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How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
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How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer

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  • 1. how to use continuous improvement kung-fu to pay down technical debt Kevin Behr Chief Science Officer Assemblagepointe Inc. Jesse Palmer OSS Manager Hedgeserv Date Monday, September 30, 13
  • 2. We looked at what was in our way ✤ hyper kinetic team ✤ lacked a structured system of work ✤ drive by management ✤ we sit between dev and ops Monday, September 30, 13
  • 3. so we started experimenting ✤ needed a rock paper scissor system of work ✤ to contain all commitments and requests ✤ wanted to see backlog and flow of work ✤ yeah we used a kanban (leankit that is) ✤ we started a light weight continuous improvement kata Monday, September 30, 13
  • 4. our improvement kata ✤ ✤ each morning we have a standup for 15 minutes ✤ Monday, September 30, 13 based on improvement kata used at toyota go over answers to yesterdays 5Q
  • 5. Target Condition ✤ Monday, September 30, 13 current condition
  • 6. five questions ✤ what is the target condition? ✤ what is the current condition? ✤ what are a few obstacles to achieving the target condition? ✤ which obstacle will you experiment on today? ✤ What is your experiment? ✤ (when can we go and see the results of your expreiment?) Monday, September 30, 13
  • 7. what happened ✤ our first target condition was to get all of the work in the kanban and make it visible. ✤ we did and we started noticing stuff like distractions and interuptions (aka Newmans) ✤ we had no idea what we were doing so built simple project plans ✤ we had lots of issues started doing RCA on breaks ✤ built a feedback loop to dev to fix issues ✤ we built a list of techical debt projects we wanted to get done Monday, September 30, 13
  • 8. paying off murphy ✤ we set a new target condition of putting at least half of our effort toward paying down tech debt as a team and still meeting priorities. ✤ we failed over and over ✤ obstacles ✤ better project plans - not overly planned just needed to est cadence and prevent driveby’s ✤ we needed dev to fix some things ✤ we needed a mission to help us stay on track Monday, September 30, 13
  • 9. slog ✤ every day one standup -one obstacle - one experiment - one 5q ✤ like climbing one stair a day ✤ we hit our target condition once ✤ we hit it twice Monday, September 30, 13
  • 10. we now believed we could ✤ we realized what we really wanted (our Stake) ✤ we realized unplanned work was getting inour way ✤ the kanban painted an actual picture ✤ we decided to use the kanban to investigate. ✤ lots of experiments ✤ lots of failure ✤ we recruited help from dev and brough another team in Monday, September 30, 13
  • 11. it is growing ✤ we are adding another small team to start expreimenting ✤ they are downstream from the constraint (us) ✤ we will add another team to our merry band ✤ now dev and engineering can see our backlogs ✤ we can coordinate ready and doing for faster flow ✤ we are running the larger system at the speed of the constraint (us) Monday, September 30, 13
  • 12. throughput is up ✤ we are now all moving toward continuous delivery ✤ it will be our new target condition ✤ we will remove or dis-solve all of the obstacles ✤ we have a simple method to navigate uncertainty (the scientific method) Monday, September 30, 13
  • 13. current condition ✤ our teams are building faster feedback loops ✤ we are planning missions together ✤ we can run “plays” ✤ we can absorb unexpected events without losing our memory aand crashing commitments ✤ people wait on us less (lower cycle time) Monday, September 30, 13
  • 14. Monday, September 30, 13
  • 15. ✤ Kevin Behr @kevinbehr ✤ kevin.behr@assemblagepointe.com ✤ Jess Palmer @crocketttubbs ✤ jpalmer@hedgeserv.com Monday, September 30, 13

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