About the Presenter
Daniel Vacanti is a 20-year software industry veteran who got his start as a Java Developer/Architect and who has spent most of the last 13 years focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work. He managed the world’s first project implementation of Kanban that year, and has been conducting Kanban training, coaching, and consulting ever since.
In 2011 he founded Corporate Kanban, Inc., which provides world-class Lean training and consulting to clients all over the globe–including several Fortune 100 companies. Daniel holds a Masters in Business Administration and regularly teaches a class on lean principles for software management at the University of California Berkeley.
This presentation is probably not about what you think it is about. Rather, in this session I want to dispel one of the most popular myths about what is required when limiting Work In Progress (WIP). I cannot tell you how many times I have heard the statement, “Our team can’t limit Work In Progress, because limiting WIP requires all work items to be of the same size.”
Nothing could be further from the truth. Not only is getting all items to be the same size not necessary to achieve flow, but, in many contexts, trying to similarly size work items is at best a premature optimization and at worst an unnecessary one. Most often, differently sized items are not the variability that is killing your predictability.
This session will discuss some reasons why work item size does not matter when limiting WIP and will introduce some more fruitful improvements to focus on when addressing the very real problems of variability and predictability.