1. Agile Training - Kanban

2. Trained full Scrum teams and Product Owners in:
About Me
Michael S. Rosenberg
Certifications:
Certified Scrum Professional
Certified Scrum Product Owner
Certified Scrum Master
Publications:
Creating High-Functioning Development Teams
Tending to the needs of individual members on an Agile team
Contact me at:
Trained full Scrum teams and Product Owners in:
United States | China | Poland | India | Spain

3. Multitasking Exercise
Every employer loves to hear that you are GREAT at multitasking.
The truth is, Multitasking is not efficient and here is why.
Volunteer? 1 A I

4. Agile Overview Iterative development
Building and releasing small chunks of code rather than one large project
The ability to inspect and adapt the product during the building process
Quicker time to market
Older development practices say “Plan the work and work the plan” any deviation from the plan means scope change!
Agile development allows for changes at times during the development process because is it more nimble.

5. What are the focuses in Agile?
Agile development focuses on:

6. The difference between Waterfall and Agile
The main difference between starting a new project in agile vs. Waterfall…
Waterfall: Plan the project, delivery dates, cost etc. and obtain the resources to make it work.
Agile: Build teams and plan project estimates around development capacities

7. Principles behind the Agile Manifesto
Highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage
Working software is the primary measure of progress
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
Business people and developers must work together daily throughout the project
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done

8. Summary of Core Agile Principles
Characteristic
Dimension
Eliminate Waste
Spend time only on what adds real customer value
Amplified Learning
When you have tough problems, increase feedback and collaboration
Leave Options Open as Long as Possible
Maintain multiple options and decide on options as late as practical, but no later
Deliver as Fast as Possible
Deliver value to customers as soon as they ask for it
Empower the Team
Let the people who add value use their full potential
Build Integrity in
Don’t try to tack on integrity after the fact – build it in
See the Whole
Beware of the temptation to optimize parts at the expense of the whole

9. Kanban is a framework under the Agile Umbrella

10. What Is Kanban
Kanban is a visual signal that’s used to trigger an action.
The word Kanban is Japanese and roughly translated means “card you can see.”
Toyota introduced and refined the use of kanban in a relay system to standardize the flow of parts in their just-in-time (JIT) production lines in the 1950s. 

12. Task board
This gives you insight into where work gets stuck or blocked, helping you identify opportunities to
Eliminate waste
Improve your processes
Increase efficiency
Cornerstone for continuous improvement

13. What Is Kanban Kanban is a pull system
Everyone pulls tasks from the previous stage to another
Developers pull tasks which are ready to be worked on
QA pulls tasks which are built and ready to be tested
Release managers pull items tested and ready to go out

14. What Is Kanban Visual, relies heavily on a Kanban task board
Managing your work via a Kanban system reveals how the work flows through your team’s process.
Kanban does not have iterations, it has one continuous cycle of development.
The order of development is based on importance, urgency and business value.
Maintains speed based on WIP limits or amount of Work In Progress at one time.

15. Principles of Kanban Start with what you do now
Agree to pursue evolutionary change
Initially, respect current roles, responsibilities & job titles
Visualize
Limit WIP
Manage Flow
Make Process Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve Experimentally (using models and the scientific method)

16. Kanban is Adaptive
Compared to other agile frameworks, Kanban is adaptive
Teams start the process with what they know and improve over time
You can change and adapt the process to whatever works for your team
It has fewer rules – It’s as close to “Anything Goes” as a framework can get, while still staying organized
Let your team figure out best practice
Emphasis on continuous improvement but no standardized meetings.

17. Tuckman’s Stages of group development

18. No team starts out high functioning
It takes time, practice and a lot of work to become high functioning
Individuals must be comfortable with each other
Willing to take and give feedback
Ready to learn and do extensive team build exercises
Retrospectives are a great time to work on team improvements as well as process improvements.

19. Development Team
Responsible for building the product with high quality in continuous development.
Team members can have specialties and pull work related to their field, but too much specialty will reduce effectiveness
Is empowered to make decisions on how work is done, who does it and how the process will evolve
Organizes itself and its work
Demonstrates work results to the Product Owner and Stakeholders

20. Business Analyst
On a large project many BAs are distributed to teams to help the overall Product Owner
Achieve maximum profitability of the product
Prioritize features according to market value
Adjust features and priority as needed
Accept or reject work results
Interface with business stakeholders
Prepare the most important items on the Product Backlog for “next in development”

21. Agile Coach
A team guide and coach who works closely with the BA and Development Team.
Help the Team to be fully functional and productive
Enable and enhance collaboration between all team members
Manage impediments to Team work flow
Protect the Team from external interference
Help the Team define and excel at their chosen process for getting work done
Facilitate meetings

22. What’s in a Backlog
User Stories – any item that has value towards the customer is considered a user story
Chores – Items that need to be done but have no actual customer value - Such as mockups, prototypes,
Spikes (type of chore ) pre-work research – learning a new technology - Before implementing something.

23. Grooming the Backlog BA should ensure the stories are complete.
Are these stories ready for development?
Does the development team have enough information
to do their job?
Yes – its enough
No – give more detail
Dev team – if you feel you don’t
have enough info… ask for more
Its ok to ask questions Agile encourages this.

24. INVEST "I" ndependent (of all others)
"N" egotiable (not a specific contract for features)
"V" erifiable (or Valuable)
"E" stimable (to a good approximation)
"S" ized Appropiatly (so as to fit within an iteration)
"T" estable (in principle, even if there isn't a test for it yet)

25. Daily Standup Meeting for Kanban team
Nice To Have
Meeting for Kanban team
A time for the team to update each other on their work
Anyone is allowed to sit in, but only team members may speak. Each member explains:
What they worked on since the last daily standup
What they will work on until the next daily standup
Any impediments they have preventing them from continuing their work
Held at the same time and place every day
Lasts no more than 15 minutes

26. Retrospective
Nice To Have
At the end of each release the team meets to discuss their process.
The common questions that come up are typically
“What Worked”, “What Didn’t Work” “What Can We Do Differently” (What can we do to improve)
Also a good time to discuss
Team Dynamics
Team Building Exercise

27. Estimation Team should give hour estimates on future stories Why?
Allows the BA to organize the Backlog before development
Knowing the hours required for a story allows for best practice comparing the quantity of work to team capacity
Estimates are not targets or commitments
Estimates will become clearer over time once Cycle Time becomes apparent.

28. Continuous Development
There are no Sprints in Kanban
We are always developing
We are always improving

29. Work In Progress Limits
Remember our Multitasking Exercise?
WIP Limit prevents multitasking – As a team we will decide the maximum amount of tickets a developer can work on at one time

30. Work In Progress Limits
Team will have slack
Never too busy
Never have too little to do
Teams will Not feel under pressure
Their amount of work will virtually never increase
Always have an expected amount of work
They will be able to plan their day accordingly
Keeps development moving at a continuous pace

31. Cycle Time
The total time from the beginning to the end of your process
Includes:
Process time – time it takes from beginning to end of development cycle
Including:
Dev QA
UAT
In a nutshell – Cycle Time is the total elapsed time to move a unit of work from the beginning to the end of a physical process.

32. Cumulative flow chart
By the use of it you can easily check the current status:
How much work has been done
What is in progress
How much is still waiting to be done in the backlog
A Cumulative Flow chart helps to gain insight into:
Issues
Cycle time
Likely completion dates.
Helps identify bottlenecks

34. Putting it all together….

35. Agile Training - Kanban