1. KFC Development
Karl Scotland

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

3. Controlling the Workflow
Kanban
Controlling the Workflow

4. 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")

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

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

7. Except for one more important element Kanban Limits
That’s it
Except for one more important element
Kanban Limits
Queue
WIP

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

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

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

11. Reduce Multitasking 20% time lost to context switching per ‘task’

12. Reduce Multitasking Sequential yields results sooner Multitasking A B

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

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

15. Teamwork
Enhances Teamwork
Team focus on goals that add value not individual tasks

16. Guidelines 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.
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.

17. Other interesting work is
Being Blocked
Other interesting work is
Refactoring
Tool Automation
Personal Development
Innovation
But is NOT
Anything which will create work downstream
Sometimes when the system slows, people will not have the ability to help release the constraint. When this happens, Product Developers are trusted to find other interesting work. This work could be in Career Development, Product Innovation, development process improvements, defect reduction or anything else the Product Developer finds to be interesting. The only requirement is that it is work that can immediately be put down when the system speeds up and moving work within the Product Developer's responsibility is once again possible.

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

19. Example But! It’s a whole team responsibility to progress work items
0.5
UED 6
Dev
0.5 QA
0.5 SE
Work Items
UED/Detail
Development
Testing
Deployment
Done In
Process In
Process In
Process In
Process
But!
It’s a whole team
responsibility to
progress work items
Queue
Queue
Queue
Queue
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Fill Me!
Product
Manager
Prioritizes
Fill Me!
Fill Me!

20. Flow
The Work in the System

21. 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.”

22. Moving one piece at a time between stages in a workflow as opposed to
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

23. 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.
Photos idea for Mash. Tons of Ideas. It was broken down into MMFs. Let’s make it into a train of stuff.
I just wanted users to upload a photo and display it. Comments, notes, tagging all of that could wait. If you could tell me I could build one minimum thing and launch it. That would be it.
- It helps get the feature out the door
- Engineers will have opinions, but you can explain that this is all they will need. They can focus on it. And get it out.

24. 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)

25. 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
Another way to think about this is INVEST:
Independent, Negotiable, Valuable, Estimable, Sized appropriately, Testable
Expect many MMFs per product.
MMFs will be small when adding enhancements to existing features.
MMFs will be larger for new functionality.
It's okay to have multiple MMFs for the same feature.

26. 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

27. 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
when products interrelate
-platform strategy, as platform and products usually are developed in parallel
Activity:
Identify products/releases being worked on. Are any downstream of others? This is your customer.
Feature - Smallest unit of customer value

28. Commitment and Reliability
Cadence
Commitment and Reliability

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

30. 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.”

31. Cycle Time - the length of time to complete a process
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

32. Cycle Time becomes an SLA with the business
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

33. Focus on quarterly goals and objectives
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

34. Cumulative Flow Diagram

35. Throughput Chart
Features

36. Cycle Time Chart
Features

37. Other Cadences
Standup Meetings
Retrospectives
Operations Reviews

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

39. Games

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

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