有人在使用看板吗？ [英] Is anyone using Kanban?

查看：105 发布时间：2020/6/2 21:13:23 agile methodology kanban

本文介绍了有人在使用看板吗？的处理方法，对大家解决问题具有一定的参考价值，需要的朋友们下面随着小编来一起学习吧！

问题描述

有人使用看板（或scrumban）进行敏捷管理吗？您在看板方面有什么经验？

Is anyone using Kanban (or scrumban) for the agile management practices? What is your experience with Kanban? How does it work in large complex environments with dependencies on waterfall projects?

推荐答案

我知道BBC广泛使用它。有关更多详细信息，请参见David Joyce的博客。
http://leanandkanban.wordpress.com/

I know the BBC use it quite extensively. See David Joyce's blog for more details http://leanandkanban.wordpress.com/

他在那儿有一个非常沉重的滑动板可以筛查。

He has a quite hefty slide deck in there to sift through.

我认为关于精益思想的事情要记住您必须从整体上考虑价值流。尽管您可以使用看板等技术来优化开发团队，但更重要的是将上游（管理/分析）和下游（QA /部署/支持）结合起来，以充分获得回报。

I think the thing to remember about Lean thinking is that you must consider the value stream as a whole. Whilst you can super optimise the development team using techniques such as Kanban, it is more important to incorporate both up stream (Management/Analysis) and downstream (QA/deployment/support) to fully reap the rewards.

因此，要问这如何适应瀑布或复杂的过程（超出您的个人影响），并不是一个正确的问题。一个更重要的问题是问我如何开始影响整个价值流。我知道这听起来像是宗教精益狂热的开始，但是这是您如何实现精益过程的真正价值的方法。

Therefore, to ask how does this fit into a Waterfall or complex process (beyond your personal effect), is not quite the right question. What is a more important question is to ask how can I begin to effect the entire value stream. I know this sounds like the beginning of religious Lean zealotry, but it is how you will realise the true value of a lean process.

例如，考虑以下情况一个典型的项目：

For example, consider the following scenario for a typical project:

分析时间：18个月

开发时间：9个月

QA&发布时间：4个月

客户采用和返工：12个月

Analysis time: 18 months
Dev time: 9 months
QA & release time: 4 months
Customer adoption and rework: 12 months

总计：43个月

如果通过在开发过程中应用精益，则可以提高100％，即4.5个月的开发时间，总计38.5个月。然后，您只将总价值流增加了10％以上……微不足道！！

If by applying Lean to the development process you improve by 100%, ie a development time of 4.5 months, bringing a new total of 38.5 months. You have then only increased the total value stream by just over 10%... insignificant!!

您需要开始战斗，将精益思维推向更高管理并展示真正的成功所在...这是整个过程的重新设计。

You need to begin to fight the fight and take the Lean thinking to upper management and demonstrate where real success lies... which is in the re-design of the entire process.

记住精益不是一个开发过程，它可以应用于业务的各个方面。

Remember Lean is NOT a development process, it can be applied to every aspect of the business.

有些关于如何使讨论超出开发团队的有趣书籍包括：

Some interesting books on how to take this discussion beyond the the development team include;