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Kanban overview

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This document discusses a company's transition from Scrum to Kanban. It provides an overview of Kanban principles and how the company set up their Kanban board. Key aspects include limiting work in progress, visualizing workflow, and pulling work rather than pushing it. The company adopted Scrumban practices like daily standups and retrospective meetings.

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Kanban
Introductions ? Connie Barton ¨C TD Ameritrade ? Dan Carroll ¨C Microsoft ? Julie Weitzel ¨C Ascend One
Agenda ? Onecompany¡¯s adaptation from Scrum to Kanban ? Our Challenges ? What is Kanban? ? Setting up Kanban Board ? Scrumban
Time-boxed iterative development has challenges Common problems include: ?Short time-boxes give more frequent opportunity to measure progress and inspect software but force development items to be smaller ?Smaller development items are often too small to be valuable and difficult to identify ?Quality of requirements suffers as analysts rush to prepare for upcoming cycles ?Quality of current development suffers when busy analysts are unable to inspect software or answer questions during development ?Quality often suffers as testers race to complete work late in the development time-box
What is Kanban? kan¡¤ban ? ?[k¨»hn-b¨»hn] ¿´°å ¨C Kanban literally means ¡°visual card,¡± ¡°signboard,¡± or ¡°billboard¡± ?Developed more than 20 years ago, by Mr. Taiichi Ohno, a vice president of Toyota ?A method of inventory control, originally developed in Japanese automobile factories, that keeps inventories low by scheduling needed goods and equipment to arrive a short time before a production run begins ?A visual signal that¡¯s used to trigger an action ?A simple-to-operate control system ?Fits nicely into an Agile SDLC
Properties of Kanban ? Visualize what you do today ? Limit the amount of work in progress ? Improve flow ? Pull not push ? Request In, Value Out ? Minimal Marketable Feature
Kanban Board
Setup Kanban Board ? Need to identify Team Goals ? Need to identify limit for On Deck ? Need to identify limit for each phase ? Move highest priority stories onto On Deck ? Setup TFS for workflow ? And Go!
Lead Time vs. Cycle Time ? Lead Time ? Starts when story goes On Deck ? Ends when story is Released to Production ? Cycle Time ? Starts when story goes into Analysis ? Ends when story moves into QA Done Customized to our teams
Kanban Board
Kanban Board Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed
Development Phase Kanban Board 1. Number of stories in this phase is limited 2.Team member will pull from Analysis Done when work is needed 3.Development tasks with hours are created Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed
Development Phase Kanban Board 1. Number of stories in this phase is limited 2.Team member will pull from Analysis Done when work is needed 3.Development tasks with hours are created Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed QA Phase 1.Number of stories in this phase is limited 2.Team member will pull from Dev. Done when work is needed 3.QA tasks with hours are created 4.Cycle time ends when story leaves QA
Development Phase Kanban Board 1. Number of stories in this phase is limited 2.Team member will pull from Analysis Done when work is needed 3.Development tasks with hours are created Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed Ready to Deploy Phase 1.No limits QA Phase 2.Team will decide when to release stories 1.Number of stories in this phase is limited in RTD 2.Team member will pull from Dev. Done 3.Proposed 2-week release schedule when work is needed 3.QA tasks with hours are created 4.Cycle time ends when story leaves QA
Work In Progress (WIP) & Limits ? The limit should be large enough to keep the team busy (i.e. there is always something in it for the team to start work on), but small enough to avoid premature prioritization (i.e. having things sitting in the queue for too long before they are begun). ? WIP limits are designed to reduce multi- tasking, maximize throughput, and enhance teamwork.
Work In Progress (WIP) & Limits ? To improve cycle time there are two options: ? reduce the number of things in process ? improve the average completion rate ? Byhaving fewer work items in progress, then the team is able to focus more on the larger goals, and less on individual tasks, thus encouraging a swarming effect, and enhancing teamwork
Work In Progress (WIP) & Limits ? Limiting WIP like this can seem unusual for teams, and there is often a worry that team members will be idle because they have no work to do, but are unable to pull any new work. The following guidelines can be useful to help in this situation: ? Can you help progress an existing story? Work on that. ? Don¡¯t have the right skills? Find the bottleneck and work to release it. ? Don¡¯t have the right skills? Pull in work from the queue. ? Can¡¯t start anything in the queue? Is there any lower priority to start investigating? ? There is nothing lower priority? Find other interesting work.
Scrumban ? Team will decide when to release stories in RTD ? Proposed 2-week release schedule ? Conduct daily stand-ups ? Retrospectives conducted on an as need basis, minimum of one per month
Remains The Same ? ProductBacklog ? Business Prioritization of Product Backlog ? Release Definition of Done ? Demo ? Retrospective
Daily Standup ? Identifybottlenecks ¨C Congestion or gaps? ? Blocker not handled? ? Working within process limits? ? Are priorities clear? ? Did yesterday? Plan for today? ? Post-standup ? Update charts ? Remove done items
Backlog Grooming / Estimating / Planning ? Planning, Grooming, and Estimating occur at the same time ? Planning occurs when On Deck phase has a few stories left ? The team will groom the new stories as added to On Deck ? Estimating will consist new size chart: ? Small / Medium / Large (<4 week Cycle Time)
Bugs/Defects ? Bugs found in Staging environment during testing of a story in QA Phase ? Work type item ¡°Bug¡± will be created in TFS and linked to a story ? The Bug will go to ¡®On Deck¡¯ and Assigned To story developer; story remains in QA phase ? QA can continue testing or work on another story ? Developer will pull Bug into Analysis or Development phase when ready to take in work
Bugs/Defects (cont.) ? The Bug will flow through the workflow similar to a story ? On Deck > Analysis > Analysis Done > Development > Development Done > QA > QA Done > Closed ? Bug will not go to ¡°Ready to Deploy¡± or ¡°Released¡± ? Production Bugs ? A story will be created and prioritized
Implementation ? Team Foundation Server Process Template ? Based on http://techdayskanban.codeplex.com/ by Adam Gilmore ? User Story and Bug customizations with workflow ? Separate customizations for each Team Project. ? MVC3 KanBan Board website ? Excel Reports
Other Guidance ? VS ALM Rangers Practical KanBan Guidance http://vsarkanbanguide.codeplex.com/
Closing ? Questions? Thank you!

More Related Content

Kanban overview

  • 2. Introductions ? Connie Barton ¨C TD Ameritrade ? Dan Carroll ¨C Microsoft ? Julie Weitzel ¨C Ascend One
  • 3. Agenda ? Onecompany¡¯s adaptation from Scrum to Kanban ? Our Challenges ? What is Kanban? ? Setting up Kanban Board ? Scrumban
  • 4. Time-boxed iterative development has challenges Common problems include: ?Short time-boxes give more frequent opportunity to measure progress and inspect software but force development items to be smaller ?Smaller development items are often too small to be valuable and difficult to identify ?Quality of requirements suffers as analysts rush to prepare for upcoming cycles ?Quality of current development suffers when busy analysts are unable to inspect software or answer questions during development ?Quality often suffers as testers race to complete work late in the development time-box
  • 5. What is Kanban? kan¡¤ban ? ?[k¨»hn-b¨»hn] ¿´°å ¨C Kanban literally means ¡°visual card,¡± ¡°signboard,¡± or ¡°billboard¡± ?Developed more than 20 years ago, by Mr. Taiichi Ohno, a vice president of Toyota ?A method of inventory control, originally developed in Japanese automobile factories, that keeps inventories low by scheduling needed goods and equipment to arrive a short time before a production run begins ?A visual signal that¡¯s used to trigger an action ?A simple-to-operate control system ?Fits nicely into an Agile SDLC
  • 6. Properties of Kanban ? Visualize what you do today ? Limit the amount of work in progress ? Improve flow ? Pull not push ? Request In, Value Out ? Minimal Marketable Feature
  • 8. Setup Kanban Board ? Need to identify Team Goals ? Need to identify limit for On Deck ? Need to identify limit for each phase ? Move highest priority stories onto On Deck ? Setup TFS for workflow ? And Go!
  • 9. Lead Time vs. Cycle Time ? Lead Time ? Starts when story goes On Deck ? Ends when story is Released to Production ? Cycle Time ? Starts when story goes into Analysis ? Ends when story moves into QA Done Customized to our teams
  • 11. Kanban Board Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed
  • 12. Development Phase Kanban Board 1. Number of stories in this phase is limited 2.Team member will pull from Analysis Done when work is needed 3.Development tasks with hours are created Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed
  • 13. Development Phase Kanban Board 1. Number of stories in this phase is limited 2.Team member will pull from Analysis Done when work is needed 3.Development tasks with hours are created Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed QA Phase 1.Number of stories in this phase is limited 2.Team member will pull from Dev. Done when work is needed 3.QA tasks with hours are created 4.Cycle time ends when story leaves QA
  • 14. Development Phase Kanban Board 1. Number of stories in this phase is limited 2.Team member will pull from Analysis Done when work is needed 3.Development tasks with hours are created Analysis Phase 1. Cycle Time starts 2. Number of stories in this phase is limited 3. Team member will pull from On Deck when work is needed Ready to Deploy Phase 1.No limits QA Phase 2.Team will decide when to release stories 1.Number of stories in this phase is limited in RTD 2.Team member will pull from Dev. Done 3.Proposed 2-week release schedule when work is needed 3.QA tasks with hours are created 4.Cycle time ends when story leaves QA
  • 15. Work In Progress (WIP) & Limits ? The limit should be large enough to keep the team busy (i.e. there is always something in it for the team to start work on), but small enough to avoid premature prioritization (i.e. having things sitting in the queue for too long before they are begun). ? WIP limits are designed to reduce multi- tasking, maximize throughput, and enhance teamwork.
  • 16. Work In Progress (WIP) & Limits ? To improve cycle time there are two options: ? reduce the number of things in process ? improve the average completion rate ? Byhaving fewer work items in progress, then the team is able to focus more on the larger goals, and less on individual tasks, thus encouraging a swarming effect, and enhancing teamwork
  • 17. Work In Progress (WIP) & Limits ? Limiting WIP like this can seem unusual for teams, and there is often a worry that team members will be idle because they have no work to do, but are unable to pull any new work. The following guidelines can be useful to help in this situation: ? Can you help progress an existing story? Work on that. ? Don¡¯t have the right skills? Find the bottleneck and work to release it. ? Don¡¯t have the right skills? Pull in work from the queue. ? Can¡¯t start anything in the queue? Is there any lower priority to start investigating? ? There is nothing lower priority? Find other interesting work.
  • 18. Scrumban ? Team will decide when to release stories in RTD ? Proposed 2-week release schedule ? Conduct daily stand-ups ? Retrospectives conducted on an as need basis, minimum of one per month
  • 19. Remains The Same ? ProductBacklog ? Business Prioritization of Product Backlog ? Release Definition of Done ? Demo ? Retrospective
  • 20. Daily Standup ? Identifybottlenecks ¨C Congestion or gaps? ? Blocker not handled? ? Working within process limits? ? Are priorities clear? ? Did yesterday? Plan for today? ? Post-standup ? Update charts ? Remove done items
  • 21. Backlog Grooming / Estimating / Planning ? Planning, Grooming, and Estimating occur at the same time ? Planning occurs when On Deck phase has a few stories left ? The team will groom the new stories as added to On Deck ? Estimating will consist new size chart: ? Small / Medium / Large (<4 week Cycle Time)
  • 22. Bugs/Defects ? Bugs found in Staging environment during testing of a story in QA Phase ? Work type item ¡°Bug¡± will be created in TFS and linked to a story ? The Bug will go to ¡®On Deck¡¯ and Assigned To story developer; story remains in QA phase ? QA can continue testing or work on another story ? Developer will pull Bug into Analysis or Development phase when ready to take in work
  • 23. Bugs/Defects (cont.) ? The Bug will flow through the workflow similar to a story ? On Deck > Analysis > Analysis Done > Development > Development Done > QA > QA Done > Closed ? Bug will not go to ¡°Ready to Deploy¡± or ¡°Released¡± ? Production Bugs ? A story will be created and prioritized
  • 24. Implementation ? Team Foundation Server Process Template ? Based on http://techdayskanban.codeplex.com/ by Adam Gilmore ? User Story and Bug customizations with workflow ? Separate customizations for each Team Project. ? MVC3 KanBan Board website ? Excel Reports
  • 25. Other Guidance ? VS ALM Rangers Practical KanBan Guidance http://vsarkanbanguide.codeplex.com/
  • 26. Closing ? Questions? Thank you!

Editor's Notes

  • #7: A minimal marketable featur e is a chunk of functionality that delivers a subset of the customer¡¯s? requirements, and that is capable of returning value to the customer when released as an independent entity Types include: Competitive differentiation Revenue generation Cost saving Branding Enhanced loyalty