Management in Kanban. This is the fourth post in preparation for my presentation at the Lean Kanban Netherlands 2012 conference, about Enhanced Risk Management in Kanban via the Theory of Constraints. In the earlier posts… …we learned about the Theory of Constraints, and in particular how TOC deals with: Schedule ManagementBuffer ManagementRisk ManagementRoot Cause AnalysisPeople FactorsContinuous Improvement The purpose was to learn how we can use the Theory of Constraint to manage risks, and to improve our software engineering processes. (Also, a general introduction to the Theory of Constraints was given in the earlier post: Theory of Constraints in Software Engineering.) In this post, we will focus on what has become a very popular approach as of lately: the Kanban Method (or just “Kanban” for short).
We will find that Kanban is already excellently equipped to handle risks, and thus ensure final delivery of software development projects. Kanban in a Nutshell A Pull System with Limited Work in Process. Critical Chain Project Management in the Theory of Constraints - Chronologist. On October 26, 2012, I will deliver a presentation at the Lean Kanban Netherlands 2012 conference, about Enhanced Risk Management in Kanban via the Theory of Constraints. The presentation will show how cross-pollination by two different schools of thought — Kanban and Theory of Constraint — can give rise to innovative ways to manage projects, to enhance risk management, and to continuously improve your software processes. Kanban is relatively new on the software methodology scenario, but it has enjoyed rapid success, and most software practitioners have heard about it. The same is not true with regards to the Theory of Constraint, which is often disregarded, ignored or misunderstood by software practitioners.
In the recent post, Theory of Constraints and Software Engineering, I introduced the Theory of Constraints (TOC), and I described how Throughput Accounting (TA) can be used to make management and investment decisions about software projects. Critical Chain Project Management Note: Buffer Management and Risk Management in the Theory of Constraints - Chronologist. This is the second post in a series in preparation for my presentation at the Lean Kanban Netherlands 2012 conference, about Enhanced Risk Management in Kanban via the Theory of Constraints, that I will deliver on October 26 in Utrecht.
As described in the previous post, Critical Chain Project Management in the Theory of Constraints, the purpose of this series is propaedeutic to understanding how the ideas of the Theory of Constraints can be applied in contemporary software processes, and in particular to Kanban for Software. This series will provide some foundational knowledge in the areas of: Schedule ManagementBuffer ManagementRisk ManagementRoot Cause AnalysisPeople FactorsContinuous Improvement The previous post introduced Schedule Management; in this post we will learn more about Buffer Management and Risk Management.
Finding Herbie “Herbie” was a character in “The Goal” [GOLDRATT-1992] — the business novel where the Theory of Constraints was first described. Buffer Consumption. Theory of Constraints and Software Engineering - Chronologist. In this post we will introduce the Theory of Constraints (TOC) and start looking at how it can be applied to software engineering management. TOC is most well known for its so called “Five Focusing Steps”, and often that process is referred to when trying to identify and deal with bottlenecks in Kanban for Software.
However TOC has many other tools one can resort to in order to improve software engineering management. In particular, we will examine how Throughput Accounting (TA) can be used to take important management decisions. Origins of the Theory of Constraints The Theory of Constraints (TOC) is a management method developed primarily by Dr. Eliyahu M. TOC originated from manufacturing, but has since been applied to engineering, project management, sales, accounting, marketing and other business processes. The Scientific Method mentioned above is not to be confused with scientific management, which is a different management theory altogether. Inventory in Software Development Note: Kanban Improved via Theory of Constraints - Chronologist. At the Lean Kanban Netherlands 2012 conference I gave a talk entitled Enhanced Risk Management in Kanban via the Theory of Constraints, proposing how one can combine Kanban with the Theory of Constraints.
In this post I will describe how I do this. If you are not familiar with the Theory of Constraints, you can read about the essential concepts in my earlier posts, which I published in preparation for the conference talk. You can find those posts here: Similarly, if you have a background in the Theory of Constraints and need some notions about Kanban, you can read these two posts: The Kanban Method was Influenced by the Theory of Constraint The Kanban Method was deeply influenced by the Theory of Constraints, as David Anderson says [ANDERSON-2012]: It is revealing to see how David Anderson looks at the development of the Thinking Processes with respect to what then became the Kanban Method: Keeping the Useful Parts of Critical Chain Project Management Kanban with Buffer Management Conclusion.