Kanban Case Study           By	  Steinn	  Arnar	  Jónsson	             Presented	  at	  agileLUNCHBOX	             Septemb...
whoami •  Senior	  Consultant	  at	  Quick	  SoluGons	  Business Value…Achieved
The Case Study •  Hugsmiðjan	  	        – Maker	  of	  Eplica	  CMS	        – 500+	  CMS	  installaGons	        – 27	  emp...
Hugsmiðjan cont. •  VerGcals	  	        – ProducGon:	  	             •  Graphic	  Design	             •  Front-­‐end	  dev...
How is Hugsmiðjan Unusual? •  Projects	  are	  small	        – Ranging	  from	  a	  couple	  of	  days	  to	  2-­‐3	  mont...
What is Kanban? •  Limited	  pull	  system	        – Limit	  work	  in	  progress	        – Tasks	  are	  pulled	  along	 ...
Why limit WIP?•  The	  more	  tasks	  we	  start,	  the	  longer	  it	  takes	  for	  each	  task	     to	  be	  completed...
Kanban Core Practices           Visualize	         Limit	  Work	  in	     Manage	  Flow	     Make	  Policies	         Impr...
Vizualize	  &	  Manage	  Flow	                                            Limit	  WIP	                                    ...
Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
Why Kanban?Challenges we were hoping to address: •  Too	  many	  projects	  going	  on	   •  Management	  lacked	  oversig...
December 2009cont. People Cross-functional Team Hugsmiðjan – Five                            Grapic	        Web	       Bac...
September 2010 – One Board, Entire Company                                                                              Ba...
Ticket TemplatesImprovement	  to	                           Internal	  improvement	  an	  exisGng	  web	                  ...
Daily Mantra •  Is	  the	  board	  up-­‐to-­‐date	  and	  in	  sync	  with	  JIRA?	   •  Are	  you	  respecGng	  WIP	  lim...
October 2010 – Minor EnhancementsAdded	  queue	  at	  the	  boeom	       Business Value…Achieved
March 2011 – Major Change      Separate Analysis Table & Two Implementation Tables              Analysis	                 ...
Retrospectives        	  	  	  	  	  	  Improvements	                                     Not	              In	  pro-­‐   ...
Back-end Dev Team Doing Scrum  Not	  Started	     In	  Progress	     QA	     Ready	  to	  Demo	  
Not	  Started	     In	  Progress	     QA	     Ready	  to	  Demo	  
Kanban & Scrum IntegrationKickoff	     Next	     Web	  Dev	     Back.	  Dev	             QA	                               ...
June 2012 – Implementation Tables Combined Again       Sales Moved to Another Table         Graphic	  Design	             ...
Metrics   Lead	  Time	                                                    Cicle	  Time	     Size	                     Days...
Statistical Process Control Chart                                                                         David P. Joyce, ...
Service	  Desk,	  115	  Dckets,	  April	  2011	                             Errors	  vs.	  Value	                         ...
Benefits Experienced •  VisualizaGon	  of	  workflow	         – General	  employee	  awareness	  of	  ongoing	  projects	  ...
Challenges •  Geung	  people	  to	  follow	  the	  process	   •  Geung	  people	  to	  respect	  WIP	  limits	   •  Geung	...
Questions? Business Value…Achieved
Summary •  Covered	  basics	  of	  Kanban	   •  Showed	  that	  it	  is	  an	  ever	  evolving	  process,	      with	  foc...
Further Reading & Contact Info                          @sjonsson	                         www.sjonsson.com	              ...
Kanban Case Study
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Kanban Case Study

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Kanban case study presented at agileLUNCHBOX on September 26, 2012. Presentation outline can be seen at http://www.meetup.com/techlifecolumbus/events/44973882/

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Kanban Case Study

  1. 1. Kanban Case Study By  Steinn  Arnar  Jónsson   Presented  at  agileLUNCHBOX   September  26,  2012  Business Value…Achieved
  2. 2. whoami •  Senior  Consultant  at  Quick  SoluGons  Business Value…Achieved
  3. 3. The Case Study •  Hugsmiðjan     – Maker  of  Eplica  CMS   – 500+  CMS  installaGons   – 27  employees   – Located  in  Reykjavík,  Iceland  Business Value…Achieved
  4. 4. Hugsmiðjan cont. •  VerGcals     – ProducGon:     •  Graphic  Design   •  Front-­‐end  development  (HTML/JavaScript/CSS)   •  Back-­‐end  development  (Java)   •  Setup   •  QA   – Support:     •  Sales,  Customer  Support,  PM,  Management   •  My  role   – Development  Manager  /  Team  Lead  Business Value…Achieved
  5. 5. How is Hugsmiðjan Unusual? •  Projects  are  small   – Ranging  from  a  couple  of  days  to  2-­‐3  months   •  Typical  for  50+  projects  to  be  going  on  (open)   at  the  same  Gme   – Something  we  were  hoping  to  reduce  with  Kanban   •  Employees  are  highly  specialized  Business Value…Achieved
  6. 6. What is Kanban? •  Limited  pull  system   – Limit  work  in  progress   – Tasks  are  pulled  along  the  producGon  line  (work   flow)  Business Value…Achieved
  7. 7. Why limit WIP?•  The  more  tasks  we  start,  the  longer  it  takes  for  each  task   to  be  completed   VS.•  We  want  to  avoid  boele  necks   –  10  features  that  have  been  coded  but  not  tested     =>  inventory  =>  costs  us  $   –  5  features  that  have  been  coded,  tested  and  deployed  =>   BusinesspotenGal  $  in  the  bank   Value…Achieved
  8. 8. Kanban Core Practices Visualize   Limit  Work  in   Manage  Flow   Make  Policies   Improve   Workflow   Progress   Explicit   CollaboraGvely,   Evolve   Experimentally   (using  models   and  the   scienGfic   method)   Business Value…AchievedDavid Anderson, www.agilemanagement.net
  9. 9. Vizualize  &  Manage  Flow   Limit  WIP   Henrik Kniberg, www.crisp.se/henrik.kniberg Make  Policies  Explicit  Business Value…Achieved
  10. 10. Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
  11. 11. Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
  12. 12. Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
  13. 13. Day in KanbanlandBusiness Value…AchievedHenrik Kniberg, www.crisp.se/henrik.kniberg
  14. 14. Why Kanban?Challenges we were hoping to address: •  Too  many  projects  going  on   •  Management  lacked  oversight  of  projects   •  Hard  to  answer  quesGons  about  when  things   will  get  done   •  Projects  were  running  over  budget   •  Not  working  together  as  a  team  Business Value…Achieved
  15. 15. December 2009cont. People Cross-functional Team Hugsmiðjan – Five Grapic   Web   Back-­‐end  Next   Analysis   Setup   QA   Done   Design   Dev   Dev   •  VerGcals     – ProducGon:     •  Graphic  Design   •  Front-­‐end  development  (HTML/JavaScript/CSS)   •  Back-­‐end  development  (Java)   •  QA   – Support:     •  Sales,  Customer  Support,  PM,  Management   •  My  role   – Development  Manager  /  Team  Lead   Business Value…Achieved
  16. 16. September 2010 – One Board, Entire Company Back-­‐end   Analysis   Design   Web  Dev   Setup   QA/Demo   Done   Dev  Project  A  Project  B  Project  C  Project  D  New    Standard  Web  Sites   Other     Tasks   Business Value…Achieved
  17. 17. Ticket TemplatesImprovement  to   Internal  improvement  an  exisGng  web            Bug  fix  New  web  site  
  18. 18. Daily Mantra •  Is  the  board  up-­‐to-­‐date  and  in  sync  with  JIRA?   •  Are  you  respecGng  WIP  limits?   •  Are  you  showing  blockers  and  working  to   remove  them?   •  Do  you  know  which  Gcket  you  should  be   working  on  and  what  is  next?  Business Value…Achieved
  19. 19. October 2010 – Minor EnhancementsAdded  queue  at  the  boeom   Business Value…Achieved
  20. 20. March 2011 – Major Change Separate Analysis Table & Two Implementation Tables Analysis   ImplementaGon  Leads   Analysis   Contr.   Wirefr.   Ready  to  Impl   Next   In  Progress   QA   Done   Web  Dev   Back  Dev   Service   Sys  Adm   Tickets        Setup                   Kickoff   Web  Dev   Back.  Dev   Setup/QA   Delivered   Tickets   w.  Flow  
  21. 21. Retrospectives            Improvements   Not   In  pro-­‐ Goal  Key  to  success:   Started   gress   achieved  •  Concrete     goals  •  Assign     owners   Business Value…Achieved
  22. 22. Back-end Dev Team Doing Scrum Not  Started   In  Progress   QA   Ready  to  Demo  
  23. 23. Not  Started   In  Progress   QA   Ready  to  Demo  
  24. 24. Kanban & Scrum IntegrationKickoff   Next   Web  Dev   Back.  Dev   QA   In  Sprint   Sprint  User  Stories  
  25. 25. June 2012 – Implementation Tables Combined Again Sales Moved to Another Table Graphic  Design   ImplementaGon   Running  Ready  for   In   Ready  for   Next   Web  Dev   Back.  Dev   QA   Svc  Desk   Done   in  prod  Design   Design   Impl.   In  Sprint   Sys  Admin   WaiGng   on  cust.  
  26. 26. Metrics Lead  Time   Cicle  Time   Size   Days  (average)   Size   Days  (average)   Small   7.4   Small   6.4   Medium   17.0   Medium   12.5   Large   25.2   Large   15.0   Throughput  last  4  weeks   Start   Small   Medium   Large   TOTAL   3/22/2011   7   7   0   14   3/15/2011   9   4   5   18   3/8/2011   3   2   1   6   3/1/2011   6   5   1   12  Business Value…Achieved
  27. 27. Statistical Process Control Chart David P. Joyce, leanandkanban.wordpress.com. Want  to  track  for...   Lead  Time   Cicle  Time   Throughput   Feature  Requests   New  Web  Site   Bugs   Internal  Improvements  Business Value…Achieved
  28. 28. Service  Desk,  115  Dckets,  April  2011   Errors  vs.  Value   53%  Errors   47%  Value  Business Value…Achieved
  29. 29. Benefits Experienced •  VisualizaGon  of  workflow   – General  employee  awareness  of  ongoing  projects   – A  platorm  for  us  to  iteraGvely  improve  our  workflow   •  Beeer  understanding  of  project  statuses   •  Beeer  handling  of  roadblocks  and  escalaGon  of   issues     •  Experienced  to  some  extent:   – ReducGon  of  WIP   – CooperaGon  on  individual  Gckets   Business Value…Achieved
  30. 30. Challenges •  Geung  people  to  follow  the  process   •  Geung  people  to  respect  WIP  limits   •  Geung  people  to  team  up  on  Gckets   •  Handling  excepGons  to  flow   •  ExtracGng  and  using  metrics  Business Value…Achieved
  31. 31. Questions? Business Value…Achieved
  32. 32. Summary •  Covered  basics  of  Kanban   •  Showed  that  it  is  an  ever  evolving  process,   with  focus  on  conGnuous  improvement   •  Useful  tool  for  management   – But  not  a  magic  bullet  Business Value…Achieved
  33. 33. Further Reading & Contact Info @sjonsson   www.sjonsson.com   sjonsson@quicksoluGons.com  Business Value…Achieved
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