Lean & Kanban: Além da Agilidade

@diego_pachecoabout.me/diegopacheco

@diego_pacheco

diego.pacheco@ilegra.com

diego-pacheco.blogspot.com

Sim, Eu trabalho com TI…

(Gosto de Dinossauros)

github.com/diegopacheco

#leankbilegra11

Yes, Agile !!!

http://agilemanifesto.org/

Empty your mind...

We may need some recycle!

2006

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

Bla bla bla, Scrum, Bla bla bla, Scrum, Bla bla bla, Scrum, bla, bla and bla… SCRUM!

Agile >Scrum

2 Things!

Thomas Jefferson (don’t copy the tools)

In matters of style, swim with the current;

In matters of principle, stand like a rock.

Why Lean ? We Have Agile !!!

There are gaps in Agile !!!

Lean has great synergy with Agile

Lean fills the Gap !!!

LeanX

CMMI

CMMI

Assumption 1: A system isbest managed bydisaggregating it intoidentifiable work productsthat are transformed from ainput to output to archivespecific goal.

Assumption 2 A matureorganization is one in whicheverything is carefullyplanned and then controlledto meet the plan.

Lean

Assumption 1: A matureorganization looks at thewhole system; it does notfocus on optimizingdisagreggregated parts.

Assumption 2 A matureorganization focuses onlearning effectively andempowers the people who dothe work to make decisions.

LeanX

Traditional

TraditionalWork HarderWork Smarter

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

64% Features are Rarely or never used

LeanWhy do it at all ?Remove Waste

What is Lean anyway ?

Scientific Management & Taylor

1910People 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.

W. Edwards Deming

The Humanist“All anyone asks for is a chance to work with pride.”

1940

People are good. People care !!!

Respect People.

People are about Trust, Pride, and applause not numbers.

Continuous improvements in work process: PDCA.

Intrinsic Motivation

Respect People

Deming’s 14 Points

…Intrinsic Motivation

Lean Origins…

Taichii Ohno

TPS - 1948

Lean Manufacturing

Lean/Kanban Origins in Software…

~2002

(Mary & Tom Poppendieck)

(David Anderson)~2003

Lean is aboutThinking...

Symphony of the Thousand

A Complex System

Understanding… but WHY ?

Change the System, Changes the Culture!

Lean is about… (Why ?)

Right Feature, Right Time… (Why ?)

Business Agility

Lean Principles (Cultural Changes)

#1 Built-in Quality

In Agile World…

#2 Empower the Team

Make conditions to people be…

In Agile World…

#3 Deliver as Fast as possible

Bucket approach

Hose approach

Batch Size Reduction

Continuous Deployment/Deliver

#4 Decide as Late as Possible

Plan SUCKS! Planning Rocks!

Uncertain Cone

In Agile World…

AMDD

Simple Design

#5 Optimize the Whole

We are Local…

…To the Extreme!

Beware: Taboo ahead !!!

System Thinking

5 whys

Don’t attackthe symptoms!

Critical Chain

In Agile World…

#6 Create/Amplify knowledge

In Agile World…

#7 Eliminate Waste

You need learn how to see waste !!!

Wastes

#7-1 Overproduction (Extra Features)

#7-2 Inventory (Backlog / Partial done)

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

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

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

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

#7-7 Transportation (Handoff’s)

Pull vs Push

Push

Bucket approach == PUSH

Pull

Hose approach == PULL

Command Intent VS C2

Value Stream Mapping -> Kanban board

#J.I.T

…Just the tip of the iceberg…

Kaizen ( Continuous Improvements)

Kaizen is involvement

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.

Improvements at daily basis NOT in events !!!

Hold On…

Toyota Kata: Continuous Improvement

* http://www-personal.umich.edu/~mrother/Homepage.html

Toyota Kata: Coaching

Kanban

"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

Kanban is 80% about People!

The Essence of Kanban is…

1. Visualize the Workflow2. Limit WIP3. Manage Flow4. Make Process Policies Explicit5. Improve Collaboratively (using Models

and the Scientific Method)

Make Explicit Policies

Kanban is visual card

Kanban is more than a index card

Kanban: Visual Flow | See to Believe

Visual Informarion Rules!

* Boards over Tools | tools sucks!* Process Enforcements + Metrics* Not ONLY flow

Common SPECIFIC Understanding

Classes of Services

Classes of Services: Based on Cost of Delay!

Dirt Road Cobblestone Road Highway

Time

Complexity

Value Added

Scalability

Risk

In Agile World(Remember the XP Roads Approach ?)

Classes of Services Based on post-its colors

Priority always in the TOP

Kanban Swim lanes

Kanban: Focus on the Right!

- FOCUS +

Begin a new StoryFinish a Story

Kanban: DEMO & Retrospectives

DEMO

Retrospective

Kanban: Release it anytime.

Kanban: Re-prioritize anytime…

Super Team

Visualize W.I.P

Manage/Limit W.I.P

Queues size | Less is better !!!

…You seek for Cadence

Kanban shows hidden issues

Kanban let you see bottlenecks!

Kanban enables Tactics!

Kanban let you have buffers (I don’t like it)

DEV(3) DEPLOY(5)

WAITDEPLOY

(3)

Sometimes things get wild!

Stopping the line | the “controversial”

SHIT

Kanban was metrics !!!

Two Goals: Improve CT & Exploit BT

Bottleneck will define your speed limit.

Cyclic time = w.i.p / t.h | Small CT better !!!

Little’s Law

Waterfall, Scrum and Kanban (Samples)

Waterfall

Scrum

Kanban

(1) Piece flow

(100) Everything at same time

(20) Managed WIP flow

*The numbers are just a example.

VARIATION: The mini-game !!!

VARIATION: Good OR Bad ?

DEV OPS

* The Answer is in the next slide.

(1975)

Make a Cheeseburger X Sell a Cheeseburger

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

Cumulative Flow Diagram

Cumulative Flow Diagram

Kanban X Scrum

Typical flow of a Scrum process

Typical flow of a Kanban process

Kanban X Scrum

Kanban X Scrum | tasks & wip

Kanban X Scrum | process cadence

Kanban X Scrum | Main Differences p1

Kanban X Scrum | Main Differences p2

Scrumban | Mixing Scrum and Kanban

Scrum and kanban comparison

“Kinds of Kanban” | Process fit

Recommended Books

Recommended Books

Kanban CASES & Live DEMO

Fishbowl Discussion

Lean & Kanban: Além da Agilidade

@diego_pachecoabout.me/diegopacheco

Thank You!

10:00 – 10:15 – Warm Up10:15 - 12:00 - Lean & Kanban Lecture / Mini-game12:00 - 13:00 - Break for Lunch13:00 - 13:30 – Warm Up / Mini-Game 13:30 - 14:30 - Lean/Kanban DEMO & Cases 14:30 - 15:00 – Coffee Break15:00 - 17:00 - Fish Bowl17:00 - 17:30 - Retrospective

#leankbilegra1130/07/2011

The “Names” Mini-game