6. X-leap: The goal
Under Maersk Lines paraplystrategi - streamLINE - er der i værksat en række
initiativer, der sikre at rederiet bliver endnu mere konkurrencedygtige gennem
industriens bedste leveringssikkerhed, fortsatte CO2-reducerende initiativer og
sidste men ikke mindst ved at sætte kunden i fokus, oplyser Eivind Kolding til Klaus
Lund & Partneres nyhedsbrev.
X-Leap er Maersk Lines største og vigtigste af disse programmer.
Formålet er at gøre det ligeså enkelt at booke en container hos os som en
bog hos Amazon.com
Maersk Line CEO
Source: http://epn.dk/brancher/transport/skib/article2069838.ece
8. 4 co-located teams
Daily team stand-ups
Daily Scrum of Scrums
Sprints of 3 weeks
Release after 2 sprints
Traditional SCRUM board
A story backlog per team
Sprint level stories
9.
10. Still Challenges
• Variation in the number of stories we delivered in each
release
• Increasing number of unfinished features
• Our metrics indicated an increase in the effort (number of
story points) we delivered in each release, but we got less
functionality
• Uneven load on the individual team members
11. Needed improvements
• We needed to focus on completing functionality that would
deliver value
• We needed to deliver value to our sponsors in each release
• We needed to be more predictable
• We needed to better utilize the full team capacity
12. Visualize the Workflow
• Map the existing development process in the team
• Identify value adding activities, hand-over point, and
queues
• Visualize the workflow on the team’s board (Kanban Board)
13. Visualize the Workflow
To Do In Progress Done
To Do In In Development Waiting for Verification Done
Prep. Deployment Ready Tested
14. Limit Work in Progress
• Feature (stories) that has independent value and can be
release
• Commit to deliver a complete feature
• Focus the team on completing work already started
• Focus on what is left to do, rather than what we have done
• Collaboration
• Pair Programming
• Grow T-Shaped people
15. Limit Work in Progress
To Do In Progress Done
To Do In In Development Waiting for Verification Done
Prep. Deployment Ready Tested
U R G E N T
16. Make Process Policies Explicit
• Agree on policies regarding
• Definition of Done
• Workflow
• Work in Progress limits
• Acceptance and Sign-Off
• Prioritization
• Make polices visible on the board
17. Make Process Policies Explicit
To Do In Progress Done
To Do In In Development Waiting for Verification Done
Prep. Deployment Ready Tested
Policies
U R G E N T
18. Measure and Manage the Flow
• Identify metrics That are meaningful for the team
• How are we performing?
• Are we happy with our performance?
• How do we like to perform in the next release?
• Make the metrics visible on the board
• Use the metrics and data as input to discussions on how the
team can improve - retrospectives
19. Metrics
• Value Delivered
• Number of features delivered
• Number of value points delivered
• Cycle Time
• Number of working days per feature
• Number of working days over Story Size
• Quality
• Number of defects
• Time to fix (Cycle Time)
24. Continuously Improve
• Keep improving the team’s process and flow through regular
team retrospectives
• Keep improving the project’s process and flow through
regular project retrospectives
• Keep improving and adapting the Kanban boards to support
the processes
• Experiment within the team and across the project
26. Scaling
• Alignment through daily stand-ups
• Project Kanban board
• Focus on flow of features
• Focus on project deliveries
• Focus on collaboration across teams
• Focus on removing impediments
27. Make Process Policies Explicit
Feature Queue Techniucal Teams Grooming In Development Done
Queue
Feature Technical Defects
