Scaling kanban

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This is a draft for my upcoming talk at GOTO11 - http://gotocon.com/cph-2011/presentations/show_presentation.jsp?oid=2888 …

This is a draft for my upcoming talk at GOTO11 - http://gotocon.com/cph-2011/presentations/show_presentation.jsp?oid=2888
Kanban is a powerful and flexible system. One of the popular emerging ways of using it, is to create and manage product development flow. Whether for a single project, a program, or a portfolio, we will explore the need for product development flow, see how kanban fulfills this need in a couple of examples from real clients, and discuss the next frontiers for program management flow.
One of the key topics will be the balance between flow and commitment. We will explore how a kanban system can satisfy the need for making and meeting commitments at various levels, exploiting emerging valuable opportunities AND enjoying the benefits of flow/pull.

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  • Kanban is a powerful and flexible system. One of the popular emerging ways of using it, is to create and manage product development flow. Whether for a single project, a program, or a portfolio, we will explore the need for product development flow, see how kanban fulfills this need in a couple of examples from real clients, and discuss the next frontiers for program management flow. One of the key topics will be the balance between flow and commitment. We will explore how a kanban system can satisfy the need for making and meeting commitments at various levels, exploiting emerging valuable opportunities AND enjoying the benefits of flow/pull.
  • The need for FlowHow to introduce flow into an EnterpriseStart with CFDStealth KanbanCommitment vs Flow? Cont Stabilization RecipeCCPM Versus Kanban for really large programsElasticityExpand/Collapse/HierarchySOS KOK ? Shared Resources? Understanding WIP at scaleAmdocs Case StudyHP Case Study
  • Risk-Averse – want evolutions rather than revolutionsCare about Solutions to their problems, not visions of grandeur or perfect systemsAllergic to acronyms, dogma, disrespect to what’s currently workingSelf Organization gives them the creeps. Have a complex situation - for team agile to work need drastic revolutions and investments. If applied half-heartedly team agile will be painful and mediocre in results.
  • Evolutionary approachAvoid BCUF – Small changes, then Focused Continuous Improvement. Organizations that want to improve fast – can accelerate the Focused improvement, but still doesn’t mean everything is needed. Decoupling “Self Organization” from “Value-Driven Development”. Enable Decentralized execution without emphasizing it as much.
  • The need for FlowHow to introduce flow into an EnterpriseStart with CFDStealth KanbanCommitment vs Flow? Cont Stabilization RecipeCCPM Versus Kanban for really large programsElasticityExpand/Collapse/HierarchySOS KOK ? Shared Resources? Understanding WIP at scaleAmdocs Case StudyHP Case Study
  • SyncSpeed
  • Explicit expectation – can be via uniform size, or via some level of estimations.
  • Examples of limiting size of work at various levelsPBG SBT 500K$ ProjectsControl chart for the size of work over time.
  • Introduced in Lean Product Development by Don Reinertsen and David AndersonVisualize where the Features/Stories are in the workflow across time
  • What does it mean to manage flow? Managers take action to stop the line in case of high WIPIdentify bottlenecks and divert resources / focusManagement attention
  • Show several CFDs from HPWhat can you do with aggregate? If aligned release, you have a picture of the release.
  • Show several CFDs from HPWhat can you do with aggregate? If aligned release, you have a picture of the release.
  • Talk especially about its helpfulness while starting, before having cycle times. Once cycle times are available, they are a much easier
  • Assuming a group of 50 peopleEach story is about a week of workIf we currently have 50 stories in progress, its about 50 weeks of work in progress, which means we have work for a week of the group currently in progress. Not bad!If we had 20 features in progress, each about 20 weeks of work, with a group of 100 people, it is 400 weeks of work in progress/ 100 people, which means 4 weeks of upcoming work. OkIf we had 40 features in progress, each about 30 weeks of work, with a group of 100 people, it is 1200 weeks of work, 12 weeks upcoming for the group, which is 3 months. Now that is a lot. It means we take 3 months to turn around what’s currently in the WIP. Of course, cycle times can show you this data, but only later on!
  • Enable Task forces that can win – clear purpose, allocation/fencing, ability to make local decisions.
  • Expand/collapse without dependenciesExpand/collapse with serializationExpand/collapse into a complex dependency map
  • Use when the feature is big, there is a long-running theme, and it is worthwhile setting up the “persistent” connection between the relevant working people.
  • When dealing with a pipeline of features, each with relative low touch time in each product, but consistent value stream structure, use the pipeline. e.g. discovery and handling of new kinds of network elements in a NMS – add discovery agent, add to database, add to GUI, create business logic correlation rules, etc.
  • Expand to the impact on each group, then manage it (either at this hierarchy or not...)Collapse back to the Cross-Product Feature when all done and ready to move to the next phase as a Feature
  • As dependencies grow more and more complex, the need for “dependency networks grow”Remember that the gross majority of features will not be cross productOf those that are, most will not have really complex dependenciesThose that are, you can focus on, provide dependency maps and maybe even use “Critical Chain” like approaches. But limit their WIP...
  • TODO – summarize the tools/tips until nowPut the tips on the screen
  • TODO – emphasize the shared resources
  • Red– performance team Must be involved hands onYellow– performance team Advise/Consult, but most work is in TeamsGreen– don’t need any involvement from performance teamDrives collective ownership of performance (and other “Ilities”) – And is another form of subordinationto the constraint
  • Best approach for service delivery (80% of software development in the world is V>1.0)Pragmatic approach to changeEnd to end optimization
  • Recipe for Continuous Stabilization How to deal with Elasticity in Testing (and in general...)How to deal with Shared Test LabsClasses of treatment

Transcript

  • 1. #GOTO11 /CC @yuvalyeret
    Scaling Kanban
    Using Kanban to create and manage product development flow at the program/portfolio level
    Yuval Yeret
    Kanban Lead - AgileSparks
  • 2. Repeat after me:VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE-VALUE
    UE-VAL == YUVAL
  • 3. Lean/Kanban
    @ Israel
  • 4. A: Scaling+Kanban
    Question?
  • 5. Geoffrey Moore’s - Crossing the Chasm
  • 6. We Are HERE
    Geoffrey Moore’s - Crossing the Chasm
  • 7. Early Majority Pragmatic Enterprises
    ComplexEnvironmentsLots of Legacy/Debt
    Allergic
    To
    Dogma
    Risk
    Averse
    Expect
    Whole
    Solutions
  • 8. Why Flow/Kanban?
    Avoids BCUF
    Mature View of
    Self Organization
    Addresses Enterprise
    Scale
  • 9. Some enterprise challenges we encounter
    “Doing agile at the team level is fine. But how do we deal with the things we cannot get into the team?”
    “We don’t yet have the political power or resolve to create real Feature Teams end to end. So what do we do?”
  • 10. Some “workarounds” we see out there
    Longer Sprints
    Sprint
    Synchronized
    Handoffs
    Agile Teams
    Waterfall Release
  • 11. Q:
    How do we benefit from Lean/Agile principles
    At Scale?
  • 12. Step #1: identify and work with minimally valuable features
  • 13. Limit the size of work - at all levels
  • 14. Visibility - Use a Control Chart for the size of work
  • 15. Step #2: Visualize Flow
  • 16. Tool: The Cumulative Flow Diagram
  • 17. Mushon
    Inbar
    Inbar
    Elad
    Mushon
    Elad
    Inbar
    Elad
    Mushon
    How to do a CFD
    17
  • 18. How to do a CFD
    18
  • 19. What can teams learn from Cumulative Flow?
    Total Scope
    Dev Burnup
    Work in Process (WIP)
    Done Burnup
    Average Cycle Time
    Real Done
    Burnup
    19
  • 20. A
    B
    Which is BETTER?
  • 21. “What is the gapbetween dev and test? What are we doing to close it?”
  • 22. Now
    What?
  • 23.
  • 24. 1
    2
    3
    Program-level Aggregate CFD
    Visualize Overall Progress
  • 25. The operational view on aggregate CFDs
    Using INFA LK maybe
    Or finger chart in general
    So – is this Good / ok/ bad?
  • 26. WIP Turns ~= Cycle Time Predictor
    Sum of WIP Estimated Effort
    Estimated Time to turn around the WIP
    =
    Capacity
  • 27. Can you tell what those represent?
  • 28.
  • 29. Team A
    Team B
    Team C
    ??????????
  • 30.
  • 31. Now – Lets Scale!
    ??????
  • 32. And you thought creating Feature Teams withinproducts/silos was hard...
  • 33. WIP / Cycle Time / Management Overhead – Less is Better…
  • 34. Try... Cross-Product Task Forces
    AND Limit Task Forces in Progress...
  • 35. A Kanban board – Not a Must for Flow
    But will SIGNIFICANTLY improve it
  • 36. Use a Program-level Feature Kanban Board
  • 37. Product Line Z
    Product Line Y
    Product Line X
    Swimming Lanes per Product
  • 38. Features and Stories hierarchy
  • 39. Flow 
    READY!
    DONE
    Amdocs Project/Component Kanban Board
  • 40. Initiative/Program Kanban Board
  • 41. Projects Portfolio for a large IT shop
  • 42. What about the Cross-Product Features?
    ??????
  • 43. Another card type/lane.
    Still the same flow
  • 44. But how do I deal with Dependencies?
  • 45. Best – Cross-Product Feature Team / Task Force
    Let them organize around the work
  • 46. “The Pipeline”
  • 47. No dependencies – Expand/Collapse
  • 48. Dependency “Networks”?
  • 49. Will visualizing and managing flow in each of those roads be enough?
  • 50. Need to visualize and manage the global end to end flow across sharedresources
  • 51. Sharing
  • 52. Manage flow at the level at which resources are shared
  • 53. 3
  • 54. Example Policy - Classes of Service for Downstream Involvement
    Classes of Treatment
    Risk Profiling  Involvement mode of the shared resource
  • 55. Collective ownership
    What does Versatility mean at Scale?
    Try... Reducing the number of different skill sets, and generalizing some specializations
  • 56. What about Due Dates and Commitment?
    Does Flow mean no commitment?
    What do you mean tell the customers to go Agile? Come on! Be REAL!
    #AgileIL11
  • 57. REAL cost of delay? / need to coordinate externally? Use Fixed Date class of service
    http://yuvalyeret.com/2010/09/19/kanban-early-warning-using-a-predictive-variant-of-spc/
  • 58. No REAL external Due Date?
    tryInternal Cycle Time Soft Goals based on learned capabilities
    Avoidlocal due dates!
    http://yuvalyeret.com/2010/09/19/kanban-early-warning-using-a-predictive-variant-of-spc/
  • 59. Try...In-Flight Control Chart
  • 60. What does it mean to Manage WIP at Scale?
    Projects
    Cross-Product Features/Task Forces
    Projects/Features in certain high attention Class of Service
    Fixed Date / Cost / etc.
    Shared Resources
  • 61. Scaling Kanban
    Guidance for real enterprises
    Pragmatic approach to change
    Commit and Manage Delivery
  • 62. COLLAGE FROM KANBAN TRAINING
    Advanced Topics in Kanban
    Kanban for Managers/Leaders
    Kanban for Scrummers
    Kanban Primer
    Kanban for IT/SUPPORT
    Operations
    JOIN A KANBAN WORKSHOP
  • 63. yuval@agilesparks.com
    Get the slides at http://www.slideshare.net/yyeret
    @yuvalyeret
    Blogging at
    http://yuvalyeret.com
    Questions?
  • 64. Images Attribution
    http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/
    www.slideshare.net/wnazzaro/agile-it-and-the-business-community
    http://www.freefoto.com/images/41/03/41_03_4---Weight-Limit-Sign_web.jpg?&k=Weight+Limit+Sign
    http://www.flickr.com/photos/maisonbisson/267746261/sizes/o/in/photostream/
    http://www.flickr.com/photos/malavoda/4195215934/sizes/l/in/photostream/
    http://www.flickr.com/photos/njj4/5044361592/sizes/l/in/photostream/
    http://www.flickr.com/photos/grafixer/3527166081/sizes/l/in/photostream/
    http://www.flickr.com/photos/librarygoblin/4307610546/lightbox/
    http://www.flickr.com/photos/orinrobertjohn/2188280583/sizes/l/in/photostream/
    http://www.flickr.com/photos/kwl/4809326028/
    http://www.flickr.com/photos/justin_case/54087334/sizes/o/in/photostream/
    http://www.flickr.com/photos/noneck/869906174/sizes/l/in/photostream/
    http://www.flickr.com/photos/wendycopley/1332359314/
    http://www.flickr.com/photos/frumbert/307532180/sizes/l/in/photostream/
    http://www.flickr.com/photos/tgillin/4599272187/
    http://www.flickr.com/photos/rolleh/3475746680/sizes/o/in/photostream/
    http://www.flickr.com/photos/pamilne/3401930511/sizes/l/in/photostream/
    http://www.flickr.com/photos/batintherain/112826092/sizes/l/in/photostream/
    http://sherisays.files.wordpress.com/2010/08/drivers-stuck-in-traffic-jam-for-9-days-in-china.jpg
    http://www.flickr.com/photos/slidesf/2648616262/sizes/l/in/photostream/
    http://www.flickr.com/photos/jongales/391648530/sizes/l/in/photostream/
    http://www.flickr.com/photos/andreasnilsson1976/1307180278/sizes/l/in/photostream/
    http://www.flickr.com/photos/basf/4837105835/sizes/l/in/photostream/
    http://www.flickr.com/photos/stuckincustoms/3930943796/
    http://www.flickr.com/photos/9422878@N08/2444616004/in/photostream/