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Previous Chapter

Appendix B. Kanban tools

Index

[A][B][C][D][E][F][G][H][I][J][K][L][M][N][O][P][Q][R][S][T][U][V][W][X]

A

A-team A/B testing abandoned ideas, as metric Accept column acceptance testing accountability Agile Adoption Patterns: A Roadmap to Organizational Success Agile Manifesto Agile Retrospectives Agile software development Agile42 AgileZen Analyze column Anderson, David J. Andon boards animals as avatars annotating cards Aptitud

B

balancing flow speed and work items batches, working with smaller BDD (behavior-driven development) Bellware, Scott big daily boredom bugs giving precedence to types of work items business impact, 2^nd

C

call centers cartoons on cards celebrations frequent flyer miles WIP limit CFD (cumulative flow diagram) data needed for drawing diagram overview reading diagram charts. See diagrams. Coaching Kata Cockburn, Alistair coin flipping game. See also Pass the Pennies. component teams constraints. See also Theory of Constraints. context switching effects of excess WIP wastes in software development continuous improvement continuous integration converting story points CONWIP coordination cost core practices cost, balancing with scope and time counting down as progress cumulative flow diagram. See CFD. current situation customers defining favoring some over others importance of in planning promoting preferences on work items value and

D

Daily Kata daily standup best practices focused on time regular short length, 2nd blocked items focusing on smells focusing on work instead of people multiteams prioritization simplifying visualizations spontaneous kaizen walking board work not displayed on board dates, as workflow metric days, avoiding use of in estimates debt, technical decisions, facilitating using cards defects Defects class delays effects of excess WIP wastes in software development design principles for cards Development column discarded ideas, as metric analyzing capturing overview discussion, as goal of estimation Disneyland wait times double bookkeeping downstream drawings on cards Drive: The Surprising Truth About What Motivates Us due date performance analyzing capturing overview visualizing

E

electronic cards and tools, 2^nd emotional data empty wall space entry/exit criteria for queues estimated data, vs. real data estimating defined need for diminishes No Estimates movement story points advantages of disadvantages of overview techniques Goldilocks line of cards Planning Poker using t-shirt sizes. See also planning. event-driven planning events order point as planning prompted by excess WIP, effects of context switching delays cause extra work motivation lost overhead increases quality lowered risk increases expedite items explicit policies Extreme Programming. See XP.

F

Facebook feature requests feature teams feedback loops Fibonacci series FIFO (First In, First Out), 2^nd finishing work in process fist of five voting Five Focusing Steps five whys Fixed Delivery Date class Flip the Chip. See Pass the Pennies. Forss, Håkan Freedom from Command and Control frequent flyer miles

G

Gantt chart GitHub Goldilocks technique Google Analytics Google Tag Manager Google time groups, estimating in Gyllebring, Torbjörn

H

handoffs hidden work discovering visualizing hours, avoiding use of in estimates HuBoard

I

icons Impact Mapping implementation process Implementing Lean Software Development: From Concept to Cash Improvement Kata Increasingly Urgent class index cards information refrigerators Intangible class iron triangle issues. See blocked work items. iterations

J

JIRA JIRA Agile just-in-time concept, 2^nd

K

kaizen Kanbanery KanbanFlow Kanbanize kata. See also Kanban Kata. KPIs (key performance indicators)

L

Law of Average Averages law of diminishing returns laziness Lean, 2^nd Lean Software Development: An Agile Toolkit LeanKit Kanban length of daily standup limiting WIP, 2^nd advantages of based on columns for entire board avoiding idle time experimenting with one vs. two per team member flow and implementation process lower better than higher people idle vs. work idle people-based limits picking a column pitfall of not using principle of kanban priority filters queues and setting limits one is not answer stop starting, start finishing starting from bottleneck by story points swarming technique using avatars work items vs. tasks line of cards estimating technique Little’s law, 3^rd context switching Dot Game lower control limit

M

maintenance items mapping workflow, 2^nd meta-process metro vs. train miscellaneous classification mob programming Monte Carlo simulation motivation multitasking multiteam daily standups

N

#NoEstimates non-value-added wastes NPS (net promoter score)

O

one-piece continuous flow online tools Optimizely optimizing locally order points overhead overload of information

P

pair programming, 2^nd parking lot for blocked items partially done work participation in meetings Pass the Pennies game benefits how to play overview questions for discussion requirements tips pattern-matching using avatars PDCA (Plan-Do-Check-Act) peer pressure people idle vs. work idle people-based limits physical vs. electronic cards pictures on cards pitfalls boredom cadences, creating for celebration frequent flyer miles WIP limit creating revolution laziness timeboxes WIP limits, not using Plan-Do-Check-Act. See PDCA. Planning Poker technique policies, making explicit Pomodoro positive peer pressure predicting wait times principles of kanban priority filters proactive work process policies process smells procrastination of intangible items prominently displaying information pull principle pulling work

Q

R

Rational Unified Process. See RUP. reactive work real data vs. estimated data Refactoring: Improving the Design of Existing Code Regular class regularity of daily standup Reinertsen, Don relative estimates relearning reporting progress resource utilization, 2^nd Retrospective Handbook, The return of time invested. See ROTI. revolution needed to introduce kanban rework, avoiding risk-management information roles ROTI (return of time invested) RUP (Rational Unified Process), 2^nd

S

scheduling. See also planning. Schwaber, Ken scientific method scope, balancing Scrum, 2^nd, 3^rd, 4^th sprints, 2^nd story points switching from transitioning from ScrumBan sense of ownership service-level agreement. See SLA. 7 Habits of Highly Effective People, The sigma signals, visual, 2^nd simplifying classes of service SLA (service-level agreement) designing classes of service due date performance metric as target small batches source of demand specification by example, 2^nd specifications not implemented spontaneous kaizen Spotify, 2^nd sprints, 2^nd stickers stop starting, start finishing, 2^nd, 3^rd stop-the-line cord swarming technique, 2^nd, 3^rd swim lanes, 2^nd synchronizing multiple teams

T

t-shirt sizes Tame the Flow tasks non-recorded reserving for when blocked vs. work items TDD (test-driven development), 2^nd, 3^rd Team Foundation Service. See TFS. Team Kanbaneros technical debt technical gold cards test-driven development. See TDD. testers Testing column TFS (Team Foundation Service) Theory of Constraints five focusing steps, 2^nd managing bottlenecks teaching with Bottleneck Game theory of variation timeboxes, 2^nd, 3^rd, 4^th timespans for due date performance Todo column tools Toyota Kata tracking blockers tracking IDs train vs. metro transparency, visualization and Trello trends triggering discussions triple constraints Twitter

U

unit testing untested code upper control limit upstream, 2^nd Urgent class avoiding overuse overview promoting fixed date items to user story description type

V

valuable information only, on board value, for customer voting with fist of five

W

wait times making visible predicting reducing ensuring work is ready overview size of work items walking board wall space waste eliminating obsessing about in software development Wild Ass Guess. See WAG. WIP (work in process) balancing flow and idle time cadences for celebrations defined effects of excess context switching delays cause extra work motivation lost overhead increases quality lowered risk increases expedite items finishing lead time and limiting based on columns for entire board flow and lower better than higher no limit is not answer people idle vs. work idle people-based limits picking a column pitfall of not using principle of kanban priority filters queues and setting limits starting from bottleneck by story points swarming technique using avatars work items vs. tasks Little’s law software development code not in production code not integrated specifications not implemented yet untested code work idle vs. people idle

X

XL items, breaking up XP (Extreme Programming), 2^nd

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