Agile, Lean and Kanban for Project Management

www.torak.com About Dimitri Ponomareff

Dimitri Ponomareff (www.linkedin.com/in/dimka5) is a Coach. Whether it's a sports team, software products or entire organizations, Dimitri has that ability to relate and energize people. He is consistently recognized as a very passionate and successful change agent, with an overwhelming capacity to motivate and mobilize teams on their path to continuous improvements. He is a master facilitator, as well as a captivating speaker with consistent, positive feedback regarding his ability to engage an audience.

As a certified Coach, Project Manager and Facilitator of "The 7 Habits of Highly Effective People", Dimitri brings a full spectrum of knowledge in his delivery of methodologies. Through teaching by example, he is able to build teams of people who understand where to focus their work to generate the most value.

He has coached and provided tailor-made services and training for a multitude of organizations. The short list includes, American Express, Charles Schwab, Bank of America, Morgan Stanley, Choice Hotels International, JDA Software, LifeLock, First Solar, Mayo Clinic and Phoenix Children's Hospital. Dimitri enjoys his work, and does everything to ensure he shares his knowledge with others who seek it.

www.torak.com Agenda

●Agile ●Lean ●Lean IT ●Value-Stream Mapping ●Root Cause Analysis ●Kanban ●Cumulative Flow Diagram ●Scaled Agile Framework (SAFe) ●Muda, Mura and Muri ●Kaizen

www.torak.com Agile

www.torak.com Lean

Principles 1. Eliminate waste 2. Amplify learning 3. Decide as late as possible 4. Deliver as fast as possible 5. Empower the team 6. Build integrity in 7. See the whole

www.torak.com Lean IT

● IT “manufactures” valuable products/services to its customers ● Lean IT applies to the development and management of Information Technology (IT) products/services ● Lean IT focuses on the elimination of waste, where waste is work that adds no value to a products/services ● Lean IT seeks to improve organizational alignment

Lean IT Principles (Purpose, Process, People) 1. Respect for People 2. Pursuit of Purpose 3. Constancy of Purpose 4. Proactive Behavior 5. Quality at the Source 6. Voice of the Customer 7. Flow/Pull/JiT 8. System Thinking 9. Culture

Steven C. Bell 'Lean IT, Enabling and Sustaining Your Lean Transformation'

www.torak.com Value-Stream Mapping

www.torak.com Root Cause Analysis

www.torak.com Kanban

Kanban literally means "signboard" or "billboard".

It's not an inventory control system; it's a pull scheduling system that tells you what to produce, when to produce it, and how much to produce.

4 Principles 1. Start with what you do now 2. Agree to pursue incremental, evolutionary change 3. Respect the current process, roles, responsibilities and titles 4. Encourage acts of leadership at all levels 5 Properties 1. Visualize the workflow 2. Limit work-in-progress (WIP) 3. Measure and Manage the flow 4. Make process policies explicit 5. Improve collaboratively using models and empirical evidence

www.torak.com Toyota’s Kanban System

Philosophy of complete elimination of waste "Just-in-Time" means making "only what is needed, when it is needed, and in the amount needed."

Source: http://www.toyota-global.com/company/vision_philosophy/

www.torak.com Kanban Board - Start

to do in process done Start with a simple task board with 3 columns: to do, in process and done.

a Each card represent a work item in the current scope. Names can be b associated with the cards.

c The key is to setup an easy way to visualize the work, and create an area for social interactions.

www.torak.com Kanban Board - Start

to do in process done Start with a simple task board with 3 columns: to do, in process and done.

a Each card represent a work item in the current scope. Names can be b associated with the cards.

c The key is to setup an easy way to visualize the work, and create an area for social interactions.

to do in process done A problem with such a simplistic board, is the lack of rules and the concept a of time-boxing. b a b a a A typical problem is accumulating too much work in progress (WIP). b a c c Kanban is more than just adding work items on a board, it's also applying a c PULL process.

www.torak.com Kanban Board - Start

to do in process done Start with a simple task board with 3 columns: to do, in process and done.

a Each card represent a work item in the current scope. Names can be b associated with the cards.

c The key is to setup an easy way to visualize the work, and create an area for social interactions.

to do in process done A problem with such a simplistic board, is the lack of rules and the concept a of time-boxing. b a b a a A typical problem is accumulating too much work in progress (WIP). b a c c Kanban is more than just adding work items on a board, it's also applying a c PULL process.

to do ready in process done To truly embrace Kanban, we must regulate the volume of cards on the a board. This can easily be accomplished by identifying clear thresholds a associated to better defined stages of work (columns). b c c Another improvement is to set a multi-tasking limit per user (2) and using late binding of tasks to owners. Note that not all team members must have 2 2 5 tasks with their names, this is a maximum of 2.

www.torak.com Kanban Board - Mechanics

to do ready in process done a a b c c to do ready in process done a 2 5 a b 1. Team member A completes to do ready in process done a card and moves it to the c c a "done" column. 2 a 5 a 2 2. Team member A pulls a new b card from the "ready" column c c and starts working on it by 2 5 placing it in the "in process" column. 3. The team responds to the pull event and selects the next priority card by moving it to the "ready" column.

www.torak.com Kanban Board - Flow

to do ready in process done to do ready specify execute done

b b a a b b c c c c

2 5 2 2 3

Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow.

www.torak.com Kanban Board - Flow

to do ready in process done to do ready specify execute done

b b a a b b c c c c

2 5 2 2 3

Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow.

backlog ready specify complete execute done

b a a b c c

8 2 3 2

www.torak.com Kanban for Portfolio Management

Queue In Process Release Done

6 5 2 Concept Scope Development Testing

Project Team #1

Project Team #2

Project Team #3 Kanban for Architecture

Queue In Process Release Done 5 6 2 Analysis Modeling Development Testing

Service #1

Service #2

Service #3 Kanban for IT

Backlog Analysis In Process Done 8 3 6 Specify Execute

Production

Release

Dev Support

Project A

Project B Kanban for Support with multiple clients

New Analysis Development Done Production Issues

Estimate In Process Done Backlog Specify Publish Design Code Test Package 3 2 3 2 4

C1 C2

C3 C4 Kanban for Marketing

Ideas Priorities In Design 3rd Party Release Done

8 Specify 3 Execute Review 4 Validate 2

Web Event

COM PR Kanban for Sales

Queue Create RFP Review Done

6 RFP Ready 5 In Progress Complete 2

Sales Team #1

Sales Team #2

Sales Team #3 Cumulative Flow Diagram

http://wall-skills.com/2013/cumulative-flow-diagram/ Content adapted from Paul Klipp & Pawel Brodzinski www.torak.com

Toyota 3M model Muda (waste)

Mura (unevenness)

Muri (overburden)

www.torak.com PDCA

www.torak.com Kaizen

Continuous Improvement

www.torak.com Agile Coaching, Staffing and Training.

Learn more at www.torak.com

Learn more at www.AgileTestingFramework.com Thank You Resources and References

● Scrumban - Essays on Kanban Systems for Lean Software Development by Corey Ladas

● Kanban and Scrum - making the most of both by Henrik Kniberg, Mattias Skarin

● Wikipedia - Scrum http://en.wikipedia.org/wiki/Scrum_%28development%29#Scrum-ban

● Toyota ○ Just-in-Time — Philosophy of complete elimination of waste ○ TPS (Toyota Production System) or "kanban system" ○ http://www.toyota-global.com/company/vision_philosophy/ This presentation was inspired by the work of many people and we have done our very best to attribute all authors of texts and images, and recognize any copyrights. If you think that anything in this presentation should be changed, added or removed, please contact us.

http://creativecommons.org/licenses/by-nc-nd/3.0/