1. 09 | Kanban Steven Borg | Co-Founder & Strategist, Northwest Cadence
Andrew Clear | ALM Consultant, Northwest Cadence

2. What Kanban is (and isn’t)
Kanban is a way to continuously evaluate existing processes and evolve them over time to promote lean development.
Kanban is not a methodology or a cookie-cutter solution.

3. The Heart of Kanban Pull work Remove bottlenecks
Success looks like: a steady flow of value and predictable, short, lead times.

4. Steps to Kanban Visualize the flow of value Make policies explicit
Limit work in process
Manage flow
Commit to continued improvement

5. Visualize the Flow of Value
Actions
Principles
Analyze the process in place and create a big visual display (Kanban board) representing the process.
Map the process in use, not the documented or desired process.
Focus on flow
Manage queues
Measure working software
Continuous value delivery

6. In Design New Req’s Dev Queue Develop Testing To Prod Final Approval
Ready
To Prod
Working
Done
Working
Done
Working
Done
New Features
Bugs
Architecture
= Project A
= Project B

7. Make Policies Explicit
Actions
Principles
Document the current process and make it part of the big visible display.
Keep it short and to the point; Definitions of Done are usually sufficient.
Collaboration
Trust
Self-organization
Build quality in

8. In Design New Req’s Dev Queue Develop Testing To Prod Final Approval
Ready
To Prod
Working
Done
Working
Done
Working
Done
New Features
Bugs
Architecture
-Code analysis performed
-Unit test coverage >85%
-Storyboard created -Non-functional acceptance criteria added
-UI tests automated
-Exploratory testing performed
Deployed to production environment
Definition of Done
= Project A
= Project B

9. Limit WIP Actions Principles
Agree upon Work in Process limits and make these limits inviolate.
Ensure that everyone is aware of the limits, and they are highly visible.
Stop pushing work.
Limit WIP
Focus on flow
Continuous value delivery
Embrace changing requirements
Sustainable development

10. In Design (3) New Req’s Dev Queue Develop (6) Testing (5) To Prod
Final
Approval
Prod
Ready
To Prod
Working
Done
Working
Done
Working
Done
New Features
Bugs
Architecture
-Code analysis performed
-Unit test coverage >85%
-Storyboard created -Non-functional acceptance criteria added
-UI tests automated
-Exploratory testing performed
Deployed to production environment
Definition of Done
= Project A
= Project B

11. Manage Flow Actions Principles
Identify bottlenecks and work aggressively to remove them.
Further reductions in WIP can make bottlenecks obvious.
Focus on flow
Manage queues
Continuous value delivery
Sustainable development

12. In Design (3) New Req’s Dev Queue Develop (6) Testing (5) To Prod
Final
Approval
Prod
Ready
To Prod
Working
Done
Working
Done
Working
Done
New Features
Bugs
Architecture
-Code analysis performed
-Unit test coverage >85%
-Storyboard created -Non-functional acceptance criteria added
-UI tests automated
-Exploratory testing performed
Deployed to production environment
Definition of Done
= Project A
= Project B

13. In Design (3) New Req’s Dev Queue (6) Develop (6) Testing (5) To Prod
Final
Approval
Prod
Ready
To Prod
Working
Done
Working
Done
Working
Done
New Features
Bugs
Architecture
-Code analysis performed
-Unit test coverage >85%
-Storyboard created -Non-functional acceptance criteria added
-UI tests automated
-Exploratory testing performed
Deployed to production environment
Definition of Done
= Project A
= Project B

14. Commit to Continued Improvement
Actions
Principles
Evaluate and evolve the existing processes and policies to coincide with the new focus on flow.
Reflect regularly
Collaboration
Simplicity
Self-organization
Fast feedback

15. New Req’s Develop (6) Testing (5) To Prod Final Approval Working Done
New Features
Bugs
Architecture
-Storyboard created
-Non-functional acceptance criteria added
-code analysis and code coverage ran
-unit tests all pass
-UI tests automated
-Exploratory testing performed
Deployed to production environment
Definition of Done
= Project A
= Project B

16. New Req’s Develop (6) To Prod Scrum-ban anyone? Final Approval Working
Done
New Features
Bugs
Architecture
-Storyboard created
-Non-functional acceptance criteria added
-code analysis and code coverage ran
-unit tests all pass
-UI tests automated
-Exploratory testing performed
-Sprint review finished
-Product Owner accepts
Deployed to production environment
Definition of Done
= Project A
= Project B
Scrum-ban anyone?

17. Kanban Wrap-up Focuses on lean principles
Agile principles are generally a byproduct
Requires minimal organizational buy-in up-front
Initial adoption is non-invasive and change is incremental
Kanban works
Lean principles are mathematically backed and well established in multiple industries

18. Culture flag
Kanban requires, more than anything else, a cultural change to embrace lean thinking. It also helps to drive that change.

19. 10 | Onward: Next steps & conclusions
Steven Borg | Co-Founder & Strategist, Northwest Cadence
Andrew Clear | ALM Consultant, Northwest Cadence

20. Quick review Principles Practices Kanban Economics over emotion
Value flow over resource utilization
System over local optimization
Decentralized decision making over command and control
Practices
Feedback loops
Queue management
Batch sizes
Kanban

21. What do I actually go do? Open your eyes
Retrospect, retrospect, retrospect
Introduce others
Lean is a mindset, a way of approaching problems to find economically optimum solutions.

22. More questions? Andrew Clear Steven Borg
@aclear16
@stevenborg