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Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
Stop Starting. Start Finishing. APLN Houston
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Stop Starting. Start Finishing. APLN Houston

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This our presentation from the Houston Agile Leadership Chapter Meeting on Feb 21, 2013

This our presentation from the Houston Agile Leadership Chapter Meeting on Feb 21, 2013

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  • Couple questions?Who is working with software development teams?Who is employing Agile Methods?Who is using Scrum?Who is using Kanban?Who has heard of Kanban before?Give aways at the end. Let them choose which class they want a 50% discount on. Random person and who tweets
  • Many software companies are drowning in a sea of opportunity and instead of focusing on getting the highest value items done we are crippled by trying to do too much at one time.http://www.123rf.com/photo_8127859_single-hand-of-drowning-man-in-sea-asking-for-help.html
  • 3m
  • What is the impact of change in the left vs the right?Change – underestimatedChange – new high priority requirementWhich plan will have the biggest impact if there is a change?
  • 15 minsTeam breakout then highlights as a group
  • 15 minsTeam breakout then highlights as a group
  • 15 minsTeam breakout then highlights as a group
  • http://www.123rf.com/photo_7850401_young-male-student-is-overwhelmed-by-way-too-many-homework-assignments.htmlRequestsLack of resourcesDon’t trust that project will ever get started (maybe that is the right business decision)Sr leadership not setting priorities
  • http://twinpowerment.blogspot.com/
  • Why waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
  • Set the rate at which we accept new requirements into our software development pipe to correspond with the rate at which we can deliver working code.Once you balance demand against throughput and limit the work-in-progress within your value stream, magic will happen. Only the bottleneck resources will remain fully loaded. Very quickly, other workers in the value stream will find they have slack capacity. Meanwhile, those working in the bottleneck will be busy, but not swamped. For the first time, perhaps in years, the team will no longer be overloaded and many people will experience something very rare in their careers, the feeling of having time on their hands.Limit WIP in andLevel Flow will:Expose the bottlenecksEnable improvementSimplifies prioritizationWhy waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
  • Need to throttle the input (demand) into the system
  • The slack capacity created by the act of limiting work-in-progress and pulling new work only as capacity is available will enable improvement no one thought was possible.By throttling the input (demand) into the systemThis will limit the Work In Progress and Level Flow Which will expose the bottlenecksAnd enable improvementOnce you balance demand against throughput and limit the work-in-progress within your value stream, magic will happen. Only the bottleneck resources will remain fully loaded. Very quickly, other workers in the value stream will find they have slack capacity. Meanwhile, those working in the bottleneck will be busy, but not swamped. For the first time, perhaps in years, the team will no longer be overloaded and many people will experience something very rare in their careers, the feeling of having time on their hands.Limit WIP in andLevel Flow will:Expose the bottlenecksEnable improvementSimplifies prioritizationWhy waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
  • Buy a Feature
  • Does this feel like the dev process? Dev and QA?
  • Do we ever have any built up queue in front of QA?Gets continually slower
  • Slow down A to 5 items/ min (reduce Dev resources)Put B before A Double B Resources (hire more QA)Reallocate resources from A to B to level the flow (TDD or Dev help QA?)
  • Prioritization is no longer about ordering all the WIP or all initiatives but picking the next one as one finishes
  • 看板 kan · ban [kahn-bahn] noun,Kanban literally means “visual card,” “signboard,” or “billboard”Kanban software development is the application of lean manufacturing principles and practices to software development
  • Draw Agile and Lean circles overlapping with influencesLean – PDCA, Kaizen culture, Deming, PDCA, Limit Waste, Focus on ValueAgile – Empirical, self organizing teams, Focus on Working Software, quick feedback, incremental development
  • It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process.The essence of starting with Kanban is to change as little as possible.
  • The organization (or team) must agree that their current circumstances warrant a gentle, evolutionary approach to improvement. Perhaps a sweeping engineered change has recently failed due to resistance from team members, or perhaps the politics of the organization make it too risky for managers to propose and implement sweeping changes? Without agreement that a slow, gentle, evolutionary, incremental approach is the right way forward then there won’t be the right environment or management support for a Kanban initiative.
  • draw card walls to show the activities that happen to the work rather than specific functions or job descriptions.The first school of thought says do not try to second-guess the location of bottleneck or the source of variability that will require a buffer. Rather, implement the system and wait for the bottleneck to reveal itself, then make changes to introduce a buffer. A variant on this suggests that WIP limits should be set
  • Reduce the number of Kanban slots allowed until cycle time remains unchangedReduce the size of development itemsWork in progress is actually the number of items * the average size of itemsIdentify and act on bottlenecks immediatelyRelieve repeated bottlenecks by changing the number and types of people in each role and cross training
  • Couple questions?Who is working with software development teams?Who is employing Agile Methods?Who is using Scrum?Who is using Kanban?Who has heard of Kanban before?Give aways at the end. Let them choose which class they want a 50% discount on. Random person and who tweets
  • Transcript

    • 1. STOP STARTING.START FINISHING.
    • 2. David Hawks CEO of Agile Velocity Transforming Technology Organizations Austin, TX Agile Trainer and Coach Website – AgileVelocity.com Blog – AustinAgile.com Agile Austin Education Chair CSM, CSP, PSM, PMI-ACP Twitter - @austinagile Agile Velocity enables companies to achieve a greater value in their technology investment through Agile Training, Coaching & Product Development ServicesCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 3. Most Companies are Drowning in a Sea of OpportunityCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 4. Is our target goal 100% utilization? Another example of sub-optimizing measurements is the focus in some companies on making sure that everyone is busy all of the time; and generally this is done by assigning people to work on several things at the same time. However, this strategy causes enormous waste because trying to drive utilization high creates the equivalent of traffic jams and slows everything down, while time spent thrashing between assignments mounts. http://www.scrum-breakfast.com/2011/04/interview-mary-poppendieck-on-lean.htmlCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 5. Working on many items in parallel Working on items in value order Highest Value What is the Impact of Change?Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 6. Let’s Play a GameCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 7. Multi-tasking 7 Form groups of 4-6 In each group 1 person will do the work and the rest are customers The customers need to have a stopwatch (i.e. phone, watch) – it is possible share The worker is going to write each person’s last name 1 letter at a time The worker will write each name in parallel – 1 letter at a time The worker will start with the customer on their left, ask for a letter, write it down, then move to the next customer The customer’s will time from the beginning (all at the same time) to the point in which their name is fully written Record your time Average across all customers on your teamCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 8. Focus! 8 The worker will write each name in serial The worker will start with the customer on their left, ask for a letter, write it down, and keep writing until their name is fully written before moving on to the next customer The customers will time from the beginning (all at the same time) to the point in which their name is fully written Record the second time Average across all customersCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 9. Debrief 9 How did the times compare? As a worker, which method did you prefer? Why? As a customer, which method did you prefer? Why?Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 10. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 11. Examplesthis Costs Resulting from Long Cycle Time I need to know if of estimate you gave me last month is still accurate. But I workedtime to I don’t have on that Can you take a I’ll check with Jim OK. don’t think you by Yes,I’ll get defect, and I it’s a it to this fix it allweeks ago! I’ll three properly now. look at this? I when he get’s back. Monday, I’mthison the I’ve built all in valid requirement is other I’ll do a quick fix and have to read through think it’s a defect. He’s away for a few weekendtopis it? stuff more, of it! any on anyway. tidy it up later. the code again. days. Project Manager Analyst Developer Tester Knowledge decay + increase in the cost of fixing defects + reduced quality + information becomes stale and needs rework + delays accumulate = reduced customer valuegetKanban.com
    • 12. Little’s Law WIP = Avg. Cycle Time ThroughputCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 13. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 14. So What Do We Do?Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 15. Focus on improving both the ability to deliver and the predictability of delivery. Feature ? Feature Feature Feature Feature Why waste effort trying to order the Feature input when there is no dependability in the order of delivery? Kanban, David J. Anderson, 2010Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 16. Balance Demand Against ThroughputCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 17. By throttling the input (demand) into the system This will limit the Work In Progress and Level Flow Which will expose the bottlenecks And enable improvementCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 18. Slack capacity gives the team time to try improvementsCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 19. Frequent Delivery Builds Trust Agile Principle Which Team dois the have more confidence in? you Team 1 Working Software Team 2 Primary Measure of 80 Which data Progress is more defendable? Scope Delivered 60 40 20 TimeCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 20. Once we have Factual Data we can have Factual Conversations Feature Points Cumulative Total Team Historical Velocity = 10 Points/ Sprint (2 weeks) Story A 2 2 Story B 5 7 The business wants to know what will be Story C 3 10 Story D 1 delivered in 12 weeks? 11 Story E 3 14 Story F 2 16 Story G 5 21 Story H 2 23 Story I 2 25 Story J 3 28 Story K 5 33 90% Confidence Story L 2 35 Story M 8 43 50% Confidence Story N 2 45 Story O 5 50 Allows for Change Story P 2 52 Story Q 8 60 10% ConfidenceCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 21. Get Competing Stakeholders to Prioritize TogetherCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 22. It can be counterproductive to improve individual steps in our process We need to Optimize the Whole!Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 23. How long will it take to process 10 items? Starting State 5 5 A B 10 items/ min 5 items/ min 1 Minute A B 5 5 2 Minutes A B 5 5 3 Minutes A B 5 5Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 24. How long will it take to process the 10th batch of 10 items? Batch 10 5 5 A B 10 items/ min 5 items/ min 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 25. How can we address the bottleneck? 5 5 A B 10 items/ min 5 items/ minCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 26. If you have level Flow Prioritization is no longer about ordering all the Work But picking the next one as work finishes Kanban, David J. Anderson, 2010Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 27. 看板 – KanbanCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 28. Agile Lean Empirical Kanban Scrum • Focus on Value Self-Organizing • PDCA Servant Leader • Kaizen Culture • Deming Quick Feedback • Limit Waste Incremental IterativeCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 29. Start With What You Do Now Image: http://amyjolauber.files.wordpress.com/2011/09/the-beginning.jpgCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 30. Agree to pursue incremental, evolutionary change Image: http://blog.doat.com/wp-content/uploads/2011/09/Evolution-13.jpgCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 31. Image: http://agileconsulting.blogspot.com/2012/02/kanban-101.htmlCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 32. Kanban Board 32 www.kanban101.comCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 33. Make work Visible 33 Making work visible means showing everyone what is going on: revealing activities, limits, and blockages. It will allow you to see the cause and effect of changes to your process. The board will reveal when flow is happening and when it is not. www.kanban101.comCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 34. Cycle Time34 http://www.agileproductdesign.com/downloads/patton_kanban.ppt
    • 35. Kanban Mechanics in a NutshellReady (4) Analysis (2) Development (4) Test (3) Ready to Deployed Deploy In Progress Done In Progress Done 10 9 8 5 4 1 11 6 2 12 7 3 13 14The is testing of Kanban board. downstream ticket 5 process, ticket from as columns. Done theA ticketan queue may be replenishedWIP we our WIP limit in 1 pushedNoticelimit of when thenew workrepresented it to receive the work. Test,Because have 2 items in Developmentto its WIP limit we may and indicate thatweis ready deploy. WIP leavingNow saycompletes Testing, a with a WIPfree, stages ofthere is insufficient the customer. to development limitsLet’sReady stop work being is slot comesWe move3, In Progress now be pulled into Test.Herelimits exampleticketTest,complete. coversand it so withmay pull aDone, when DevelopmentNotice intoIf on a the both downstream to from capacity completedevelopment work on to column names.ticket, we may beside ticket WIP limit of it cannot be to a ticket into Development from Analysis its WIP limit.3 parentheses move itthethe Development Done columnpullindicate that it is completed, is already atDone, WIPinin Development, which has5ais completed,4, so we may “pushed” into Test, because Testwithout breaking aand solimit.forth.
    • 36. Where to apply right now?  A process that needs tuning  A team that needs to focus and limit WIP in order to reduce cycle time  Gain visibility into flow of work before and after Sprints  Use to organize personal backlog of workCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 37. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 38. Stop Starting. Start Finishing.Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
    • 39. Upcoming Workshops in Houston 4/1 – Advanced Agile Leadership 4/2 – Advanced Product Planning 4/3 – Kanban Foundations $595 Base Price (ea) Agilevelocity.eventbrite.com 40% off the first five 20% off code - HoustonAgile IPad mini giveawayCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY

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