Kanban

17. Scrum Kanban

18. Scrum But Take the parts of Scrum that you like; ignore the parts that are hard, and hope it works • Pure Scrum is well defined. • Pure Scrum takes discipline that stops you from doing whatever you want. • Pure Scrum is not agile! Kanban

19. Continuous Improvement If you can’t change it, it doesn’t get any better Kanban

20. Kanban Lean Dev. Hacking Kanban Scrum C.I. RUP XP Rapid prototyping OOP TSP/PSP Structured Programming CMMI CMM Productivity The Navy Way 6 Sigma PMBOK Junk (First Software) Time Kanban

21. Kanban - David Anderson Start with what you do now Start with the roles and processes you have and stimulate continuous, incremental and evolutionary changes. Agree to pursue incremental, evolutionary change Agree that continuous, incremental and evolutionary change is the way to make system improvements and make them stick. Respect the current process, roles & titles By agreeing to respect current roles, responsibilities and job titles we eliminate initial fears. This should enable us to gain broader support for our Kanban initiative. Leadership at all levels Acts of leadership at all levels in the organization from individual contributors to senior management should be encouraged. Kanban

22. David Anderson’s core practices 1. Visualize (card wall) 2. Limit Work In Progress (WIP) 3. Manage flow (measure and report) 4. Make policies explicit 5. Implement feedback loops 6. Improve collaboratively, evolve experimentally (using models and the scientific method) Kanban

23. Work In Progress The work that youare scheduled to docan get in the wayof the work youare supposed tobe doing now. Kanban

24. Work In Progress Juggling takes a lot of energy and concentration. You get less useful work done when you are juggling, and some things get dropped (rot). Kanban

25. Work In Progress 20th Century scheduling systems try to keep people busy all the time by giving them lots of task to juggle. It keeps people busy, but the lack of focus cause lots of errors that lead to a long debug cycle on every project. Kanban

26. Work In Progress • Small bites (iterations, features…) give you less to keep in your head and for less time. • Finish one task before starting another. (Juggling is hard, but you can run with just one or two balls.) • Break for another task, only if you are stuck. (You are now starting to juggle. Two balls is okay, three is possible. Don’t do four. This is not a circus; you get no points for juggling.) • Reorganize features, schedules, team structure….anything to minimize the people who can’t finish the task they started. Kanban

27. Manage the Flow More and faster can lead to chaos. Kanban

28. Flow Tight feedback between train cars allows hundreds of cars to travel together Kanban

29. Flow Figure where the “tracks” run. Keep things moving, but don’t allow pile-ups. Don’t make anything that can’t be used now. Eliminate waiting time by removing bottlenecks Faster delivery means faster feedback. Kanban

30. Kanban vs. Scrum Lean Dev. Hacking Kanban Scrum C.I. RUP XP Rapid prototyping OOP TSP/PSP Structured Programming CMMI CMM Productivity The Navy Way 6 Sigma PMBOK Junk (First Software) Time Kanban

31. Kanban White board rules Principles Scrum Roles (With certification) A Daily structure A Bi-weekly structure Ceremonies Charts and Graphs (More than just principles) Kanban vs. ScrumOut of the box Kanban

32. Kanban No cycles - you pull some work and get it done as soon as possible. (Agile without iteration) Scrum Time box (usually 2 weeks) Daily standup Kanban vs. Scrum Cycles Kanban

33. Kanban Feedback is critical Cycle Time is the most important measurement Improvements come from measurements Scrum Feedback is important Velocity is the most important measurement. Kanban vs. Scrum Measurement Kanban

34. Kanban Fasted possible feature deliver rate Work In Progress limits Continuous Improvement You only have to change what is not working. Scrum Well defined You only have to think about one clump of features at at time. No changes to the features you are working on. Kanban vs. Scrum Magic Kanban

35. Scrumban - Corey Ladas • Use Scrum to setup a disciplined structure • Use Kanban to evolve the structure into something better. Kanban

36. Questions? Tomo Lennox: Cell - 612-385-4326 Email - tomo@tomoLennox.com Blog - tomoLennox.com Kanban

37. Lean Development Lean Dev. Hacking Kanban Scrum C.I. RUP XP Rapid prototyping OOP TSP/PSP Structured Programming CMMI CMM Productivity The Navy Way 6 Sigma PMBOK Junk (First Software) Time Kanban

38. Waste The stuff you make, but don’t use is killing your schedule and budget. Kanban

39. Waste • Features that no one uses • Documents that no one reads • Leaving tasks half done, (to rot) while you do other things • Inefficient communication • Debugging Kanban

40. Waste (Lean Development) Scrum and some other Agile methodologies require detailed estimation to make every sprint the same size. This is waste. Measuring features delivered over time tells you everything you need to know. Kanban