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Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
Taking kanban to the masses - Agile Cambridge 2011
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Taking kanban to the masses - Agile Cambridge 2011

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Agile Cambridge 2011 talk on my experiences taking kanban practices to a variety of organisations and sharing ideas the wider community.

Agile Cambridge 2011 talk on my experiences taking kanban practices to a variety of organisations and sharing ideas the wider community.

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  • 1. Taking kanban to the masses John Stevenson Lean Agile Machine©LeanAgileMachineCreative Commons License
  • 2. Who is John Stevenson● Runs Limited WIP Society in London● Coach● Atlassian ambassador in UK● Community geek ● London Java, Graduate Devs, London Scala, London Clojurians, etc.● Dabbles with Clojure©LeanAgileMachineCreative Commons License
  • 3. Motivation©LeanAgileMachineCreative Commons License
  • 4. My inspiration / motivation● The Journey of Po to become the Dragon warrior ● Asperation ● Passion ● Needs a goal and motivation©LeanAgileMachineCreative Commons License
  • 5. A long journey of discovery©LeanAgileMachineCreative Commons License
  • 6. The right motivation©LeanAgileMachineCreative Commons License
  • 7. Po reaches his goal©LeanAgileMachineCreative Commons License
  • 8. My Journey● Started with Personal Kanban● Applied kanban to projects● Learn about a lot of barriers● Coached receptive teams and individuals● Sharing experiences with conferences and Limited WIP Society talks©LeanAgileMachineCreative Commons License
  • 9. Typical approach to kanban● Workshop format ● discuss the purpose of kanban ● give people a situation it interact with - MAFIA ● roleplay games – negative and positive outcomes● Encourage personal kanban ● helps with adoption and practice©LeanAgileMachineCreative Commons License
  • 10. Why adopt kanban©LeanAgileMachineCreative Commons License
  • 11. Lessons learnt in corporate kanban A case study in pain and dissapointment©LeanAgileMachineCreative Commons License
  • 12. Everything is fine©LeanAgileMachineCreative Commons License
  • 13. Economic downturn©LeanAgileMachineCreative Commons License
  • 14. Things not what they used to be©LeanAgileMachineCreative Commons License
  • 15. Competition gaining / overtaking©LeanAgileMachineCreative Commons License
  • 16. Shareholders arent happy©LeanAgileMachineCreative Commons License
  • 17. Customers a little unhappy©LeanAgileMachineCreative Commons License
  • 18. Frustrated staff©LeanAgileMachineCreative Commons License
  • 19. ”This is not a blame cluture”©LeanAgileMachineCreative Commons License
  • 20. Running out of ideas...©LeanAgileMachineCreative Commons License
  • 21. Loosership over leadership©LeanAgileMachineCreative Commons License
  • 22. CxO decrees You must work harder – make your targets©LeanAgileMachineCreative Commons License
  • 23. Just fix it● Take out the competition● Outsourcing / insourcing● Hire more consultants● Efficiency improvements ©LeanAgileMachine Creative Commons License
  • 24. Competition now overtaking©LeanAgileMachineCreative Commons License
  • 25. Shareholders ”sending the boys round” for a friendly visit©LeanAgileMachineCreative Commons License
  • 26. Really angry customers©LeanAgileMachineCreative Commons License
  • 27. Staff even more frustrated©LeanAgileMachineCreative Commons License
  • 28. Rest of Org in a bad way● Confused, demotivated, undervalued● In-fighting● Barriers between people and teams● High staff turn around● High number of consultants getting training● Outsourcing / insourcing©LeanAgileMachineCreative Commons License
  • 29. Limited understanding of Value● Table stakes – not just for dinner● Differentiators – we dont need no stinking differentiators● Spoilers – no time to watch TV● R&D – if the budget allows● Where is the vision ??©LeanAgileMachineCreative Commons License
  • 30. Sink to survive...©LeanAgileMachineCreative Commons License
  • 31. So whats going on?©LeanAgileMachineCreative Commons License
  • 32. Disfunctional Org● Finds it hard to look at itself● Too busy to step back and understand root causes● Too focused on the bottom line and budgets● More ”command & control” put in place©LeanAgileMachineCreative Commons License
  • 33. Usual Suspects● ”The Management” ● Ego driven devs● Budget driven PMs ● Empire builders©LeanAgileMachineCreative Commons License
  • 34. Nicky ”the nose” Tagliano● Overbearing & Combative IT Director ● Tells staff what to do, but not why ● Doesnt communicate well ● Relies on his own experience more than others ● ”I knows whats best for you”©LeanAgileMachineCreative Commons License
  • 35. Fabiano Skankypants● Ego driven developer ● Keeps everything to himself ● Always ”the hero” ● Always in charge ● Always the loudest ● Always has to get his way● Holding everyone to ramsom©LeanAgileMachineCreative Commons License
  • 36. Allycat Fabiano● Confused and overworked DevOps ● Deploys lots of patches ● Deals with poor deployment docs ● Re-writes lots of deployment scripts ● Lots of work from all dev teams ● Multiple high priorities ● No vision on actual value of their work©LeanAgileMachineCreative Commons License
  • 37. MAFIA (toxic) Culture©LeanAgileMachineCreative Commons License
  • 38. In seach of Trust...©LeanAgileMachineCreative Commons License
  • 39. Give people a situation to explore Kanban vs The Mafia ©LeanAgileMachine Creative Commons License
  • 40. ©LeanAgileMachineCreative Commons License
  • 41. MAFIA ”organisation”©LeanAgileMachineCreative Commons License
  • 42. How would you make a change ?● Big bang process improvement ? ● Prince2 / DSDM – takes time to adopt ● Scrum – only local improvements without buy-in ● XP – technical improvemets tiny compared to org disfunction● More shouting ?● Achievement Culture ? ● What are we trying to achive and how best should we do that?©LeanAgileMachineCreative Commons License
  • 43. Is there a better way to change ?©LeanAgileMachineCreative Commons License
  • 44. Introducing kanban©LeanAgileMachineCreative Commons License
  • 45. The first rule of kanban...©LeanAgileMachineCreative Commons License
  • 46. What is your goal?©LeanAgileMachineCreative Commons License
  • 47. Set valuable goals©LeanAgileMachineCreative Commons License
  • 48. The bare neccessities...©LeanAgileMachineCreative Commons License
  • 49. Understanding your goalsTable stakes /foundations DifferentiatorsSpoilers Accelerators©LeanAgileMachineCreative Commons License
  • 50. Next three goals©LeanAgileMachineCreative Commons License
  • 51. G.R.O.W your goals● Goal ● Visualise and emote..● Reality ● Honest view of situation...● Options ● Scenarios to achieve the goal● Way forward ● Take and option and evaluate©LeanAgileMachineCreative Commons License
  • 52. What outcome do you want?● You meet up with your friends a year from now ● What do you want to tell them you have been doing?©LeanAgileMachineCreative Commons License
  • 53. Change seems scary... ”The only thing to fear it fear itself”©LeanAgileMachineCreative Commons License
  • 54. Explaining Kanban©LeanAgileMachineCreative Commons License
  • 55. Kanban board - Wall of Facts
  • 56. Start with a simple approach Planning Doing Done Current process is not always know, or often not understood or valued - Start simple to get started, review and evolve - Standups & Retrospectives should include ”the process”©LeanAgileMachineCreative Commons License
  • 57. Or Map the existing process Planning Analysis Development QA Release If you have more buy-in, map your existing process – Value stream mapping©LeanAgileMachineCreative Commons License
  • 58. Let the board run... Planning Analysis Development QA Release Let the problems reveal themselved, if not already apparent©LeanAgileMachineCreative Commons License
  • 59. Get People Interacting● We learn best by doing● Use Kanban boards to run the workshop● Get people building a board ● Introduce different aspects along the way● Using roleplay and games to introduce further concepts ● Limited WIP, Fast Feedback, consistent flow of work©LeanAgileMachineCreative Commons License
  • 60. Opportunities to change● Visualising work ● Managing work load show opportunities give you time to change©LeanAgileMachineCreative Commons License
  • 61. Let kanban help you learn● Work on only on one thing at once● Everyone responsible for any priority changes ● Even your manager● If forced to switch, record and reset task to begining ● Review ”task switching” overload©LeanAgileMachineCreative Commons License
  • 62. Add WIP Limits Planning Analysis Development QA Release (1)● WIP limits show the constraints in the process ● Start to adjust work in other areas...©LeanAgileMachineCreative Commons License
  • 63. Show work ready Ready to Planning Analysis Dev Release (2) Release (1)● Ready lanes give you options on what to work on next©LeanAgileMachineCreative Commons License
  • 64. Balance work to resources Ready for Ready for Ready to Analysis (4) Analysis (1) Dev(4) Dev (4) Release (2) Release (1)● WIP limited to resources of the team ● Promotes faster feedback ● Helps identify areas that need more resources / change in practices©LeanAgileMachineCreative Commons License
  • 65. Pull system©LeanAgileMachineCreative Commons License
  • 66. Be as creative as needed©LeanAgileMachineCreative Commons License
  • 67. Dont forget the card design©LeanAgileMachineCreative Commons License
  • 68. Beware being overworked● Huge backlog is demoralising● Everything is a priority● Never seem to get anywhere● Never sure what value you are delivering©LeanAgileMachineCreative Commons License
  • 69. Experditing● Visualisation for a high priority task ● Big red sticker ● Experditing lane ● Record other tasks being blocked● Review why you get high priority task ● Consider it a constraint / bottleneck©LeanAgileMachineCreative Commons License
  • 70. Experditing lane©LeanAgileMachineCreative Commons License
  • 71. Ask about Vision● Step up and ask the difficult questions ● Five whys ● You wont be thanked for it because often no answer is known ● Need to hightlight this as an issue● Encourage the business to communicate its intent with you ● Help them help you become more effective©LeanAgileMachineCreative Commons License
  • 72. Lessons learnt from Lean & System thinking©LeanAgileMachineCreative Commons License
  • 73. Explaining flow● Flow gives you fast feedback ● Limited work on progress means low time between roles – reduced overall cycle time● Establish a regular cadence – consistent pace ● If you are cycling from London to Brigton, you dont set off at top speed● Small sized tasks help attain flow● WIP limits create a pull system, driving flow ● Work is done at the speed of the slowest process ● eg. Boy scouts in ”The Goal”©LeanAgileMachineCreative Commons License
  • 74. Data dashboard effect● Manager can instantly see what you are working on● Manager can evaluate priorities easily ● Or go back and ask for clarification with business● Gives data on issues ● Recording task swapping, time to work on tasks ● Data to review at retrospective on current approach©LeanAgileMachineCreative Commons License
  • 75. Kanban effect● Fast feedback between people ● Devs get fast feeback if problems releasing ● BAs improve requirements from dev feedback ● Business feeds back sooner to steer development● Adapt to changing priorities easier ● Impact of changes easier to see● Work effort becomes predictable and trust increases● Effort is converted into working software sooner ● See results sooner – identify work with business benefit©LeanAgileMachineCreative Commons License
  • 76. Subtle ”Theory of Constraints”● What is stopping you achieve your goals ? ● Identify all the current challenges● Find how to work effectively ● With respect to the biggest challenge● Incrementally improve around biggest challenge● Review the challenges©LeanAgileMachineCreative Commons License
  • 77. Drop the Backlog● The backlog is a omnipresent sign of overload ● Useful for pushing back to the management ● Bad for team moral ● Hide it away (eg. JIRA)● When team are in tune with value, tasks flow more naturally – opportunities are not drowned out©LeanAgileMachineCreative Commons License
  • 78. Value stream mapping● Weird name, important concept● The (often wide) path to getting things done● The activities that help get things done effectively©LeanAgileMachineCreative Commons License
  • 79. Cost of Delay● Value hard to assess ● What else could you● What if we dont do it be doing ?● What if we dont deliver when you want©LeanAgileMachineCreative Commons License
  • 80. Predictability / Cadence● Work towards ● A 400Km cycle ride smaller task needs a good● Feedback from board cadence to survive helps you understand your capacity©LeanAgileMachineCreative Commons License
  • 81. Change at the speed of acceptance● Effective change cannot be pushed● kanban estoles pull, change should be ● Odd that some pulled many agile projects start and end with a big bang©LeanAgileMachineCreative Commons License
  • 82. Lean Startup● Business canvas model● Real options● Last responsible moment● Least responsible change©LeanAgileMachineCreative Commons License
  • 83. Lessons from Service Desk● Variation of personal kanban ● Sticky notes at the side of the keyboard ● One priority at once ● Need business reason to change priorities – Record reason and number of times you had to revisit the task©LeanAgileMachineCreative Commons License
  • 84. DevOps overload● Lots of last minute ● DevOps have no time to patches script deployments ● Have to deal with long,● Deployment like boring deployment buses, nothing for a documents few days then three ● Repeatedly swiched from come at once for the infrastructure work, same night vastly increasing time taken.©LeanAgileMachineCreative Commons License
  • 85. DevOps Goal keeper● Team rotates people around role● Goalkeeper fields all issues● Rest of team allowed to focus on a (bigger) task● Use visual indicator to show who is the Goalie©LeanAgileMachineCreative Commons License
  • 86. Summary of Kanban● Visualse work● Manage WIP ● Helps you stay sane● Engage with business ● Show you are ● Shared ownership productive● Encourage realistic ● Deal with micro- priorities management©LeanAgileMachineCreative Commons License
  • 87. Final form of feed back ● Find a better company ● Start your own thing
  • 88. Thank you©LeanAgileMachineCreative Commons License
  • 89. Feedback & Refs● Website: Leanagilemachine.co.uk● Blog: Leanagilemachine.com● Email: John@leanagilemachine.com©LeanAgileMachineCreative Commons License

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