Kanban @ nine.ch

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How we introduced and implemented Kanban for both a software and a system engineering team @ nine.ch, a leading provider for managed Linux server in Switzerland.

How we introduced and implemented Kanban for both a software and a system engineering team @ nine.ch, a leading provider for managed Linux server in Switzerland.

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  • 1. KANBAN @ NINE.CH Matías E. Fernández nine.ch DEV DAY — 2014-06-05
  • 2. INITIAL SITUATION • work overload • too much simultaneous work in progress • unclear priorities • undefined cycle times
 things just happened … somehow
  • 3. REQUIREMENTS • we didn’t want to turn everything upside down • evolutionary change process towards a sustainable system
  • 4. ALTERNATIVES • Scrum • Kanban
  • 5. SCRUM • too many prerequisites • time boxing doesn’t work well with day-to- day work
  • 6. THE KANBAN METHOD 1. Start with what you do now. 2. Agree to pursue incremental, evolutionary change. 3. Respect the current process, roles, responsibilities & titles.
  • 7. THE CHANGE CURVE time competenceandemotion shock denial insight acceptance training awareness integration
  • 8. CORE PRACTICES • Visualise • Limit Work in Progress (WiP) • Manage flow • Make policies explicit • Improve collaboratively, evolve experimentally (using models and the scientific method)
  • 9. VISUALISE CORE PRACTICES
  • 10. WHAT DOES A BUSY CONSTRUCTION WORKER LOOK LIKE?
  • 11. He’s busy!
  • 12. WHAT DOES A CONSTRUCTION WORKER LOOK LIKE WHEN HE’S HAVING A BREAK?
  • 13. They’re having a break.
  • 14. WHAT DOES A BUSY SOFTWARE ENGINEER LOOK LIKE?
  • 15. She’s busy!
  • 16. WHAT DOES A SOFTWARE ENGINEER LOOK LIKE WHEN SHE’S HAVING A BREAK?
  • 17. She’s having a break.
  • 18. How do you know whether the software engineer has time to fix your super urgent request?
  • 19. KNOWLEDGE WORK IS NOT VISIBLE … YOU HAVE TO MAKE IT VISIBLE!
  • 20. KANBAN BOARD
  • 21. BURN UP CHART
  • 22. LIMIT WORK IN PROGRESS CORE PRACTICES
  • 23. STOP STARTING AND START FINISHING!
  • 24. EXPERIMENT • Time yourself counting from 1 to 26. • Time yourself saying the alphabet a to z. • Add up the times. • Now time yourself counting from 1 to 26 while alternating saying the alphabet, so 1, a, 2, b, 3, c, etc. • Were you faster at saying each sequence individually or when you alternated?
  • 25. WIP LIMITS
  • 26. MANAGE FLOW CORE PRACTICES
  • 27. KNOW THE PHYSICS OF YOUR SYSTEM • cylinder capacity: 2 L • power: 125 kW (170 PS)
  • 28. KNOW THE PHYSICS OF YOUR SYSTEM • team members: 7 people • ticket throughput: ?
  • 29. DATA DRIVEN DECISIONS BUILD MEASURELEARN
  • 30. MANAGING FLOW • Open Prio Meeting • no backlog! • Cumulative Flow Diagram
 http://brodzinski.com/2013/07/cumulative-flow-diagram.html
  • 31. CUMULATIVE FLOW DIAGRAM
  • 32. MAKE POLICIES EXPLICIT CORE PRACTICES
  • 33. POLICIES • write them down and repeat them often! • examples: – orders are delivered the next business day – bugs have higher priority than features • Open Prio Meetings
 http://www.lkce13.com/app/download/8243817195/Jimdo_Booklet_English.pdf
  • 34. IMPROVE COLLABORATIVELY, EVOLVE EXPERIMENTALLY CORE PRACTICES
  • 35. “Not every change is an improvement, but every improvement is necessarily a change” Eliezer Yudkowsky
  • 36. IMPROVE • small continuous, incremental and evolutionary changes that stick • shared understanding of theories about work, workflow, process, and risk • feedback loops
  • 37. KAIZEN: CONTINUOUS IMPROVEMENT • Open Prio Meetings
 http://www.lkce13.com/app/download/8243817195/Jimdo_Booklet_English.pdf • regular team retrospectives • small incremental improvements • some ideas may result in bigger projects
  • 38. CORE VALUES STRATEGY, ALIGNMENT AND CULTURE • The Boy Scout Rule • Zero Waste • Consistency • Explicitness over Implicitness • YAGNI, You Ain't Gonna Need It • DRY, Don’t Repeat Yourself
  • 39. BOOK RECOMMENDATIONS
  • 40. ! Kundenname, Präsentationstitel Nine Internet Solutions AG Albisriederstr. 243a CH-8047 Zürich Tel +41 44 637 40 00 Fax +41 44 637 40 01 info@nine.ch QUESTIONS?