Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012Kanban in Maersk Line
Tokyo Imperial Garden
Lean Kanban Systemyoutube
Toyota Kanban• WIP kontrol• Pull vs Push
Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012Kanban in Maersk Line
X-leap: The goalUnder Maersk Lines paraplystrategi - streamLINE - er der i værksat en rækkeinitiativer, der sikre at reder...
Agile Project                ?
4 co-located teamsDaily team stand-upsDaily Scrum of ScrumsSprints of 3 weeksRelease after 2 sprintsTraditional SCRUM boar...
Still Challenges• Variation in the number of stories we delivered in each  release• Increasing number of unfinished featur...
Needed improvements• We needed to focus on completing functionality that would  deliver value• We needed to deliver value ...
Visualize the Workflow• Map the existing development process in the team• Identify value adding activities, hand-over poin...
Visualize the WorkflowTo Do           In Progress                                                        Done        To Do...
Limit Work in Progress• Feature (stories) that has independent value and can be  release• Commit to deliver a complete fea...
Limit Work in ProgressTo Do           In Progress                                                        Done        To Do...
Make Process Policies Explicit• Agree on policies regarding   • Definition of Done   • Workflow   • Work in Progress limit...
Make Process Policies ExplicitTo Do           In Progress                                                        Done     ...
Measure and Manage the Flow• Identify metrics That are meaningful for the team   • How are we performing?   • Are we happy...
Metrics• Value Delivered   • Number of features delivered   • Number of value points delivered• Cycle Time   • Number of w...
Number of Stories                          20                                 40                                       60 ...
Feature Cycle Time                         Icarus 3 – Nike 3                         90                         80Number o...
Delivery vs. Commitment Date                   15                   10      Days Late                    5                ...
Cycle Time / Size                           0-20p 21-50p        51-100p     101p -                    2.50                ...
Continuously Improve• Keep improving the team’s process and flow through regular  team retrospectives• Keep improving the ...
Continuously Improve
Scaling• Alignment through daily stand-ups• Project Kanban board• Focus on flow of features• Focus on project deliveries• ...
Make Process Policies ExplicitFeature Queue   Techniucal   Teams   Grooming   In Development              Done            ...
Tracking Cycle Time
Questions?  Ingar Jentoftsen  Delivery Manager  X-Leap Maersk Line IT  +45 3363 8858  ingar.jentoftsen@maersk.com
Back Up Slides
X-leap: Value stream analysis for a featureX-leap: Root cause analysis for why hardening phase takes so long
Kanban i praksis hos maersk line
Upcoming SlideShare
Loading in …5
×

Kanban i praksis hos maersk line

443 views
332 views

Published on

Published in: Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
443
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Kanban i praksis hos maersk line

  1. 1. Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012Kanban in Maersk Line
  2. 2. Tokyo Imperial Garden
  3. 3. Lean Kanban Systemyoutube
  4. 4. Toyota Kanban• WIP kontrol• Pull vs Push
  5. 5. Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012Kanban in Maersk Line
  6. 6. X-leap: The goalUnder Maersk Lines paraplystrategi - streamLINE - er der i værksat en rækkeinitiativer, der sikre at rederiet bliver endnu mere konkurrencedygtige gennemindustriens bedste leveringssikkerhed, fortsatte CO2-reducerende initiativer ogsidste men ikke mindst ved at sætte kunden i fokus, oplyser Eivind Kolding til KlausLund & Partneres nyhedsbrev.X-Leap er Maersk Lines største og vigtigste af disse programmer.Formålet er at gøre det ligeså enkelt at booke en container hos os som enbog hos Amazon.com Maersk Line CEO Source: http://epn.dk/brancher/transport/skib/article2069838.ece
  7. 7. Agile Project ?
  8. 8. 4 co-located teamsDaily team stand-upsDaily Scrum of ScrumsSprints of 3 weeksRelease after 2 sprintsTraditional SCRUM boardA story backlog per teamSprint level stories
  9. 9. Still Challenges• Variation in the number of stories we delivered in each release• Increasing number of unfinished features• Our metrics indicated an increase in the effort (number of story points) we delivered in each release, but we got less functionality• Uneven load on the individual team members
  10. 10. Needed improvements• We needed to focus on completing functionality that would deliver value• We needed to deliver value to our sponsors in each release• We needed to be more predictable• We needed to better utilize the full team capacity
  11. 11. Visualize the Workflow• Map the existing development process in the team• Identify value adding activities, hand-over point, and queues• Visualize the workflow on the team’s board (Kanban Board)
  12. 12. Visualize the WorkflowTo Do In Progress Done To Do In In Development Waiting for Verification Done Prep. Deployment Ready Tested
  13. 13. Limit Work in Progress• Feature (stories) that has independent value and can be release• Commit to deliver a complete feature• Focus the team on completing work already started• Focus on what is left to do, rather than what we have done• Collaboration• Pair Programming• Grow T-Shaped people
  14. 14. Limit Work in ProgressTo Do In Progress Done To Do In In Development Waiting for Verification Done Prep. Deployment Ready Tested U R G E N T
  15. 15. Make Process Policies Explicit• Agree on policies regarding • Definition of Done • Workflow • Work in Progress limits • Acceptance and Sign-Off • Prioritization• Make polices visible on the board
  16. 16. Make Process Policies ExplicitTo Do In Progress Done To Do In In Development Waiting for Verification Done Prep. Deployment Ready Tested Policies U R G E N T
  17. 17. Measure and Manage the Flow• Identify metrics That are meaningful for the team • How are we performing? • Are we happy with our performance? • How do we like to perform in the next release?• Make the metrics visible on the board• Use the metrics and data as input to discussions on how the team can improve - retrospectives
  18. 18. Metrics• Value Delivered • Number of features delivered • Number of value points delivered• Cycle Time • Number of working days per feature • Number of working days over Story Size• Quality • Number of defects • Time to fix (Cycle Time)
  19. 19. Number of Stories 20 40 60 80 0 100 120 K1_1 K1_4 K1_7 K1_10 K2_3 K2_6 Karpo K2_9 K3_2 K3_5 K3_8 Performance L1_1 L1_4Done L1_7 L1_10 L2_3 L2_6 Lycos L2_9 L3_2 L3_5Development L3_8 M1_1 M1_4 M1_7 M1_10 M2_3Grooming M2_6 Metis M2_9 M3_2 M3_5 M3_8Backlog N1_-2 N1_2 N1_5 N1_8 N2_1 N2_4 Nike N2_7 N2_10 N3_3 N3_6 N3_9
  20. 20. Feature Cycle Time Icarus 3 – Nike 3 90 80Number of Working Days 70 60 50 40 Longest Shortest 30 Average 20 10 0 Sprints
  21. 21. Delivery vs. Commitment Date 15 10 Days Late 5 0Committed -5 Days Early -10 -15
  22. 22. Cycle Time / Size 0-20p 21-50p 51-100p 101p - 2.50 2.00Cycle Time / Size 1.50 1.00 0.50 0.00 0 50 100 150 200 250 300 Size
  23. 23. Continuously Improve• Keep improving the team’s process and flow through regular team retrospectives• Keep improving the project’s process and flow through regular project retrospectives• Keep improving and adapting the Kanban boards to support the processes• Experiment within the team and across the project
  24. 24. Continuously Improve
  25. 25. Scaling• Alignment through daily stand-ups• Project Kanban board• Focus on flow of features• Focus on project deliveries• Focus on collaboration across teams• Focus on removing impediments
  26. 26. Make Process Policies ExplicitFeature Queue Techniucal Teams Grooming In Development Done Queue Feature Technical Defects
  27. 27. Tracking Cycle Time
  28. 28. Questions? Ingar Jentoftsen Delivery Manager X-Leap Maersk Line IT +45 3363 8858 ingar.jentoftsen@maersk.com
  29. 29. Back Up Slides
  30. 30. X-leap: Value stream analysis for a featureX-leap: Root cause analysis for why hardening phase takes so long

×