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© 2013 iZenBridge | CONFIDENTIAL
iZenBridge
Pull Planning, Lean
& Kanban
Saket Bansal , PMP® , PMI-ACP®
iZenBridge Consultancy Private Limited
© 2013 iZenBridge | CONFIDENTIAL
Agenda
Part 1
• Lean Software Development Principles
Part 2 • Pull System
Part 3 • Pull System in Action
© 2013 iZenBridge | CONFIDENTIAL
The 7 Principles of Lean Software Development
• Eliminate Waste
• Build Quality In
• Create Knowledge
• Defer Commitment
• Deliver Fast
• Respect People
• Optimize the Whole
© 2013 iZenBridge | CONFIDENTIAL
Eliminate Waste
Manufacturing Software Development
In-Process Inventory Partially Done Work
Over-Production Extra Features
Extra Processing Relearning
Transportation Handoffs
Motion Task Switching
Waiting Delays
Defects Defects
© 2013 iZenBridge | CONFIDENTIAL
Build Quality In
Preventing defects
Proactive Quality Assurance
Test First Approach
© 2013 iZenBridge | CONFIDENTIAL
Create Knowledge
Team Engagement
Wiki
Kaizen
© 2013 iZenBridge | CONFIDENTIAL
Defer Commitment
© 2013 iZenBridge | CONFIDENTIAL
Deliver Fast
© 2013 iZenBridge | CONFIDENTIAL
Respect People
© 2013 iZenBridge | CONFIDENTIAL
Optimize The Whole
Inventories
•Hide errors in the process
•Hide misunderstandings
•Hide poor design
•Hide bugs..
© 2013 iZenBridge | CONFIDENTIAL
A Holistic View
Business
Management
Delivery
© 2013 iZenBridge | CONFIDENTIAL
forum.iZenBridge.com
© 2013 iZenBridge | CONFIDENTIAL
Agenda
Part 1
• Lean Software Development Principles
Part 2 • Pull System
Part 3 • Pull System in Action
© 2013 iZenBridge | CONFIDENTIAL
It’s all about Scheduling !
© 2013 iZenBridge | CONFIDENTIAL
How to Schedule ?
© 2013 iZenBridge | CONFIDENTIAL
Push Sheduling
Start
Analysis ,
Feature 1
Analysis ,
Feature 2
Develop
Feature 1
Develop
Feature 2
Test , F1 &
F2
End
ES
ES ES
ES
ES
© 2013 iZenBridge | CONFIDENTIAL
Challenges in Push Sheduling
© 2013 iZenBridge | CONFIDENTIAL
Re-Planning ….
• The old schedule was optimal based on old assumptions.
• The new schedule should be optimized based on the new
assumptions.
• Managers, based on their personal knowledge, decide the next
action.
© 2013 iZenBridge | CONFIDENTIAL
Pull Scheduling
© 2013 iZenBridge | CONFIDENTIAL
Toyota’s “Thinking Production System”
“Under a ‘push’ system, there is little opportunity for
workers to gain wisdom because they just produce
according to the instructions they are given,” he
says. “In contrast, a ‘pull’ system asks the worker to
use his or her head to come up with a manufacturing
process where he or she alone must decide what
needs to be made and how quickly it needs to be
made.”
Source http://www.toyotageorgetown.com/tpsoverview.asp
Teruyuki
Minoura
© 2013 iZenBridge | CONFIDENTIAL
Pull Sheduling
© 2013 iZenBridge | CONFIDENTIAL
forum.iZenBridge.com
© 2013 iZenBridge | CONFIDENTIAL
Agenda
Part 1
• Lean Software Development Principles
Part 2 • Pull System
Part 3 • Pull System in Action
© 2013 iZenBridge | CONFIDENTIAL
Pull Scheduling for Software Projects
Ready Develop Test Done
Visualize the Flow ….
Limit WIP
1. Code
2.Integrate
3.Update
Design
1. Test XYM 1. Migrate /
Upgrade Explicit
Policies
Cycle Time
© 2013 iZenBridge | CONFIDENTIAL
System like Airport
© 2013 iZenBridge | CONFIDENTIAL
Just in Time
• Don’t build features that nobody needs right now
• Don’t write more specs than you can code
• Don’t write more code than you can test
• Don’t test more code than you can deploy
© 2013 iZenBridge | CONFIDENTIAL
Kanban
• Self-directing
• Details are on Card
• The kanban cards tell developers what to do
• Status is visible at a glance
© 2013 iZenBridge | CONFIDENTIAL
Kanban Board
Ready
for
Release
Urgent
Criteria
Analyze Ready for Dev Dev Ready for
Accept
•Code Complete
•Source checked In
•Unit Tests Green
•Build Succeeds
•Design Complete
•Acceptance Test Case
Done
•UX Input Ready
•Acceptance tests
Green
•PO Acceptance
Feature
Feature
Feature Feature
Feature
Feature Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Columns For Each Work Type
Ready
(5)
Analyze (3) Develop (5)
Accept (3)
© 2013 iZenBridge | CONFIDENTIAL
Information Radiators / Visual control
• Management by sight.
• Must be able to see
• What is going on
• What needs to be done
• What problems exist
• What progress is being made
• Work cannot be self-directing without appropriate visual
controls
• Examples: Lists of problems, Ideas for improvements,
Candidates for refactoring, Progress made
© 2013 iZenBridge | CONFIDENTIAL
Daily Meeting
• Cards alone are not enough
• A regular brief meeting helps make work self-directing
• The daily team meeting should be short (15 minutes)
• Everyone on the team should be there
© 2013 iZenBridge | CONFIDENTIAL
forum.iZenBridge.com
© 2013 iZenBridge | CONFIDENTIAL
Agenda
Part 1
• Lean Software Development Principles
Part 2 • Pull System
Part 3 • Pull System in Action
© 2013 iZenBridge | CONFIDENTIAL
Stay Connected
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www.youtube.com/izenbridge
LinkedIn Group
PMI-ACP: Agile Certification
Made Easy
www.iZenBridge.com
forum.iZenBridge.com