LSE’s kanban story         Catherine Bellamy  Managing editor, corporate website          November 2012
Before kanban• Strategic work overwhelmed by reactive  support• Many streams, many lists• Work started and postponed• Oper...
Work moving across       kanban board• Dept name change• Communications website
Name change: front of ticket
How it moved across kanban• Methodology Institute to Dept of  Methodology• Minor change for people; major for  systems and...
…/name change• Timing  –   Backlog – management: 21/06/2012  –   Analysis – management: 10/09/2012  –   Doing – production...
…back of ticket
New communications site
Each stage recorded• Originally marked as medium but turned  into large• Timing  –   Backlog – editorial: 02/2011  –   Ana...
…keep record of why    displaced
Effects so far•   Still unlimited demands but quantified•   Work still parked but not lost•   No iceberg of hidden work•  ...
…/effects so far• Time spent on products not  negotiations• Operations vs projects ratio known• Have record of achievement...
kanban can’tSolve resourcing issues,but does highlight where they are
Still to do• Can’t maintain without a strategy  – School agreed goals, not just loudest voice• Managing requests – open an...
What kills kanban?•   No senior support•   No strategy: need shared goals•   Not being honest about time available•   Low ...
•   Demands•   Doing•   Done•   Parked
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LSE's kanban story

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Talk given at #jboye12 on Nov 7 2012 on higher education conference track:

Abstract:
Like many web teams, the Web Services team at LSE has to handle a large number of disparate requests from a wide variety of people. This makes it hard to keep track of what is going on, to prioritise work, to plan resourcing, and so on. To help address this problem, the team has been using a “kanban” system to make their work more visible and hence reduce bottlenecks and glitches in the flow.
Kanban is derived from the visual control systems used by lean manufacturers, but we’ve adapted the system to suit the web context.
In these slides used for the J. Boye Aarhus 12 conference, Catherine explains how it’s been working in practice over the last few months and what LSE has learned from its experience with kanban.

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  • Work done in timely way, not unduly delayed Record of achievement and management info
  • LSE's kanban story

    1. 1. LSE’s kanban story Catherine Bellamy Managing editor, corporate website November 2012
    2. 2. Before kanban• Strategic work overwhelmed by reactive support• Many streams, many lists• Work started and postponed• Operations vs projects ratio unclear• Constant negotiating
    3. 3. Work moving across kanban board• Dept name change• Communications website
    4. 4. Name change: front of ticket
    5. 5. How it moved across kanban• Methodology Institute to Dept of Methodology• Minor change for people; major for systems and their data• Estimated as medium; actually small /…
    6. 6. …/name change• Timing – Backlog – management: 21/06/2012 – Analysis – management: 10/09/2012 – Doing – production (skipped ‘Ready’) 12/09/2012 – Doing – management: 19/09/2012 – Done – 20/09/212 – In production: N/A – Usage reviewed: N/A – Work mainly done by production team
    7. 7. …back of ticket
    8. 8. New communications site
    9. 9. Each stage recorded• Originally marked as medium but turned into large• Timing – Backlog – editorial: 02/2011 – Analysis – editorial: 02/2011 – Displaced – editorial: 10/2011 – Doing – editorial: 29/10/2012 – 1 year later
    10. 10. …keep record of why displaced
    11. 11. Effects so far• Still unlimited demands but quantified• Work still parked but not lost• No iceberg of hidden work• All have same information (team and senior management)
    12. 12. …/effects so far• Time spent on products not negotiations• Operations vs projects ratio known• Have record of achievement• Optimism!
    13. 13. kanban can’tSolve resourcing issues,but does highlight where they are
    14. 14. Still to do• Can’t maintain without a strategy – School agreed goals, not just loudest voice• Managing requests – open and close the list?• Not yet achieved limit on ‘doing’ – work from before kanban• Algorithm being tested to help prioritise
    15. 15. What kills kanban?• No senior support• No strategy: need shared goals• Not being honest about time available• Low team commitment: adapt it• List not complete: one person’s job• Ineffective communication within and beyond team – publish and be damned
    16. 16. • Demands• Doing• Done• Parked

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