Lean & kanban alem da agilidade
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Transcript of Lean & kanban alem da agilidade
Lean & Kanban: Além da Agilidade
@diego_pachecoabout.me/diegopacheco
@diego_pacheco
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