FROM CHAOS TO KANBAN: EPISODE II AGILE NORTH CONFERENCE UCLAN, Preston, UK Prepared by Paul Shannon & Neil Kidd June 2011
BACKGROUND
FROM CHAOS TO KANBAN http://xp2010.codeweavers.net
EPISODE II
THE BACKLOG BOARD IS NOT WORKING
Urgent / Important matrix Iteratively reduced to 4 weeks Pushed back on clients – say no! Clarity restored RESPONSE: BACKL...
IS THE TEAM TOO BIG?
Split the team to multiple streams Separate projects are worked on - where possible   Worked on waste and defects to synch...
ARE WE SUPPORTING OUR CUSTOMERS?
Dedicated support desk Away from the development pods Identify issues fast and feed back directly into the team Dramatical...
A MISSING PRODUCT OWNER?
Increase customer collaboration and manage expectations High availability as the on site customer Enforce demos prior to d...
LOW CODE QUALITY AND DEVELOPMENT BOTTLENECKS
Separated applications into modules Versioned API objects Introduced mocking and collaboration style testing Evolving towa...
RETROSPECTIVES
Nominated a retrospective leader Minutes taken and emailed Management member included Common retrospective format used Act...
OUTCOMES
Focus on customer value - we deliver better quality software, sooner. We’ve found time to innovate and reinvest in improvi...
We’re not afraid to go back – just because it didn't work before doesn't mean it won’t now.   Changes are smaller – tweaks...
http://www.codeweavers.net  
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From Chaos To Kanban: Episode II

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  • Codeweavers background “ From Chaos to Kanban” The period since the first paper Q & A 
  • Formed in February 2002 Providing solutions for the Motor Finance and Insurance sectors Agile adopted in 2007 after Agile North 2007 where we met Dr. Kevin Rutherford Current staff of 24 with 10 Developers  C#
  • Presented at XP2010 in Trondheim, Norway Covers Spring 2007 to Spring 2010 A Journey via Scrum to Kanban
  • Sharing experience with the community Covers February 2010 to Spring 2011 Key changes via retrospectives Observation – Response format – not in chronological order
  • Next features board overflowing Per product queue of 2 years work Prioritisation was hard and wasteful Internal and external clarity was poor Not fulfilling the intended purpose
  • Team of 11 developers working on single piece flow Commit conflicts were wasteful Critical paths caused bottlenecks to other pairs Tried to combat waste during slack time – always doing waste not adding value
  • knowledge silos had been reduced
  • Daily swap of 1 or 2 developers handling support Handover caused waste Poor continuity for internal & external clients Interrupted on development when you had been on support
  • Started using zendesk ticketing system
  • On site customer not feasible Managing Director becoming too busy Development team making the wrong assumptions
  • Code changes were too close together Deployments were slowing down feature development Difficult to stick to single piece flow Value lost upstream Brittle tests Missing integration tests Defects deployed to live
  • An open forum Everyone had to have a good and bad point Became less effective as the SCRUM directives were lost Recurring observations – we weren’t taking action
  • anything on a card got done – a recurring theme, that if we said we’d do something or had it on an email or other backlog, 
  • questions?
  • From Chaos To Kanban: Episode II

    1. 1. FROM CHAOS TO KANBAN: EPISODE II AGILE NORTH CONFERENCE UCLAN, Preston, UK Prepared by Paul Shannon & Neil Kidd June 2011
    2. 2. BACKGROUND
    3. 3. FROM CHAOS TO KANBAN http://xp2010.codeweavers.net
    4. 4. EPISODE II
    5. 5. THE BACKLOG BOARD IS NOT WORKING
    6. 6. Urgent / Important matrix Iteratively reduced to 4 weeks Pushed back on clients – say no! Clarity restored RESPONSE: BACKLOG BE GONE!
    7. 7. IS THE TEAM TOO BIG?
    8. 8. Split the team to multiple streams Separate projects are worked on - where possible   Worked on waste and defects to synchronise streams Used a Scrum-style sprint of 2 weeks to swap pairs for development and support RESPONSE: SPLIT THE TEAM
    9. 9. ARE WE SUPPORTING OUR CUSTOMERS?
    10. 10. Dedicated support desk Away from the development pods Identify issues fast and feed back directly into the team Dramatically improved relationships RESPONSE: IMPROVING SUPPORT
    11. 11. A MISSING PRODUCT OWNER?
    12. 12. Increase customer collaboration and manage expectations High availability as the on site customer Enforce demos prior to deployment Maximise work not done RESPONSE: APPOINT AN OPERATIONS MANAGER
    13. 13. LOW CODE QUALITY AND DEVELOPMENT BOTTLENECKS
    14. 14. Separated applications into modules Versioned API objects Introduced mocking and collaboration style testing Evolving toward BDD RESPONSE: SERVICE ORIENTED ARCHITECTURE
    15. 15. RETROSPECTIVES
    16. 16. Nominated a retrospective leader Minutes taken and emailed Management member included Common retrospective format used Action points placed straight on board RESPONSE: RETROSPECTIVE RESTRUCTURE
    17. 17. OUTCOMES
    18. 18. Focus on customer value - we deliver better quality software, sooner. We’ve found time to innovate and reinvest in improving development Everything needs to be visible, on a card, on a task board
    19. 19. We’re not afraid to go back – just because it didn't work before doesn't mean it won’t now.   Changes are smaller – tweaks rather than changes of direction Occasionally make changes too soon 
    20. 20. http://www.codeweavers.net  

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