Untitled
a keynote
Agile and Beyond
Dearborn, Michigan

10th March 2012

David J. Anderson
David J. Anderson & Associates,...
Agile Manifesto

Agile &
Beyond
2012
11 years on

Agile &
Beyond
2012
STOP

Agile &
Beyond
2012
doing Agile

Agile &
Beyond
2012
Start!

Agile &
Beyond
2012
Making agile organizations

Agile &
Beyond
2012
Think Agility!

Agile &
Beyond
2012
Act locally in your context

Agile &
Beyond
2012
How to Think Agility!

Agile &
Beyond
2012
Agile &
Beyond
2012

Make progress with
imperfect information
Foster a
high trust
culture

Agile &
Beyond
2012
Develop capability to respond to unfolding events

Agile &
Beyond
2012
Treat WIP inventory as a liability
rather than an asset

Agile &
Beyond
2012
Respond faster with improved
lead times

Agile &
Beyond
2012
Knowledge work is perishable

Agile &
Beyond
2012
Create feedback loops and enable a capability to
adapt (evolve)

Agile &
Beyond
2012
Embrace a craft ethic and pursue high quality
through pride of workmanship

Agile &
Beyond
2012
My philosophy

Agile &
Beyond
2012
Don’t try to do Agile
Instead
Start with what you do now
and improve your agility
Agile &
Beyond
2012
Minimize resistance
to adoption of new ideas
and ways of workings

Agile &
Beyond
2012
Identify problems one at a time

Agile &
Beyond
2012
Make Incremental
Evolutionary
Changes

Agile &
Beyond
2012
Don’t ask people to change

Agile &
Beyond
2012
Respect current job titles,
roles & responsibilities

Agile &
Beyond
2012
Since 2004 kanban systems have
been used to get beyond Agile and
deliver improved agility

Agile &
Beyond
2012
White boards were introduced in 2007 to visualize workflow
and work items flowing through the process

Agile &
Beyond
2012
WIP limits are used to create a pull system &
and the board visually signals pull to make a kanban system
WIP Limit – regu...
Kanban board simulation

5

4

Analysis
Input
Queue In Prog Done

3

4

Development
Dev
Ready In Prog Done

2

Build
Ready...
How does Kanban help with agility?

Agile &
Beyond
2012
Make progress
with imperfect information

Agile &
Beyond
2012
Encourage craftsmanship
and pride of workmanship

Agile &
Beyond
2012
Pull criteria policies encourage a focus on quality
& progress with imperfect information
5

4

Analysis
Input
Queue In Pr...
Foster a High Trust Culture

Agile &
Beyond
2012
Agile &
Beyond
2012

Transparency of process. Collaboration and openness
Agile &
Beyond
2012

Empowerment through explicit policies
Avg. Lead Time

30
-M
ar

23
-M
ar

16
-M
ar

9M
ar

2M
ar

eb
24
-F

eb

WIP

17
-F

eb

240
220
200
180
160
140
120
100
...
Lead Time Distribution
3.5
3

CRs & Bugs

2.5
2
1.5
1
0.5

1

4

7

0

3

6

8
14

14

13

12

12

11

10

99

92

85

78
...
DBA Team Velocity
90

80

Trend

70

60

50
Total Velocity
Small support tasks
40

30

Trend

20

10

(not included
in tot...
Create a capability
to respond to
unfolding events

Agile &
Beyond
2012
Example classes of service


Expedite




Fixed Delivery Date




Significant delay incurred on or
from a specific da...
Allocate capacity across classes of service
mapped against demand
5

4

Analysis
Input
Queue In Prog Done

3

4

Developme...
Cost of Delay function sketches to
delineate classes of risk
Expedite – white; critical and immediate cost of
delay; can e...
Knowledge work is perishable

Agile &
Beyond
2012
Limiting WIP delays commitment

Agile &
Beyond
2012
Only commit when work items
are pulled into the queue

Agile &
Beyond
2012
Tickets on the board are committed. Items in the
backlog are merely options
5

4

Analysis
Input
Queue In Prog Done

3

4
...
Highlight delays

Agile &
Beyond
2012
Tickets on the board are committed. Items in the
backlog are merely options
5

4

Analysis
Input
Queue In Prog Done

3

4
...
Create Feedback Loops

Agile &
Beyond
2012
Agile &
Beyond
2012

Team-level Kaizen events happen naturally
Agile &
Beyond
2012

Operations reviews drive inter-team kaizen events
The Kanban Method

Agile &
Beyond
2012
Foundational Principles

1.
2.

3.

Start with what you do now
Agree to pursue incremental,
evolutionary change
Initially,...
5 core practices for successful Kanban adoption

1.
2.
3.

4.
5.

Deep

Agile &
Beyond
2012

Visualize
Limit Work-in-Progr...
Book Published
April 2010

Agile &
Beyond
2012

A 72,000 word
intro to the topic
http://leankanbanuniversity.com
http://www.limitedwipsociety.org

LinkedIn Groups: Software Kanban

Yahoo! Groups: kanband...
Kanban System Adoption Examples Globally
USA
McKesson
Vanguard
GoDaddy
Xbox
Motley Fool
CityGrid Media
Ultimate Software
C...
Kanban System Adoption by Industry


Media




Games




Vanguard, Motley Fool, Chase, ASR

Software & Telecoms


Am...
Keynotes by:
Gregory Howell
Steven Spear
Yochai Benkler

Want higher value, more predictable deliveries?
Looking for bette...
Conclusion

Agile &
Beyond
2012
STOP

Agile &
Beyond
2012
doing Agile

Agile &
Beyond
2012
Start!

Agile &
Beyond
2012
Thinking Agility!
Agile &
Beyond
2012
Act locally in your context

Agile &
Beyond
2012
to create agile organizations

Agile &
Beyond
2012
Make Progress with Imperfect Information
Foster a High Trust Culture
Treat WIP as a liability, delay commitment

Reduce Le...
Stop doing Agile!
Start Thinking Agility!
Agile and Beyond
Dearborn, Michigan

10th March 2012

David J. Anderson
David J....
Thank you!

Agile &
Beyond
2012

dja@djaa.com
http://djaa.com/
About…
David Anderson is a thought leader in
managing effective software teams. He leads
a consulting, training and publis...
Key Note - Agile & Beyond - Stop Doing Agile! Start Thinking Agility
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Key Note - Agile & Beyond - Stop Doing Agile! Start Thinking Agility

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Untitled - a key note

Designed not to freak out 500 Agile believers in Dearborn Michigan, this presentation documents looks at the true principles of the Agile movement and the motivation for the Kanban Method. Identifying it as an alternative path to agility. It asks the audience to stop the pursuit of "doing Agile" and asks them to "start thinking agility".

Published in: Business, Technology

Key Note - Agile & Beyond - Stop Doing Agile! Start Thinking Agility

  1. 1. Untitled a keynote Agile and Beyond Dearborn, Michigan 10th March 2012 David J. Anderson David J. Anderson & Associates, Inc. dja@djaa.com Twitter @agilemanager
  2. 2. Agile Manifesto Agile & Beyond 2012
  3. 3. 11 years on Agile & Beyond 2012
  4. 4. STOP Agile & Beyond 2012
  5. 5. doing Agile Agile & Beyond 2012
  6. 6. Start! Agile & Beyond 2012
  7. 7. Making agile organizations Agile & Beyond 2012
  8. 8. Think Agility! Agile & Beyond 2012
  9. 9. Act locally in your context Agile & Beyond 2012
  10. 10. How to Think Agility! Agile & Beyond 2012
  11. 11. Agile & Beyond 2012 Make progress with imperfect information
  12. 12. Foster a high trust culture Agile & Beyond 2012
  13. 13. Develop capability to respond to unfolding events Agile & Beyond 2012
  14. 14. Treat WIP inventory as a liability rather than an asset Agile & Beyond 2012
  15. 15. Respond faster with improved lead times Agile & Beyond 2012
  16. 16. Knowledge work is perishable Agile & Beyond 2012
  17. 17. Create feedback loops and enable a capability to adapt (evolve) Agile & Beyond 2012
  18. 18. Embrace a craft ethic and pursue high quality through pride of workmanship Agile & Beyond 2012
  19. 19. My philosophy Agile & Beyond 2012
  20. 20. Don’t try to do Agile Instead Start with what you do now and improve your agility Agile & Beyond 2012
  21. 21. Minimize resistance to adoption of new ideas and ways of workings Agile & Beyond 2012
  22. 22. Identify problems one at a time Agile & Beyond 2012
  23. 23. Make Incremental Evolutionary Changes Agile & Beyond 2012
  24. 24. Don’t ask people to change Agile & Beyond 2012
  25. 25. Respect current job titles, roles & responsibilities Agile & Beyond 2012
  26. 26. Since 2004 kanban systems have been used to get beyond Agile and deliver improved agility Agile & Beyond 2012
  27. 27. White boards were introduced in 2007 to visualize workflow and work items flowing through the process Agile & Beyond 2012
  28. 28. WIP limits are used to create a pull system & and the board visually signals pull to make a kanban system WIP Limit – regulates work at each stage in the process Pull Flow – from Engineering Ready to Release Ready Agile & Beyond 2012
  29. 29. Kanban board simulation 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Agile & Beyond 2012 Flow 2
  30. 30. How does Kanban help with agility? Agile & Beyond 2012
  31. 31. Make progress with imperfect information Agile & Beyond 2012
  32. 32. Encourage craftsmanship and pride of workmanship Agile & Beyond 2012
  33. 33. Pull criteria policies encourage a focus on quality & progress with imperfect information 5 4 Analysis Input Queue In Prog Done 4 Development Dev Ready In Prog Done Policies ~~~~~~ ~~~~ 2 2 Build Ready Test Policies ~~~~~~ ~~~~ Release Ready Stage Policies ~~~~~~ ~~~~ Prod. Agile & Beyond 2012 Policies ~~~~~~ ~~~~ 3
  34. 34. Foster a High Trust Culture Agile & Beyond 2012
  35. 35. Agile & Beyond 2012 Transparency of process. Collaboration and openness
  36. 36. Agile & Beyond 2012 Empowerment through explicit policies
  37. 37. Avg. Lead Time 30 -M ar 23 -M ar 16 -M ar 9M ar 2M ar eb 24 -F eb WIP 17 -F eb 240 220 200 180 160 140 120 100 80 60 40 20 0 10 -F Features Device Management Ike II Cumulative Flow Time Inventory Started Designed Coded Complete Agile & Beyond 2012 Reporting of demand versus capability
  38. 38. Lead Time Distribution 3.5 3 CRs & Bugs 2.5 2 1.5 1 0.5 1 4 7 0 3 6 8 14 14 13 12 12 11 10 99 92 85 78 71 64 57 50 43 36 29 22 8 15 1 0 Days Mean of 31 days SLA expectation of 51 days with 98% on-time SLA expectation of 44 days with 85% on-time Agile & Beyond 2012 Understanding (lead time) capability
  39. 39. DBA Team Velocity 90 80 Trend 70 60 50 Total Velocity Small support tasks 40 30 Trend 20 10 (not included in total velocity) Week of Christmas 0 Understanding (velocity) capability Agile & Beyond 2012 Courtesy Mattias Skarin client in 2009/2010, plotted weekly Mean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)
  40. 40. Create a capability to respond to unfolding events Agile & Beyond 2012
  41. 41. Example classes of service  Expedite   Fixed Delivery Date   Significant delay incurred on or from a specific date in near future Standard Class   Significant immediate cost of delay (Near) linear cost of delay either immediate or near future Intangible Class  Agile & Beyond 2012 No tangible cost of delay within a reasonable lead time delivery window
  42. 42. Allocate capacity across classes of service mapped against demand 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready 2 = 20 total Test Release Ready Allocation +1 = +5% 4 = 20% 6 = 30% Agile & Beyond 2012 10 = 50%
  43. 43. Cost of Delay function sketches to delineate classes of risk Expedite – white; critical and immediate cost of delay; can exceed other kanban limit (bumps other work); 1st priority - limit 1 Fixed date – orange; cost of delay goes up significantly after deadline; 2nd priority Standard - yellow; cost of delay is shallow but accelerates before leveling out; 3rd priority Intangible – blue; cost of delay is not incurrent until significantly later; 4th priority Agile & Beyond 2012
  44. 44. Knowledge work is perishable Agile & Beyond 2012
  45. 45. Limiting WIP delays commitment Agile & Beyond 2012
  46. 46. Only commit when work items are pulled into the queue Agile & Beyond 2012
  47. 47. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Agile & Beyond 2012 Commitment point 2
  48. 48. Highlight delays Agile & Beyond 2012
  49. 49. Tickets on the board are committed. Items in the backlog are merely options 5 4 Analysis Input Queue In Prog Done 3 4 Development Dev Ready In Prog Done 2 Build Ready Test Release Ready Stage Prod. Agile & Beyond 2012 Pink tickets show blocking issues 2
  50. 50. Create Feedback Loops Agile & Beyond 2012
  51. 51. Agile & Beyond 2012 Team-level Kaizen events happen naturally
  52. 52. Agile & Beyond 2012 Operations reviews drive inter-team kaizen events
  53. 53. The Kanban Method Agile & Beyond 2012
  54. 54. Foundational Principles 1. 2. 3. Start with what you do now Agree to pursue incremental, evolutionary change Initially, respect current roles, responsibilities & job titles Agile & Beyond 2012
  55. 55. 5 core practices for successful Kanban adoption 1. 2. 3. 4. 5. Deep Agile & Beyond 2012 Visualize Limit Work-in-Progress Manage Flow Make Policies Explicit Improve Collaboratively (using models & scientific method) Depth Shallow
  56. 56. Book Published April 2010 Agile & Beyond 2012 A 72,000 word intro to the topic
  57. 57. http://leankanbanuniversity.com http://www.limitedwipsociety.org LinkedIn Groups: Software Kanban Yahoo! Groups: kanbandev Yahoo! Groups: kanbanops
  58. 58. Kanban System Adoption Examples Globally USA McKesson Vanguard GoDaddy Xbox Motley Fool CityGrid Media Ultimate Software Constant Contact SEP REI Robert Bosch Argentina Huddle ThomsonReuters UK BBC IPC Media Financial Times Microsoft Scandinavia Unibet Volvo Skania Spotify Ericsson Mainland EU Ubuntu Xing BWin Brazil ASR Petrobras CESAR Phidelils O Globo Israel Amdocs Answers.com TypeMock China & HK Thomson-Reuters Nike Australia Lonely Planet Telstra New Zealand Ministry of Social Development Agile & Beyond 2012
  59. 59. Kanban System Adoption by Industry  Media   Games   Vanguard, Motley Fool, Chase, ASR Software & Telecoms  Amdocs, Ultimate, Constant Contact, Phidelis, SEP, Huddle, CESAR, Ubuntu Public Sector  Ministry of Defence (Denmark), Ministry of Social Development (New Zealand) Agile & Beyond 2012  Includes Robert Bosch, Volvo, Skania, Petrobras, Nike Finance & Insurance   Mostly small studios includes video arcade thru mobile games to online gambling such as Unibet & Bwin Manufacturing   Includes BBC, Sky, Lonely Planet, Time/Life, IPC, Mobile.de, O Globo, Financial Times, NBC Universal, Thomson-Reuters
  60. 60. Keynotes by: Gregory Howell Steven Spear Yochai Benkler Want higher value, more predictable deliveries? Looking for better risk management? Interested in Lean and Kanban?  HEAR KANBAN CASE STUDIES  LEARN THE MECHANICS  CONNECT WITH THE GLOBAL COMMUNITY Agile & Beyond 2012 http://lssc12.leanssc.org/
  61. 61. Conclusion Agile & Beyond 2012
  62. 62. STOP Agile & Beyond 2012
  63. 63. doing Agile Agile & Beyond 2012
  64. 64. Start! Agile & Beyond 2012
  65. 65. Thinking Agility! Agile & Beyond 2012
  66. 66. Act locally in your context Agile & Beyond 2012
  67. 67. to create agile organizations Agile & Beyond 2012
  68. 68. Make Progress with Imperfect Information Foster a High Trust Culture Treat WIP as a liability, delay commitment Reduce Lead Times, minimize Cost of Delay Encourage Quality of Workmanship Agile & Beyond 2012 Create Feedback Loops
  69. 69. Stop doing Agile! Start Thinking Agility! Agile and Beyond Dearborn, Michigan 10th March 2012 David J. Anderson David J. Anderson & Associates, Inc. dja@djaa.com Twitter @agilemanager
  70. 70. Thank you! Agile & Beyond 2012 dja@djaa.com http://djaa.com/
  71. 71. About… David Anderson is a thought leader in managing effective software teams. He leads a consulting, training and publishing and event planing business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers. He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola. David is the author of two books, Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results, and Kanban – Successful Evolutionary Change for your Technology Business. David is a founder of the Lean Kanban University, a business dedicated to assuring quality of training in Lean and Kanban throughout the world. Agile & Beyond 2012 http://leankanbanuniversity.com Email: dja@djaa.com Twitter: agilemanager
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