Making the Work Visible

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

Study Case

we have started our Kanban implementation in Feb/2008

From physical to electronic Oct/2008

The Phidelis System Design in Jan/2009

The Phidelis System Design in Apr/2010 ?

The Phidelis System Design became an ecosystem by continuously “making the work visible” in response to new levels of system understanding

The Phidelis System Design design focus and discoveries

design focus #1 thinking in “ecosystems” rather than in linear processes

Discovery #1: visual structures help you when you are designing ecosystems

design focus #2 contextualizing visual information rather than using traditional reports

Discovery #2: Contextualizing visual information helps you get the big picture

design focus #3 organizing the system considering interconnected perspectives

Discovery #3: Perspectives help to comprehend interconnections

Phidelis System Perspectives customer perspective system perspective team perspective personal perspective

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

Perspectives based on market aggregations

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

making the nature of the work visible

the nature of demand new software support operations Improvements on problem existing software solving

Cards and other symbols are putted together to represent units of work in different contexts

levelling effort T-Shirt sizing approach Small Medium Large

Units of work fow in single pieces, but we also need to persue business goals and other achievements business activities

Following high level achievements Mini View

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

making the workfow visible

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

workflow: team member perspective Limits per person and state

workflow: team perspective bidimensional fow

workflow: customer/aggregation perspective

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

making collaboration visible

Swarming behavior occurs as people get involved with the work

“I have done “I have done something to help him something to help them on this work” on work they are involved”

a team member participation Conversation in terms of comments applied to each unit of work the whole conversation of the team

Full visibility of current involvement and recent actions

Demo remind the presenter to show Point ● Swarming e conversation around a card ● Individual collaboration visible ● Visualization of team involvement ● Team view and conversation

making time visible

Getting time perspective

The “Cycle Time” clock stops when the demand arrives the delivered state

Demo remind the presenter to show Point ● Time on delivery area and card details ● the time view

making information visible

Focus on contextual information in order to get a quick understanding of the system

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

Getting information about the relative volume of demand regarding its nature INPUT WIP OUTPUT % % % % % % % % % % % % % + Undesirable economic effort %

...and regarding relevant customers and aggregations INPUT WIP OUTPUT % % % % % % % % % % % % this information is used to help with capacity allocation

Individual involvement rather than individual performance

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

making engineering traceability visible

From the board to the Tracking System (Mantis)

From the board to The Build System (CruiseControl)

From the board to the change in the source code repository (subversion/trac) 53

making movements visible

Broadcast channel #1 Instant desktop communication for team members

Broadcast channel #2 Instant TV communication for the workplace

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

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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Making the Work Visible

by alissonvale on Apr 25, 2010

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Making the Work Visible — Presentation Transcript