Agile revolution or an   agile evolution?          Chris McDermott            @chrisvmcd   chris.v.mcdermott@gmail.com
Planning game    Release planning Iterations Small releases
Planning game    Release planning Iterations Small releases                             Common code ownership             ...
Planning game    Release planning Iterations Small releases                             Common code ownership             ...
Planning game                   Stand up meetings    Release planning              Retrospectives Iterations Small release...
nothing happened
why?!
it is threatening!
Iterations                                 Release planning Stand up meetings       Project ManagersSustainable pace      ...
GeneralistsOn site customer     Business Analysts           Documentation light
Test driven   development                      Sustainable pace                   ContinuousCommon code        integration...
Automated testing                         Sustainable pace                    QA                          Generalists   Do...
it is risky!
desired                       1   2    3     4   5Capability             current                               Time
desired                       1   2    3     4   5Capability             current                          organisational  ...
why not forget about adopting an “Agile”     method?
feedback                quality through                               craftsmanshipimproved lead times                 str...
what is Kanban and how can it help?   stop starting, start finishing
kanbanhttp://availagility.files.wordpress.com/2008/10/kenji-kanban-2.jpg
kanban system• WIP (Work In Progress) limited pull system.
Kanban Method• A change management system that uses kanban  systems to provoke change • Catalyst for evolutionary change •...
Microsoft XIT                Worst to Best in 9 monthshttp://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_...
Corbis
Principles• Start with what you do now• Agree to pursue incremental, evolutionary change• Initially, respect the current p...
Visualise the workflow
Demand   Analysis   Development   Test   Released
Demand                           Analysis                                 Development                                     ...
 Progress   Done   In
 Progress   Done   In
 Progress   Done
Demand                                            Analysis                                                    Development ...
 Progress        Done                 In
 Progress           Done              In
 Progress            Done         Task                                                                                    ...
Type: Feature                      2146767 Work item type                                                                 ...
http://www.a-chau.net/gallery2/d/99171-2/supermarket_queue.jpg
http://blog.flowkaizen.com/why-physical-card-walls-are-important
Limit WIP
Demand
 (4)               Analysis
 (5)                Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done                 In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)                Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done                 In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)                Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done                 In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done             In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done             In
 Progress                           In
 Progress                          214***                                                                                 ...
Manage Flow
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                     Test                                  Released                   ...
 Progress         Done            In
 Progress                          In
 Progress                                                                                                                 ...
Make process policies      explicit
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                     Test                                  Released                   ...
 Progress         Done            In
 Progress                          In
 Progress                                                                                                                 ...
Implement feedback      loops
Improve collaboratively   (using models  the scientific method)
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Agile Evolution with Kanban

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Given at the BCS in Edinburgh on the 1/8/2012. Talk about change and failed attempt to introduce XP into an organisation. Suggests potential reasons for the failure, introduces Kanban and then speculates as to how change might have been more successful in an evolutionary manner with Kanban.

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  • We don’t have this landscape on most software development projects/teams etc\n
  • We don’t have this landscape on most software development projects/teams etc\n
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  • 1. current\n2. abyss\n3. valley\n4. ascent\n5. mountaintop\n
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  • Karl Scotland\n
  • - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
  • set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
  • Background\nReason for Kanban\n
  • Changed the way the work works\n
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  • does not prescribe a specific set of roles or process. \n\n\n\n
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  • Card content\nStand Ups\n\n
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  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
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  • flow should be monitored, measured and reported\nchange can be evaluated\n
  • SPC - Variation in lead time\nCFD - Check that the Kanban System is working correctly\n
  • SPC - Variation in lead time\nCFD - Check that the Kanban System is working correctly\n
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  • - hard to discuss improvement if the system is not understood\n - with explicit policies discussions are emotional and anecdotal \n - facilitate consensus around improvement suggestions\n - Leads to a self organising team\n
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  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
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  • 1. current\n2. abyss\n3. valley\n4. ascent\n5. mountaintop\n
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  • Agile Evolution with Kanban

    1. 1. Agile revolution or an agile evolution? Chris McDermott @chrisvmcd chris.v.mcdermott@gmail.com
    2. 2. Planning game Release planning Iterations Small releases
    3. 3. Planning game Release planning Iterations Small releases Common code ownership Test driven development Refactoring Emergent design Pair programming Continuous integration
    4. 4. Planning game Release planning Iterations Small releases Common code ownership Test driven development Refactoring Emergent design Pair programming Continuous integration Code as documentationGeneralists On site customer Sustainable pace
    5. 5. Planning game Stand up meetings Release planning Retrospectives Iterations Small releases Common code ownership Test driven development Refactoring Emergent design Pair programming Continuous integration Code as documentationGeneralists On site customer Sustainable pace
    6. 6. nothing happened
    7. 7. why?!
    8. 8. it is threatening!
    9. 9. Iterations Release planning Stand up meetings Project ManagersSustainable pace Pair programming
    10. 10. GeneralistsOn site customer Business Analysts Documentation light
    11. 11. Test driven development Sustainable pace ContinuousCommon code integration ownership Emergent design Developers Refactoring Pair programming On site customer Generalists
    12. 12. Automated testing Sustainable pace QA Generalists Documentation light
    13. 13. it is risky!
    14. 14. desired 1 2 3 4 5Capability current Time
    15. 15. desired 1 2 3 4 5Capability current organisational threshold Time
    16. 16. why not forget about adopting an “Agile” method?
    17. 17. feedback quality through craftsmanshipimproved lead times strive for increased culture of trustpredictability agility patience
    18. 18. what is Kanban and how can it help? stop starting, start finishing
    19. 19. kanbanhttp://availagility.files.wordpress.com/2008/10/kenji-kanban-2.jpg
    20. 20. kanban system• WIP (Work In Progress) limited pull system.
    21. 21. Kanban Method• A change management system that uses kanban systems to provoke change • Catalyst for evolutionary change • Can help to create an culture of continuous improvement
    22. 22. Microsoft XIT Worst to Best in 9 monthshttp://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
    23. 23. Corbis
    24. 24. Principles• Start with what you do now• Agree to pursue incremental, evolutionary change• Initially, respect the current process, roles, responsibilities & job titles• Encourage leadership at all levels
    25. 25. Visualise the workflow
    26. 26. Demand Analysis Development Test Released
    27. 27. Demand Analysis Development Test Released In
    28. 28.  Progress Done In
    29. 29.  Progress Done In
    30. 30.  Progress Done
    31. 31. Demand Analysis Development Test Released 214*** In
    32. 32.  Progress Done In
    33. 33.  Progress Done In
    34. 34.  Progress Done Task 214***Taskdescription description **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task TaskTask description description description description description description Taskdescription **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011**/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task TaskTask description description description description description descriptiondescription **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 **/**/2011 **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 description **/**/2011 **/**/2011**/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 description **/**/2011 **/**/2011**/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011**/**/2011 **/**/2011 **/**/2011 214*** 214*** Task 214*** Task description Task description **/**/2011 description **/**/2011 **/**/2011 Reason
    35. 35. Type: Feature 2146767 Work item type Digital tracking - Bug number - Feature Ability to search by product- Non Functional - etc Cust: Chris BA: Mike Due: 09/06 Dev: Liz Start: 07/06 QA: Brian End: 08/06 Tracking dates Contacts
    36. 36. http://www.a-chau.net/gallery2/d/99171-2/supermarket_queue.jpg
    37. 37. http://blog.flowkaizen.com/why-physical-card-walls-are-important
    38. 38. Limit WIP
    39. 39. Demand
    40. 40.  (4) Analysis
    41. 41.  (5) Development
    42. 42.  (6) Test Released In
    43. 43.  Progress Done In
    44. 44.  Progress In
    45. 45.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011
    46. 46. Demand
    47. 47.  (4) Analysis
    48. 48.  (5) Development
    49. 49.  (6) Test Released In
    50. 50.  Progress Done In
    51. 51.  Progress In
    52. 52.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011
    53. 53. Demand
    54. 54.  (4) Analysis
    55. 55.  (5) Development
    56. 56.  (6) Test Released In
    57. 57.  Progress Done In
    58. 58.  Progress In
    59. 59.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011
    60. 60. Demand
    61. 61.  (4) Analysis
    62. 62.  (5) Development
    63. 63.  (6) Test Released In
    64. 64.  Progress Done In
    65. 65.  Progress In
    66. 66.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task 214*** Task Task Task description Task description description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011
    67. 67. Demand
    68. 68.  (4) Analysis
    69. 69.  (5) Development
    70. 70.  (6) Test Released In
    71. 71.  Progress Done In
    72. 72.  Progress In
    73. 73.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task 214*** Task Task description Task description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011
    74. 74. Manage Flow
    75. 75. Demand
    76. 76.  (4) Analysis
    77. 77.  (5) Development
    78. 78.  (6) Test Released In
    79. 79.  Progress Done In
    80. 80.  Progress In
    81. 81.  Progress Done Done 214*** 214*** Task Task description (2) description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Lead Time
    82. 82. Make process policies explicit
    83. 83. Demand
    84. 84.  (4) Analysis
    85. 85.  (5) Development
    86. 86.  (6) Test Released In
    87. 87.  Progress Done In
    88. 88.  Progress In
    89. 89.  Progress Done Done 214*** 214*** Task Task description (2) description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    90. 90. Implement feedback loops
    91. 91. Improve collaboratively (using models the scientific method)
    92. 92. Demand
    93. 93.  (4) Analysis
    94. 94.  (5) Development
    95. 95.  (6) Test Released In
    96. 96.  Progress Done In
    97. 97.  Progress In
    98. 98.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    99. 99. Demand
    100. 100.  (4) Analysis
    101. 101.  (5) Development
    102. 102.  (6) Test Released In
    103. 103.  Progress Done In
    104. 104.  Progress In
    105. 105.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 214*** Task description **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    106. 106. Demand
    107. 107.  (4) Analysis
    108. 108.  (5) Development
    109. 109.  (6) Test Released In
    110. 110.  Progress Done In
    111. 111.  Progress In
    112. 112.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 214*** Task Failure Demand description **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    113. 113. Demand
    114. 114.  (4) Analysis
    115. 115.  (5) Development
    116. 116.  (6) Test Released In
    117. 117.  Progress Done In
    118. 118.  Progress In
    119. 119.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 214*** Task Failure Demand description **/**/2011 Definition of Done: • Goal is clear Transaction Cost Definition of Done: Definition of Done: • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    120. 120. Improvements VisualiseFeedback Limit Loops WIP Explicit Policies Manage Flow
    121. 121. Improvements VisualiseFeedback Limit Loops WIP Explicit Policies Manage Flow
    122. 122. what if?
    123. 123. LT C U GO Y A R O R CC IS ECIFI V SPA D XT NTE C O
    124. 124. Input Analysis Dev Build Test UAT Signed
    125. 125.  Off Doing Done Doing Done Doing Done
    126. 126. Input Analysis Dev Build Test UAT Signed
    127. 127.  Off Doing Done Doing Done Doing Done 214***Taskdescription **/**/ 214*** 214*** 214*** 214*** Task Task TaskTask description description descriptiondescription **/**/ **/**/ **/**/ **/**/ 214*** 214*** 214*** Task Task Task description description description **/**/ **/**/ **/**/ 214*** 214*** Task description Task **/**/ description **/**/ 214*** Task 214*** description Task **/**/ description **/**/ 214*** Task description **/**/ 214*** Task description **/**/
    128. 128. Input Analysis Dev Build Test UAT Signed

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