Recently, I've seen Infoq's article on the practice and application of lean kanban in software development, and agile software development draws on many of the ideas of TPs lean production, although the concept of kanban is not fully mentioned, but Kanban is necessary in the Agile software Development practice. For some specific infoq articles, please refer to:
Apply Kanban to software development: from Agile to lean
Http://www.infoq.com/cn/articles/hiranabe-lean-agile-kanban
Visualize agile projects with a Kanban diagram
Http://www.infoq.com/cn/articles/agile-kanban-boards
Lean management in the development of the three essence of the project
Http://news.csdn.net/n/20080519/116069.html
On-time production in software development
Http://news.csdn.net/n/20080519/116067.html
We all know that Kanban plays an important role in turning traditional push production into pulling production and reducing waste through on-demand production. For Kanban we need to control the quantity of WIP on the one hand, considering the flow rate formed by the whole kanban process. The agile uses the story card as the information carrier, uses the pull way to organize the development. The typical information flow process is this: the demand-for-story card, the user acceptance test, and the unit test and development, which is the test-driven development process. The story card is the first Kanban, in the development process, the kanban is in the form of testing, and only when you see the failed test begins coding. The story card embodies both the identifiable value of the customer and the work of all the roles in the team, just like the role of a Kanban board in the production assembly shop on time (requiring the production of a finished Kanban), while user acceptance testing and unit testing are similar to the kanban of each production unit before the final assembly. The difference between a story card and a functional requirement is that the story card tries to focus all of the roles (analysis, testing, development) of the team in one iteration, while completing its mission at the end of the iteration, while the functional requirements are long-standing and need to be decomposed into a story card to guide the team's development efforts. So, story cards and test-driven development enable software development to be carried out in a pull way.
With the pull, we can see the Agile story card on the entire Kanban flow, for each process we have (todo,doing,end) three states, each user scene after the current operation is completed on the Kanban move, from the End of the previous operation to the next operation ToDo , moving through this visual kanban process, we know exactly what the current project status is, and what process the current project bottleneck is on.
We must realize that in software development waste is not so-called raw materials, software development is the biggest waste of human resources waiting has been our development to complete the rework of the workpiece. For the first problem, we need to analyze the bottleneck process to reconfigure the scale of the resource for each operation, and for the second problem, we need to introduce a mechanism that has been iterative and continuous delivery.
As mentioned earlier, through the user story card to the development of the various stages of the role of the organic series together, while the introduction of test-driven development to achieve real pull-type production. The other is to create multiple iterations of the story card classification to achieve our desired continuous integration, iterative development and multiple deliveries. This is an important distinction from traditional waterfall development, where agile development emphasizes the ability to consistently and stably complete a user-valuable, integrated, usable function, rather than looking at whether or not to do all the design work, or trying to measure how many lines of code a developer has written each day, and how many bugs the tester has measured. Each user story card is independent and can be delivered as a function point to create user value. The story card flows between the various kanban processes, and the story card is well-developed to the FDD feature-driven development, and the completion of the product is iterative rather than the traditional incremental pattern.
From lean Kanban to agile, in addition to emphasizing the story card as the core value stream and the carrier of information flow, Kanban management is outside the core elements. We also need to consider the following issues to enhance the application of kanban.
- How the life cycle model is, how the operations are divided
- How to determine the allocation of resources through historical productivity
- Is the completion of the project determined by the final proportion of each story card
- Whether the story cards are grouped and grouped to achieve iterative delivery
- The actual progress of the project and the work of each member can be reflected on the Kanban board.
- One is the total waiting time of the team, one is the rework time, how to eliminate waste
Lean Kanban Management and Agile Software Development (RPM)
