Evolutionary change with Kanban

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Presentation given at BSkyB on the 24/8/2012. Introduces Kanban and Systemic Flow Mapping

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  • 1. current\n2. abyss\n3. valley\n4. ascent\n5. mountaintop\n
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  • - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\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
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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\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\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\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\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\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\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\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\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\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\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\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\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\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\n
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  • - Daily meetings\n - Cumulative Flow Diagrams\n - Delivery rate (velocity/throughput) control chart\n - SLA or lead time target\n - Flexible staff allocation or swarming behavior\n - Deferred pull decisions, or dynamic prioritization\n - Metrics for assessing flow such as number of days blocked, lead time efficiency\n
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  • - hard to discuss improvement if the system is not understood\n - without explicit policies discussions are emotional and anecdotal \n - Leads to a self organising team\n\n\nWorkflow/Kanban System policies explicit\n - Pull criteria (definition fo done, exit criteria)\n - Capacity allocation\n - Queue replenishment\n - Classes of service\n - Staff allocation / work assignments\n
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  • - one to one\n - team\n - operationally\n
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  • ToC\n\nLean\nMuri - Over burden, unreasonableness, by force\nMura - unevenness \nMuda - waste\nTransport waste\n Inventory waste\n Motion waste\n Waiting waste\n Over producing waste\n Over processing waste\n Defects waste\n\nSystem of profound knoweledge\n - Appreciation of a system: \n - Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;\n - Theory of knowledge: the concepts explaining knowledge and the limits of what can be known.\n - Knowledge of psychology: concepts of human nature.\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
  • 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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  • Evolutionary change with Kanban

    1. 1. Evolutionary change with Kanban Chris McDermott @chrisvmcd chris.v.mcdermott@gmail.com
    2. 2. higher quality improved lead times increased predictability what change?high trust culture culture of agility continuous improvement
    3. 3. Daily Stand Up Sprint PlanningShowcase Retrospective
    4. 4. Sprint Daily Stand Up Spikes Sprint PlanningShowcase Retrospective
    5. 5. Sprint Daily Stand Up Spikes Sprint PlanningShowcase RetrospectiveProduct Backlog Sprint BacklogBurn Down
    6. 6. Sprint Daily Stand Up Spikes Sprint PlanningShowcase Retrospective Scrum TeamProduct Backlog Scrum Master Sprint Backlog Product OwnerBurn Down User
    7. 7. Planning game Release planning Iterations Small releases
    8. 8. Planning game Release planning Iterations Small releases Common code ownership Test driven development Refactoring Emergent design Pair programming Continuous integration
    9. 9. 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
    10. 10. 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
    11. 11. so why don’t we just do that?
    12. 12. change is resisted
    13. 13. it’s threatening!
    14. 14. Iterations Release planning Stand up meetings Project ManagersSustainable pace Pair programming
    15. 15. GeneralistsOn site customer Business Analysts Documentation light
    16. 16. Test driven development Sustainable pace ContinuousCommon code integration ownership Emergent design Developers Refactoring Pair programming On site customer Generalists
    17. 17. Automated testing Sustainable pace QA Generalists Documentation light
    18. 18. it’s risky!
    19. 19. desired 1 2 3 4 5Capability current Time
    20. 20. desired 1 2 3 4 5Capability current organisational threshold Time
    21. 21. what is Kanban and how can it help? stop starting, start finishing
    22. 22. kanbanhttp://availagility.files.wordpress.com/2008/10/kenji-kanban-2.jpg
    23. 23. kanban system• WIP (Work In Progress) limited pull system.
    24. 24. } Buffer
    25. 25. } Buffer
    26. 26. } Buffer
    27. 27. } Buffer
    28. 28. } Buffer
    29. 29. } Buffer
    30. 30. } Buffer } Buffer
    31. 31. } Buffer } Buffer
    32. 32. } Buffer } Buffer
    33. 33. 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
    34. 34. Microsoft XIT Worst to Best in 9 monthshttp://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
    35. 35. Corbis
    36. 36. 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
    37. 37. Visualise
    38. 38. Demand Analysis Development Test Released
    39. 39. Demand Analysis Development Test Released In
    40. 40.  Progress Done In
    41. 41.  Progress Done In
    42. 42.  Progress Done
    43. 43. Demand Analysis Development Test Released 214*** In
    44. 44.  Progress Done In
    45. 45.  Progress Done In
    46. 46.  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
    47. 47. 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
    48. 48. Limit Work in Progress
    49. 49. Demand
    50. 50.  (4) Analysis
    51. 51.  (5) Development
    52. 52.  (6) Test Released In
    53. 53.  Progress Done In
    54. 54.  Progress In
    55. 55.  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
    56. 56. Demand
    57. 57.  (4) Analysis
    58. 58.  (5) Development
    59. 59.  (6) Test Released In
    60. 60.  Progress Done In
    61. 61.  Progress In
    62. 62.  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
    63. 63. Demand
    64. 64.  (4) Analysis
    65. 65.  (5) Development
    66. 66.  (6) Test Released In
    67. 67.  Progress Done In
    68. 68.  Progress In
    69. 69.  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
    70. 70. Demand
    71. 71.  (4) Analysis
    72. 72.  (5) Development
    73. 73.  (6) Test Released In
    74. 74.  Progress Done In
    75. 75.  Progress In
    76. 76.  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
    77. 77. Demand
    78. 78.  (4) Analysis
    79. 79.  (5) Development
    80. 80.  (6) Test Released In
    81. 81.  Progress Done In
    82. 82.  Progress In
    83. 83.  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
    84. 84. Manage Flow
    85. 85. Demand
    86. 86.  (4) Analysis
    87. 87.  (5) Development
    88. 88.  (6) Test Released In
    89. 89.  Progress Done In
    90. 90.  Progress In
    91. 91.  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
    92. 92. Make process policies explicit
    93. 93. Demand
    94. 94.  (4) Analysis
    95. 95.  (5) Development
    96. 96.  (6) Test Released In
    97. 97.  Progress Done In
    98. 98.  Progress In
    99. 99.  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
    100. 100. Implement feedback loops
    101. 101. Improve collaboratively (using models the scientific method)
    102. 102. Demand
    103. 103.  (4) Analysis
    104. 104.  (5) Development
    105. 105.  (6) Test Released In
    106. 106.  Progress Done In
    107. 107.  Progress In
    108. 108.  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
    109. 109. Demand
    110. 110.  (4) Analysis
    111. 111.  (5) Development
    112. 112.  (6) Test Released In
    113. 113.  Progress Done In
    114. 114.  Progress In
    115. 115.  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
    116. 116. Demand
    117. 117.  (4) Analysis
    118. 118.  (5) Development
    119. 119.  (6) Test Released In
    120. 120.  Progress Done In
    121. 121.  Progress In
    122. 122.  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
    123. 123. Improvements VisualiseFeedback Limit Loops WIP Explicit Policies Manage Flow
    124. 124. Improvements VisualiseFeedback Limit Loops WIP Explicit Policies Manage Flow
    125. 125. it’s not just fordevelopment teams!
    126. 126. example...
    127. 127. Input Analysis Dev Build Test UAT Signed
    128. 128.  Off Doing Done Doing Done Doing Done
    129. 129. Input Analysis Dev Build Test UAT Signed
    130. 130.  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 **/**/
    131. 131. Input Analysis Dev Build Test UAT Signed
    132. 132.  Off Doing Done Doing Done Doing Done 214*** 214***Task Taskdescription description **/**/ **/**/ Reason 214*** 214*** 214*** 214*** Task Task Task 214***Task description description description Taskdescription **/**/ **/**/ **/**/ description **/**/ 214*** **/**/ 214*** 214*** Reason Task Task Task description description description **/**/ 214*** **/**/ **/**/ Task 214*** description 214*** Task **/**/ Reason description Task **/**/ description 214*** **/**/ 214*** Task description Task 214*** **/**/ description Task Reason **/**/ description **/**/ 214*** Task description **/**/ 214*** Task description **/**/

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