Lean & kanban alem da agilidade

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

Transcript of Lean & kanban alem da agilidade

Page 1: Lean & kanban alem da agilidade

Lean & Kanban: Além da Agilidade

@diego_pachecoabout.me/diegopacheco

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#leankbilegra11

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Yes, Agile !!!

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http://agilemanifesto.org/

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Empty your mind...

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We may need some recycle!

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2006

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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!

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Agile >Scrum

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2 Things!

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Thomas Jefferson (don’t copy the tools)

In matters of style, swim with the current;

In matters of principle, stand like a rock.

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Why Lean ? We Have Agile !!!

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There are gaps in Agile !!!

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Lean has great synergy with Agile

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Lean fills the Gap !!!

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LeanX

CMMI

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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.

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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.

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LeanX

Traditional

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TraditionalWork HarderWork Smarter

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

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64% Features are Rarely or never used

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LeanWhy do it at all ?Remove Waste

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What is Lean anyway ?

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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.

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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

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Respect People

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Deming’s 14 Points

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…Intrinsic Motivation

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Lean Origins…

Taichii Ohno

TPS - 1948

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Lean Manufacturing

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Lean/Kanban Origins in Software…

~2002

(Mary & Tom Poppendieck)

(David Anderson)~2003

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Lean is aboutThinking...

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Symphony of the Thousand

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A Complex System

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Understanding… but WHY ?

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Change the System, Changes the Culture!

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Lean is about… (Why ?)

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Right Feature, Right Time… (Why ?)

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Business Agility

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Lean Principles (Cultural Changes)

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#1 Built-in Quality

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In Agile World…

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#2 Empower the Team

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Make conditions to people be…

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In Agile World…

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#3 Deliver as Fast as possible

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Bucket approach

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Hose approach

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Batch Size Reduction

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Continuous Deployment/Deliver

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#4 Decide as Late as Possible

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Plan SUCKS! Planning Rocks!

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Uncertain Cone

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In Agile World…

AMDD

Simple Design

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#5 Optimize the Whole

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We are Local…

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…To the Extreme!

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Beware: Taboo ahead !!!

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System Thinking

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5 whys

Don’t attackthe symptoms!

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Critical Chain

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In Agile World…

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#6 Create/Amplify knowledge

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In Agile World…

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#7 Eliminate Waste

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You need learn how to see waste !!!

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Wastes

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#7-1 Overproduction (Extra Features)

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#7-2 Inventory (Backlog / Partial done)

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

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

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

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

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#7-7 Transportation (Handoff’s)

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Pull vs Push

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Push

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Bucket approach == PUSH

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Pull

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Hose approach == PULL

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Command Intent VS C2

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Value Stream Mapping -> Kanban board

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#J.I.T

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…Just the tip of the iceberg…

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Kaizen ( Continuous Improvements)

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Kaizen is involvement

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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.

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Improvements at daily basis NOT in events !!!

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Hold On…

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Toyota Kata: Continuous Improvement

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

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Toyota Kata: Coaching

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Kanban

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"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!

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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)

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Make Explicit Policies

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Kanban is visual card

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Kanban is more than a index card

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Kanban: Visual Flow | See to Believe

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Visual Informarion Rules!

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

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Common SPECIFIC Understanding

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Classes of Services

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Classes of Services: Based on Cost of Delay!

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Dirt Road Cobblestone Road Highway

Time

Complexity

Value Added

Scalability

Risk

In Agile World(Remember the XP Roads Approach ?)

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Classes of Services Based on post-its colors

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Priority always in the TOP

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Kanban Swim lanes

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Kanban: Focus on the Right!

- FOCUS +

Begin a new StoryFinish a Story

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Kanban: DEMO & Retrospectives

DEMO

Retrospective

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Kanban: Release it anytime.

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Kanban: Re-prioritize anytime…

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Super Team

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Visualize W.I.P

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Manage/Limit W.I.P

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Queues size | Less is better !!!

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…You seek for Cadence

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Kanban shows hidden issues

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Kanban let you see bottlenecks!

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Kanban enables Tactics!

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

DEV(3) DEPLOY(5)

WAITDEPLOY

(3)

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Sometimes things get wild!

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Stopping the line | the “controversial”

SHIT

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Kanban was metrics !!!

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Two Goals: Improve CT & Exploit BT

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Bottleneck will define your speed limit.

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

Little’s Law

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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.

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VARIATION: The mini-game !!!

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VARIATION: Good OR Bad ?

DEV OPS

* The Answer is in the next slide.

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(1975)

Make a Cheeseburger X Sell a Cheeseburger

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Cumulative Flow Diagram

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Cumulative Flow Diagram

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Kanban X Scrum

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Typical flow of a Scrum process

Typical flow of a Kanban process

Kanban X Scrum

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Kanban X Scrum | tasks & wip

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Kanban X Scrum | process cadence

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Kanban X Scrum | Main Differences p1

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Kanban X Scrum | Main Differences p2

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Scrumban | Mixing Scrum and Kanban

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Scrum and kanban comparison

“Kinds of Kanban” | Process fit

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Recommended Books

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Recommended Books

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Kanban CASES & Live DEMO

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Fishbowl Discussion

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Lean & Kanban: Além da Agilidade

@diego_pachecoabout.me/diegopacheco

Thank You!

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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

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The “Names” Mini-game