13,19 €
Mehr erfahren.
- Herausgeber: Packt Publishing
- Kategorie: Fachliteratur
- Sprache: Englisch
Kanban is a simple and elegant Agile framework that helps to control and improve development processes. Originating in traditional 20th century manufacturing in Japan, Kanban has a renewed relevance today, being a crucial methodology in the world of software development. This book explores the key features of Kanban, and demonstrates how to put it into practice through exercises that will help you make the most of this unique approach to managing collaboration and production.
Designed as a 30 day action plan, this book will help you understand and implement Kanban – and start seeing results – in a month. Analyze your current situation and define your goals and wider strategic aims, and begin developing a plan to help you and your team confidently work towards achieving them. Involve your team to drive cultural change, learn how to prioritize and organize tasks and projects to efficiently use your time and resources.
Create your own value stream map to better understand your processes and identify improvement areas, and adapt and use the features tips and examples to overcome challenges you may face when implementing Kanban.
Pick up this book and experience the full results of this vital Agile methodology – fast.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 153
Veröffentlichungsjahr: 2015
Ähnliche
Table of Contents
Kanban in 30 Days
Kanban in 30 Days
Copyright © 2015 Impackt Publishing
All rights reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, without the prior written permission of the publisher, except in the case of brief quotations embedded in critical articles or reviews.
Every effort has been made in the preparation of this book to ensure the accuracy of the information presented. However, the information contained in this book is sold without warranty, either express or implied. Neither the authors, nor Impackt Publishing, and its dealers and distributors will be held liable for any damages caused or alleged to be caused directly or indirectly by this book.
Impackt Publishing has endeavored to provide trademark information about all of the companies and products mentioned in this book by the appropriate use of capitals. However, Impackt Publishing cannot guarantee the accuracy of this information.
First published: June 2015
Production reference: 1290615
Published by Impackt Publishing Ltd.
Livery Place
35 Livery Street
Birmingham B3 2PB, UK.
ISBN 978-1-78300-090-6
www.Impacktpub.com
Credits
Authors
Tomas Björkholm
Jannika Björkholm
Reviewer
Anna Sandell
Project Coordinator
Priyanka Goel
Content Development Editor
Sweny M. Sukumaran
Copy Editors
Utkarsha S. Kadam
Vikrant Phadke
Proofreaders
Simran Bhogal
Stephen Copestake
Paul Hindle
Cover Work
Melwyn D'sa
Production Coordinator
Melwyn D'sa
Acquisition Editor
Richard Gall
About the Authors
Tomas Björkholm works as a consultant at Crisp in Sweden. Since 2008, he has been helping companies implement and succeed with Kanban and Scrum. He is also a frequently hired speaker and has held more than 150 classes about Agile and Lean for software development. This is Tomas' second book but the first in English.
Jannika Björkholm is the team manager of a developer team, and has been working with Agile methods since 2009.
We wish to thank Anna Sandell, Johan Burén, Peter Kerschbaumer, and Mattias Skarin.
About the Reviewer
Anna Sandell lives in Sweden and has spent approximately 15 years working on leading software development projects. She is always on the lookout for better ways of visualizing the progress of development teams in order to improve their work. Agile methods such as Scrum and Kanban give her lots of inspiration in this area. Her other professional interests include organizational development and writing and proofreading texts of various kinds.
In her spare time, Anna enjoys playing curling and sewing patchwork quilts.
I would like to thank my family and my nearest colleagues who helped me in implementing enough of my ideas to keep me in a creative mood.
Preface
It's just an ordinary day at work for Lisa, the project leader. Already, at the parking place outside the office she meets Ted, the marketing manager. In his normal irritating way, he asks for the project status. Lisa answers with the normal "Fine" and doesn't give any more details. After three years of working with Ted, she knows that this is just his way to start a normal conversation, the request for changed requirements. That's exactly what happens today as well, as usual.
"We met some customers yesterday and they were very clear that some changes were absolutely needed", he started.
Lisa knows there was no point in arguing.
"OK", she said, "what kind of changes are we talking about?"
"Nothing big, just some adjustments. I will pass you later today. See you later, got to run."
Before he left her he fired away the phrase she hated:
"You know, we need to be Agile."
She hated that word, "agile". She didn't know what it meant. It was just used by everybody to excuse their bad behaviour.
Lisa felt that the energy from a good night's sleep was running out of her. A good night's sleep was maybe not the right description. She was no longer able to leave her work behind at the office. Instead it followed her home, spinning around in her head and didn't give her enough peace for a good night's sleep.
She knows this was just the beginning and she was right. Even before she reached her desk, the department manager Alice grabbed her.
"Don't forget to send me the report about the delays in the project. I need it by 2:00 p.m."
Lisa felt how her stress level was increasing. When they are delayed she has to spend her time on writing reports to managers about the delay, instead of spending her time with the developers and helping them speed up.
She went to the kitchen to get a cup of coffee. She had to calm down before entering the project area. She didn't want the developers to see how stressed she felt. She totally failed. And there was no help from the developers. The more stressed she felt the more silent and vague they were. No one was able to say when they thought they would be done. They were only complaining about unclear specifications, short deadlines, and scope creep. And she didn't even dare to mention that Ted would, during the day, introduce new changes.
The frustration increased inside of her. She felt torn between managers, business people, and developers.
Is it time for Lisa to give up and quit? No it isn't! It's just time for a process that can handle changes and at the same time is transparent especially when it comes to status and consequences of a late change.
Kanban is a method that can help Lisa create a process that will improve her working day. If you recognize Lisa's situation, this book, Kanban in 30 Days will guide you to a better situation. It will take you through the basics of Kanban, Agile, and Lean. It will also help you reach the advanced levels, not only on a theoretical level but also on a practical level. The format of the book is a 30-day calendar that day by day gives you tools for setting up a Kanban organization that is continuously optimizing your way of working. The book will be handy even if you prefer to implement Kanban principles and practices in a different way or in another timeframe as well.
There are also a lot of tips that will be helpful for the more advanced Kanban users, such as tips about where waste can be found and eliminated and also how to better understand your context and how to improve it.
Make a note
Throughout the book, you will find that we have used different words to mean the same thing. They are as follows:
What this book covers
Chapter 1, Days 1-2 – Understanding Kanban, Lean, and Agile, covers the principles and values for Kanban, Agile, and Lean.
Chapter 2, Days 3-5 – Getting to Know Your System, covers value stream mapping as a tool to better understand your system.
Chapter 3, Days 8-9 – Visualizing Your Process and Creating Your Initial Kanban Board, informs you how to visualize your process and create your initial Kanban board, and covers some tools to help you create your Kanban board.
Chapter 4, Days 10-11 – Setting the Limits, sets the limits and covers a game to play to get an understanding of how limits improve time to market.
Chapter 5, Day 12 – Choosing the Roles and Meetings You Need, covers examples of roles and meetings that are commonly used in organizations doing Kanban.
Chapter 6, Day 15 – First Day Running Kanban, covers an example of how the agenda for the first day could look, including planning and retrospective.
Chapter 7, Days 16-29 – Improving Your Process, covers the PDCA cycle, methods to find waste, and ways to improve your efficiency.
Chapter 8, Day 30 – Release Planning, covers how to get control over your Agile projects, how to follow up projects, and find delivery dates.
Who this book is for
This book is for those of you who want to get started with Kanban. It's practical and many parts are simplified to easily get you started. It's also for those of you who have been practicing Kanban for some time and want to get help to switch to a higher gear.
Conventions
In this book, you will find a number of styles of text that distinguish between different kinds of information. Here are some examples of these styles, and an explanation of their meaning.
For Reference
For Reference appear like this
Lists
Lists appear like this
Action Point
Action points appear like this
Make a note
Warnings or important notes appear in a box like this.
Tip
Tips and tricks appear like this.
Reader feedback
Feedback from our readers is always welcome. Let us know what you think about this book—what you liked or may have disliked. Reader feedback is important for us to develop titles that you really get the most out of.
To send us general feedback, simply send an e-mail to <[email protected]>, and mention the book title via the subject of your message.
If there is a topic that you have expertise in and you are interested in either writing or contributing to a book, see our author guide on www.impacktpub.com/authors.
Customer support
Now that you are the proud owner of a Packt book, we have a number of things to help you to get the most from your purchase.
Errata
Although we have taken every care to ensure the accuracy of our content, mistakes do happen. If you find a mistake in one of our books—maybe a mistake in the text or the code—we would be grateful if you would report this to us. By doing so, you can save other readers from frustration and help us improve subsequent versions of this book. If you find any errata, please report them by visiting http://www.impacktpub.com/support, selecting your book, clicking on the Errata submission form link, and entering the details of your errata. Once your errata are verified, your submission will be accepted and the errata will be uploaded on our website, or added to any list of existing errata, under the Errata section of that title. Any existing errata can be viewed by selecting your title from http://www.impacktpub.com/support.
Piracy
Piracy of copyright material on the Internet is an ongoing problem across all media. At Packt, we take the protection of our copyright and licenses very seriously. If you come across any illegal copies of our works, in any form, on the Internet, please provide us with the location address or website name immediately so that we can pursue a remedy.
Please contact us at <[email protected]> with a link to the suspected pirated material.
We appreciate your help in protecting our authors, and our ability to bring you valuable content.
Questions
You can contact us at <[email protected]> if you are having a problem with any aspect of the book, and we will do our best to address it.
Chapter 1. Days 1-2 – Understanding Kanban, Lean, and Agile
Kanban translates from Japanese as sign board or signal card. It was this signal card that was originally used as a mechanism by car manufacturer Toyota to help them ensure that they received the required car parts just in time. A physical card was sent to the supplier as a signal that the plant needed more of a certain part. The same card was stuck to the part when it was delivered and when the part was consumed, the card, still the same, was detached and sent to the manufacturer again as a signal for the need for more parts. Essential to this process is a rule that the number of cards stays the same. The number of cards cannot be reduced or increased without a formal decision. This mechanism ensures that the number of unused parts are kept at a level that will maximize flow and at the same time minimize manufactured but unused car parts. Car parts that have still not been attached to a car body are considered as waste.
The mechanism is also used in the Imperial Garden in Tokyo. That's where a certain David J Anderson saw the possibility to convert the ideas to software development. This is the story I heard from him: He came to the garden and a guard asked if he had a ticket. Since he didn't have a ticket he got one for free. He was a little confused about it and got even more confused when he, at the exit, was asked to give the ticket back. He later understood that the ticket was a controlling system, making sure the number of people inside the park was under a certain limit. I guess they had found out that if the number of people exceeded this number then the crowd would make people walk on the grass to pass each other and the park would be destroyed. David, who was working at Microsoft at the time, saw similar problems with software development. When people took on too much work in parallel it caused problems like bad quality and late deliveries. Together with the Kanban community, he created the Kanban method that is described in this book.
In this book we will use the definition of Kanban that is described at the Lean Kanban University (http://edu.leankanban.com/).
In this chapter, we will cover the first two days of learning Kanban, and we will learn about Kanban, Agile, Lean, and also the difference between Kanban and Scrum.
Let's begin by looking at the four foundational principles and six core practices of Kanban.
The four foundational principles of Kanban
The Kanban method is described by the following foundational principles:
The four principles make it clear that the Kanban method is not a process in itself to just put in practice, it's a method to drive improvement and it starts with the process you already have. Bullet 1 and 3 say clearly to not make any changes neither in the process nor in the roles, initially. Bullet 2 and 4 set your mind to involve everyone to take small steps of improvement that will be permanent. Kanban is not a destination, it's a direction and wherever you are, you can always apply these principles.
