This presentation shows how the Agile Manifesto clearly solves many of the Core Planning problems. It also describes Kanban and how to implement Kanban for project planning or for a personal Kanban, with examples.

1. By: Harlan Beverly
AGILE MANIFESTO & KANBAN
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

2. The Independence Phase
Habit 1: Be Proactive
- Reaction & Control
Habit 2: Begin with the End in Mind
- Know Thyself & Thy Goal
Habit 3: Put First Things First
- Personal Management
7 HABITS REVIEW
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

3. Can you help others if you are a mess?
The Next Phase: Interdependence…
Habit 4: Think Win-Win
Mutually Benefical Solutions exists….
Win-Win or No Deal.
The Vacationers Story!
Kids-adventure (theme park). Mom-relaxation (Spa!). Dad-nature! (outdoors!)
Win Win?
THINKING WIN-WIN
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

4. Engineers want:
To be appreciated, not fail, know what to do, be respected.
Management wants:
To generate revenues, to forecast accurately, to be the best in class, to beat the
market, to get a competitive advantage.
Product Managers want:
To ship on time, to ship the right stuff, to get all the features in.
How can this be a win-win? What are the conflicts?
A WIN-WIN FOR MANAGEMENT,
PRODUCT MANAGERS &
DEVELOPERS?
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

5. What if, we could find a system that would:
• Ship on time consistently
• Ship early
• Generate revenues early
• Allow learning for better predicted revenues
• Allow for fast iteration to be best in class
• Provide ample “feelings of respect and appreciation”
• AND allow all the features to get in?
• Too good to be true? Or win-win?
WHAT IF?
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

6. Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
THE AGILE MANIFESTO
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

7. Our 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.
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.
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
12 AGILE PRINCIPLES (1-6)
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

8. Working software is the primary measure of progress.
Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence
and good design enhances agility.
Simplicity--the art of maximizing the amount
of work not done--is essential.
The best architectures, requirements, and designs
emerge from self-organizing teams.
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
12 AGILE PRINCIPLES (7-12)
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

9. AGILE DIAGRAM
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

10. Engineers want:
To be appreciated, not fail, know what to do, be respected.
• Agile: every 2-weeks know what to do, and get credit for ‘shipping’ every 2 weeks…
(opportunities for respect/appreciation!)!
Management wants:
To generate revenues, to forecast accurately, to be the best in class, to beat the market, to
get a competitive advantage.
* Agile: revenue generated fast, forecasts more accurate based on real data, constant
improvement, fast to market, evolves quickly to be best
Product Managers want:
To ship on time, to ship the right stuff, to get all the features in.
• Agile: ships on time! Ships right stuff, as reprioritized biweekly, all the features
“eventually” get in (HARDEST ISSUE IS YOURS!!!)
• WORTH IT? Worth not having ‘all the features’ at launch????
IS AGILE A WIN-WIN?
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

11. 1. Failure to launch?
2. Conflicting goals: Time vs Efficiency?
3. Lost Revenue due to late?
4. Over-padding/Estimation Fallacy?
5. Early Finish/Late Start Fallacy?
6. Multitasking Fallacy?
7. Parkinson’s Law?
8. Changes in Scope/Features?
9. Unclear Definition of Done?
PROBLEM REVIEW..
DOES AGILE SOLVE THEM?
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

12. Software Only?
Hardware?
Movies/Videos?
Games?
Radio?
Restaurants?
WHERE DOES AGILE NOT WORK?
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

13. Deciding to Go For it!
Then realize, you have to cut, cut, cut to a 2-week ship date!
Then ship.
(Remember Megan’s “Fear”… the Lizard Brain?)
THE FIRST, AND HARDEST STEP…
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

14. In Japan, some parks require you to “take a card/ticket” to get in; return the
ticket when you leave. Why?
KANBAN
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

15. Kaizen
Continuous flow of incremental improvements.
Kanban
A progress tracking approach that follows instances through a process. Literally ‘billboard’.
Genchi Genbutsu
means "go and see" and it is a key principle of the Toyota Production System. It suggests that in order to truly
understand a situation one needs to go to gemba (現場) or, the 'real place' - where work is done.
Poka Yoke
Making error proof. Creating something so that mistakes cannot be made.
Muda, Mura and Muri
… are the three forms of waste
Muda
Wasted effort
Mura
Inconsistency
Muri
Unreasonable – even ridiculous – requirements
JAPANESE
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

16. Anything that does not add value to a customer is waste (Muda).
Unused Specifications
Unused Code
Features that customers don’t use
Bureaucracy
Reading emails
Delays in development
Unnecessary Meetings
Documentation
Really clever systems
KANBAN CORE PRINCIPLE:
ELIMINATE WASTE
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

17. How do you know if customers will use the feature until you ship it?
So shouldn’t you ship it the fastest/easiest path first to find out?
Once you know customers “actually use it”, then you should build a system
for it.
• Shorten cycle times.
• Get the feedback
• Refactor & Automate
KANBAN: GET THE FEEDBACK
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

18. A visual Board!
(with Cards!)
3 Simple Rules:
Strict Queue Limits
Pull value through
Make it Visible
Why limit WIP?
KANBAN
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

19. Create Columns for Each Step in
your process
Pick Limits for “Active” Queues
(team size divided by 2 or just be
logical)
Set “Wait” Queues to 2 or 3,
keep small, Eliminate waste, get
feedback
FIFO
If a slot is full, can’t start more
work (A.K.A. PULL)
Team sets Queue sizes to be
most efficient, experiment
Designed to Limit WIP, More
WIP means slower flow
KANBAN BOARD
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

20. 3 Queues to show priorities
Set back log limit for each board to equal number of slots on WIP
Make assumption relative sizes will be close
Same number of items in WIP on each board (22 in this example)
Add up the “units” to ensure they are close, move wait line if they are
considerably (not marginally) off
Can now forecast based on logical assumptions
Schedule regular backlog honing meetings with customer, rules at top
Trigger release planning meetings when necessary
Card is a TOKEN, physical means real, avoid temptation to live by a tool
BACKLOG BOARD
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

21. The 4 Common Techniques:
Allow ONLY 1 Silver Bullet Request
Allow Prioritization with Swim-lanes
Keep the system Lean / reduce waste
(wasted meetings, wasted planning,
wasted anything)
Measure and optimize “real-time”
throughput (cycle-time of a ticket).
KANBAN: QUICK REFEREENCE
The 4 Principles:
Limit Work-in-Process (WIP)
Visualize Work & Workflows
Pull Prioritized Value through the System
Remove bottlenecks to improve flow (Kaizen)
Less Estimation (no story points). Just
“Small, Medium, and Large”… and then
calculate averages.C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

22. What to do if you are blocked?
Can’t pull more cards!
Must swarm to free up space!!!
This is why team should be cross-
trained… and why “teamwork” is
important.
Teams succeed together.
We either shipped or we didn’t.
SWARMING
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

23. Put First Things First.
Organize your Life’s Backlog!
Harlan uses http://toodledo.com ….
The free version allows lists by priority only. (Free way would be put work stuff at low priority,
family stuff at highest, and keeps it separate)
(Harlan pays $14.99/yr to use it for work & life & to sync with iPhone.. Multiple lists… but same
idea).
Literally, Harlan puts all his work in here as he hears it… re-prioritizes every morning (first
thing!).
If it’s a family thing, it goes to family… if its related to a hobby or school, different list.
Then when I’m at work, I pull from the work-list.
I have a WIP queue of 1. I try hard NOT to violate my personal list.
I used this when I was a programmer too! (I pull from srum board and put on my list).
When I’m done I ship it… and check the box for done. PERIOD.
PERSONAL KANBAN
C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y

24. C O P Y R I G H T 2 0 1 4 H A R L A N B E V E R L Y