KFC Development Karl Scotland KFC Development Kanban Controlling

KFC Development Karl Scotland

KFC Development • Kanban – Controlling the Workflow • Flow – The Work in the System • Cadence – Commitment & Reliability -2 -

Kanban Controlling the Workflow

Definition Kanban (in kanji 看板 also in katakana カンバン, where kan, 看 カン, means "visual, " and ban, 板 バ ン, means "card" or "board") -4 -

Origin “The two pillars of the Toyota production system are just-intime and automation with a human touch, or autonomation. The tool used to operate the system is kanban. ” Taiichi Ohno, Toyota Production System (adopted 1962) -5 -

Kanban 101 Work Items Step 1 Queue In Process Step 2 Queue … In Process Queue … -6 - Step n In Process Done

Kanban • That’s it • Except for one more important element • Kanban Limits – Queue – WIP -7 -

Kanban 101 - Again Work Items Step 1 Queue In Process Step 2 Queue … In Process Queue … -8 - Step n In Process Done

Queues / Buffers • Large enough to keep the team busy • Small enough to avoid premature prioritisation • Ideally should be FIFO -9 -

Work In Progress • Reduce multi-tasking • Maximize throughput • Enhances teamwork - 10 -

Multitasking • Reduce Multitasking – 20% time lost to context switching per ‘task’ - 11 -

Multitasking • Reduce Multitasking – Sequential yields results sooner A B A C A B C B A C - 12 - B C

Throughput • Maximize Throughput Work In Progress Throughput • Organizational overhead goes up as work in progress increases - 13 -

Throughput • Little’s Law for Queuing Theory Total Cycle Time = Number of Things in Process Average Completion Rate Therefore, to improve cycle time – Improve Average Completion Rate – Reduce Number of Things in Process - 14 -

Teamwork • Enhances Teamwork – Team focus on goals that add value not individual tasks - 15 -

Guidelines 1. 2. 3. 4. 5. 6. Put your name on what you’re working on. Nothing to work on? • Ask if you can help someone else. Don’t have the right skills for that? • Find the bottleneck and work to release it. Don’t have the right skills for that? • Pull in work from the queue. Can’t starting anything in the queue? • Ask the product owner if there is anything lower priority to start looking at. They don’t have anything? • Go find other interesting work. - 16 -

Being Blocked • Other interesting work is – Refactoring – Tool Automation – Personal Development – Innovation • But is NOT – Anything which will create work downstream - 17 -

WIP Limit Sizes • WIP limit can depend on type of work and size of team • Should be adjusted to achieve maximum flow • # people / 2 ? - 18 -

Example 0. 5 UED Work Items UED/Detail Development Queue In Process Fill Me! Product Manager Prioritizes 6 Dev Fill Me! 0. 5 QA 0. 5 SE Testing Deployment Queue In Process Queue Fill Me! In Process Queue In Process Fill Me! But! It’s a whole team responsibility to progress work items Fill Me! - 19 - Done

Flow The Work in the System

Flow “In lean enterprises, traditional organizational structures give way to new team-oriented organizations which are centred on the flow of value, not on functional expertise. ” http: //www. poppendieck. com/papers/Lean. Thinking. pdf - 21 -

One Piece Flow • Moving one piece at a time between stages in a workflow as opposed to • Moving batches of work between stages in a workflow - 22 -

Minimal Marketable Features A feature that is minimal because if it was any smaller, it would not be marketable. It is marketable because when released in to production, people would use the feature. - 23 -

Minimal Marketable Features • Why Minimal Marketable over Maximum Marketable? – Progressive delivery (realize product sooner) – Reduce feature bloat (the core features are the most important) – A feature has a cost to a user (added complexity) - 24 -

Minimal Marketable Features “I will be able to write an entry in our product blog about this new feature. ” Fits the INVEST acronym Independent, Negotiable, Valuable, Estimable, Small, Testable Increases revenue or reduces cost when released - 25 -

Value Types • Table Stakes – Parity to the competition – Minimum needed to be in the game • Differentiator – Differentiates from the competition – Delights the customer • Spoiler – A competitors differentiator – Raises the bar for parity • Cost Reducer – Reduces cost – Improves the margin - 26 -

Value • Value flows up Suite - Interrelated products supported by a platform Product - Satisfies a consumer want or need Release - Deploy feature set to satisfy a goal Feature - Smallest unit of customer value - 27 -

Cadence Commitment and Reliability

Cadence • If the team isn’t estimating or planning with fixed timeboxes, how can it make reliable commitments? - 29 -

Cadence “A regular cadence, or ‘heartbeat, ’ establishes the capability of a team to reliably deliver working software at a dependable velocity. An organization that delivers at a regular cadence has established its process capability and can easily measure its capacity. ” http: //www. poppendieck. com/pipeline. htm - 30 -

Metrics • Throughput - the amount of output of a process in a given period of time • Cycle Time - the length of time to complete a process • Throughput = WIP / Cycle Time - 31 -

Commitment • Cycle Time becomes an SLA with the business • Throughput allows forecasting of future capability • May need to size and/or classify MMFs where there is variation - 32 -

Release Planning • Focus on quarterly goals and objectives • Prioritise MMFs to meet those goals and objectives • Release regularly • Trust the team to work to its full capacity - 33 -

Cumulative Flow Diagram - 34 -

Throughput Chart Features - 35 -

Cycle Time Chart Features - 36 -

Other Cadences • Standup Meetings • Retrospectives • Operations Reviews - 37 -

Thank You! kjscotland@yahoo. co. uk http: //availagility. wordpress. com

Games

Multitasking • 3 Projects 1. 2. 3. • Write the 1 st 10 digits in a column Write the 1 st 10 letters in a column Write the 1 st 10 roman numerals in a column Sequential (non multi-tasking) – • Column by column Parallel (multi-tasking) – Row by row - 40 -

Workflow • Transforming Raw Materials (RM) into Finished Goods (FG) • 10 Days • Each worker processes 1 -6 units per day - 41 -