Making the Work Visible

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Presentation at Lean Software and Systems Conference in Atlanta, April 2010.

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Making the Work Visible

  1. 1. Making the Work Visible The materialization of the evolution on the understanding of our working system Alisson Vale Software Designer Looking for Sustentability in Coach / Independent Consultant Software Development Twitter: @alissonvale Blog: http://alissonvale.com
  2. 2. Study Case
  3. 3. we have started our Kanban implementation in Feb/2008
  4. 4. From physical to electronic Oct/2008
  5. 5. The Phidelis System Design in Jan/2009
  6. 6. The Phidelis System Design in Apr/2010 ?
  7. 7. The Phidelis System Design became an ecosystem by continuously “making the work visible” in response to new levels of system understanding
  8. 8. The Phidelis System Design design focus and discoveries
  9. 9. design focus #1 thinking in “ecosystems” rather than in linear processes
  10. 10. Discovery #1: visual structures help you when you are designing ecosystems
  11. 11. design focus #2 contextualizing visual information rather than using traditional reports
  12. 12. Discovery #2: Contextualizing visual information helps you get the big picture
  13. 13. design focus #3 organizing the system considering interconnected perspectives
  14. 14. Discovery #3: Perspectives help to comprehend interconnections
  15. 15. Phidelis System Perspectives customer perspective system perspective team perspective personal perspective
  16. 16. Perspectives also help to absorb market profles ● Customer interest is ● Customer interest is associated with smaller cost associated with flexibility and ● Lower revenue customization, regardless cost due resource sharing, ● Higher revenue lack of commitment for compensates unacceptable cost customization due pressure, commitments, and estimations ● Easy to Scale ● Hard to Scale ● Enables grow ● Restricts grow Homogenous Heterogenous
  17. 17. Perspectives based on market aggregations
  18. 18. Demo remind the presenter to show Point ● that this is not a Kanban tool, it's an environment for getting system understanding ● the ecosystem architecture in a nutshell ● the four perspectives ● the product line flter to switch between perspectives
  19. 19. making ... | the nature of the work | | the workfow | | collaboration | | time | | information | | engineering traceability | | movements | ... visible
  20. 20. making the nature of the work visible
  21. 21. the nature of demand new software support operations Improvements on problem existing software solving
  22. 22. Cards and other symbols are putted together to represent units of work in different contexts
  23. 23. levelling effort T-Shirt sizing approach Small Medium Large
  24. 24. Units of work fow in single pieces, but we also need to persue business goals and other achievements business activities
  25. 25. Following high level achievements Mini View
  26. 26. Demo remind the presenter to show Point ● how work is represented in different ways ● the structure of a unit of work ● the structure of a business activity
  27. 27. making the workfow visible
  28. 28. workflow scheme WIP Waiting in progress feedback for release prioritization release enqueued inspection ready IN OUT Flow in WIP is no linear backlog It is random due constant arrival of new delivered information related or not to a given unit of work
  29. 29. workflow: team member perspective Limits per person and state
  30. 30. workflow: team perspective bidimensional fow
  31. 31. workflow: customer/aggregation perspective
  32. 32. Demo remind the presenter to show Point ● fow and prioritization in the input area ● fow in WIP, transition to the inspection state and output area
  33. 33. making collaboration visible
  34. 34. Swarming behavior occurs as people get involved with the work
  35. 35. “I have done “I have done something to help him something to help them on this work” on work they are involved”
  36. 36. a team member participation Conversation in terms of comments applied to each unit of work the whole conversation of the team
  37. 37. Full visibility of current involvement and recent actions
  38. 38. Demo remind the presenter to show Point ● Swarming e conversation around a card ● Individual collaboration visible ● Visualization of team involvement ● Team view and conversation
  39. 39. making time visible
  40. 40. Getting time perspective
  41. 41. The “Cycle Time” clock stops when the demand arrives the delivered state
  42. 42. Demo remind the presenter to show Point ● Time on delivery area and card details ● the time view
  43. 43. making information visible
  44. 44. Focus on contextual information in order to get a quick understanding of the system
  45. 45. Work leaving/entering in the three systemic areas What has just been pulled to WIP What has just left the system What has just entered into the backlog
  46. 46. Getting information about the relative volume of demand regarding its nature INPUT WIP OUTPUT % % % % % % % % % % % % % + Undesirable economic effort %
  47. 47. ...and regarding relevant customers and aggregations INPUT WIP OUTPUT % % % % % % % % % % % % this information is used to help with capacity allocation
  48. 48. Individual involvement rather than individual performance
  49. 49. Demo remind the presenter to show Point ● information on the top bar and rotator with “Most Recent on” information ● info rotator on the top bar ● info on personal view regarding individual involvement ● performance view ● no hidden info neither access control
  50. 50. making engineering traceability visible
  51. 51. From the board to the Tracking System (Mantis)
  52. 52. From the board to The Build System (CruiseControl)
  53. 53. From the board to the change in the source code repository (subversion/trac) 53
  54. 54. making movements visible
  55. 55. Broadcast channel #1 Instant desktop communication for team members
  56. 56. Broadcast channel #2 Instant TV communication for the workplace
  57. 57. Final thought: Making the work visible can be a really good way to materialyze the current understanding of the system and to enable further improvements
  58. 58. Thank You! Read more... Blog Articles http://alis s onvale .com/e nglis hblog Kanban: When Signalization Matters alis s onvale .com/e nglis hblog/pos t/Kanban-Whe n-Signalization-Matte rs .as px The History of a Kanban System (Portuguese) http:// alis s onvale .com/e nglis hblog/pos t/A-His toria-de -um-Sis te ma-Kanban.as px Interview on InfoQ Brazil (Portuguese) http://www.infoq.com/br/ne ws /2009/01/bras il-re pre s e ntacao-confe re nc ia Contact Mail: contact@ alissonvale.com Blog : http://alissonvale.com/englishblog Twitter: @ alissonvale
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