# Tuesday, August 24, 2010

I recently read Kanban by David J Anderson. David is credited with implementing some of the first Kanban agile systems at various companies. In Kanban, he gives a great overview of what Kanban is, how it grew out of the a physical manufacturing process at Toyota, and offers practical advice on how to implement Kanban at your organization. David also shows you how to set up a Kanban Board and provides several ways to model your system and manage the board.

In addition, David walks us through what the Lean movement is and how it relates to agile software development. He makes a very convincing case for tracking work in progress (WIP) and basing your system around that. Kanban attempts to limit WIP for better throughput. David freely admits that there is no actual scientific evidence as of yet that proves smaller WIP increases productivity and quality, however, he offers up his case studies as well as others.


What I found very helpful is that David reviews the popular Scrum agile methodology and pokes some holes in it. He shows some of the weaknesses of time boxing (the “sprint”), estimating,  and the daily scrum and offers up alternatives via Kanban. David reminds us that agile is a set of values, not a set of rules. (Some people using Scrum today don’t like any change, they are so invested in Scrum that they forget that Scrum is about change.)  Scrum forces you to throw out completely your current system and replace it with Scrum. Kanban allows you to keep your existing process and make changes, changes that revolve around communication, WIP, and flow. Kanban will let your current methodology evolve, not complete revolutionize it.

I used a crude, early version of Kanban a few years ago at my startup in New York. (A blog post will come on this next month.) I also used Scrum pretty extensively over the past few years and realize that neither system is perfect. Kanban is more flexible and Scrum (in my opinion) is easier to get estimates to managers who value “deadlines”.  (What managers don’t?) There are strengths and weaknesses of both and David points this out in his book. A few people mix and match and use a “Scrum-ban” system. Personally I have seen the best success with Kanban and doing system maintenance and Scrum for greenfield start-ups with new teams.

If you are practicing any agile methodology or want to improve your current system, read Kanban. It is worth a try, even if you only implement a few ideas from the book.

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