Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

AgileCamp NYC 2019 Now You See It! Observing Flow Using Kanban Boards

26 views

Published on

This two-part interactive workshop begins with a detailed look at how to interpret Kanban boards and ask thoughtful questions so that you can improve the work of your teams. I will briefly review the Kanban Method and then proceed through a series of several short exercises that will give you an opportunity to review and interpret various Kanban board configurations with other attendees at your table.
Part two of the session puts the attendees in the driver’s seat to create their own board configurations. I will provide several business scenario exercises and ask the attendees how they would go about configuring their Kanban board given the unique system constraints for each scenario.

Published in: Technology
  • Be the first to comment

  • Be the first to like this

AgileCamp NYC 2019 Now You See It! Observing Flow Using Kanban Boards

  1. 1. Now You See It! Observing Flow Using Kanban Boards @arielpartners cstrong@arielpartners.com Craeg Strong, CTO, Ariel Partners #AgileCamp2019 AgileCamp@GoAgileCamp
  2. 2. Agenda • Introduction • Observing Flow • Software Development Team • Sales Team • Challenging Situations • Blocker Column • Creating Flow • Multi-Level Board • Multi-Team Board • Portfolio Board • Wrap Up © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394
  3. 3. Craeg Strong Software Development since 1988 Large Commercial & Government Projects Agile Coach / DevOps Engineer Kanban Trainer / SpecFlow Trainer / HCD Trainer Performance & Scalability Architect Certified Ethical Hacker New York & Washington DC Area CTO, Ariel Partners AKT, KMP, CSM, CSP, CSPO, ITILv3, PMI-ACP, PMP, LeSS, SAFe www.arielpartners.com cstrong@arielpartners.com @ckstrong1 © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394
  4. 4. Kanban in Action Observing Flow
  5. 5. Options Ready Discover Implement Validate Done 3 5 34 Example 1 Doing Done Doing Done 5© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394  Support Each Other  Raise Concerns Promptly  Stuck Longer Than One Hour? Collaborate!  Before Starting Something New, Help Your Teammate Finish  No Blame
  6. 6. 6© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 Leads Sales Demo Negotiating Contract Contract Signed Qualified Prospect Done Ready Done (20:30) (10:15) (6:9) Doing (4:6) (3:4) Recent Losses Top Reasons For Losses $ 🕷 $ ⏱ 🕷 🕷 ⏱ ⏱ ⏱ 🕷 🕷 Example 2
  7. 7. 7© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 Sales Demo Contract Signed Qualified Prospect Recent Losses Top Reasons For Losses 🕷 ⏱ 🕷 🕷 ⏱ ⏱ ⏱ 🕷 🕷 Example 2-alternate $ $ Leads Negotiating Contract
  8. 8. Challenging Situations Seeking Flow
  9. 9. Exhibit A Ready Analyze (3) Implement (2) Verify (2) Done Doing Done DoneDoing On Hold (6) © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394
  10. 10. Analysis 1. Allows team to continue working while they are waiting on external resources 2. Team wants to appear responsive to business when they present higher priority work items 3. I can take a new, small work item and get it done quickly since my current work item is a lot bigger than I thought. It all has to get done anyway, right? 1. Can’t tell where blocked items were/are in the workflow 2. May conflate different kinds of bottlenecks or non-instant availability items 3. Items may be “forgotten” in blocked column purgatory; team may miss opportunities to unblock Issues Identified What good intentions could lead to this? © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394
  11. 11. Refactoring: Named Blocker Area (common cause) Ready Analyze (3) Implement (5) Verify (3) Done Doing Done DoneDoing Waiting on App Store Approval Late against SLA © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 11
  12. 12. Refactoring: Blocker Flags (special cause and common cause) Ready Analyze (3) Implement (5) Verify (3) Done Doing Done DoneDoing Waiting on clarifications from legal Need server upgrade Waiting for Defect Resolution © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 12
  13. 13. Refactoring: Queue for Non-Instant Availability Resource Ready Analyze (3) Implement (5) Ready to Approve (8) Done Doing Done DoneDoing Test (5) Approval activity happens “on the line.” © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 13
  14. 14. Let’s Design! Creating Flow
  15. 15. 1. Multi-Level Team Board 15© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 A software development team wants to create a Kanban board to help visualize their workflow. The team receives requirements from the business in the form of Features. Historically, Feature lead times (from starting to analyze to deploying to production) are between 2 weeks and 6 months, with some outliers of more than one year. The business wants Features to be completed faster and with more predictability. The team wants to break down Features into smaller chunks of one week of work or less (Stories). The team indicates they can develop and test each Story separately. The business has no problem with the way the team chooses to break down work internally but they want Features to be tested and deployed as a whole. Here is the Feature workflow: 1) Backlog 2) Development 3) Integration Testing 4) UAT 5) Cutover 6) Done How could you visualize Features and Stories in a single board? How could the board help us with what we are trying to optimize? What Kanban practices can we leverage?
  16. 16. Maintenance 16© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 Backlog In Progress Specify Ready Doing Multi-Level Team Board Example Test Int Testing UAT Done Done Implement Done 3 23 8
  17. 17. 2. Multi-Team Board *With Thanks to Patrick Steyaert, Arlette Vercammen, and Klaus Leopold! 17© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 An IT Department has three teams: Team Red, Team Blue, and Team Green. The three teams mostly work independently, however, sometimes they have dependencies on each other. Each team already has their own Team-Level board, and they are happy with their boards. If any item on a Team-level board can’t move forward due to a dependency on another team, it gets blocked They are seeing lots of these! The teams would like to figure out a way to coordinate their dependencies so they don’t get blocked so often. As their coach, you have recommended that they design a “coordination board:” a higher-level board that shows what each team is doing and enables a team to request work from another team. Ideally, one team should be able to reserve capacity in advance so that their dependency is ready when they need it. At this higher level, we only need this simplified workflow: 1) Dev 2) Test 3) UAT 4) Done How could you visualize all three teams’ work in progress in a single board? How can one team reserve capacity in advance from another team?
  18. 18. 18© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 Test UAT DoneDevNext 3 Multi-Team Board Example Doing Done Team Blue Team Red Team Green 10 5 12
  19. 19. 19© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 Test UAT DoneDevNext 3 Multi-Team Board Example-alternate Doing Done Team Blue Shared Project Team Green 7 6 9
  20. 20. 3. Portfolio Board *With Thanks to Pawel Brodzinski and Guillaume Marceau! 20© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 You are working with a CIO of an organization who needs to manage a portfolio of 6 projects across 4 teams. • The Teams are “Team A” through “Team D.” • The Projects are “Alpha” through “Theta” Projects are either Strategic or Tactical. A Team can work on: • three small projects, • one large project, or • one medium + one small project at a time. How might you go about helping the CIO visualize his portfolio over the next 4 quarters? Project Alpha Project Beta Project Gamma Project Delta Project Epsilon Project Zeta Project Eta Project Theta Tactical or Strategic Strategic Tactical Tactical Tactical Strategic Strategic Tactical Tactical S / M / L Small Medium Small Medium Large Medium Small Small Team Team A Team A Team B Team B Team C Team D Team D Team D Start Q1 Q1 Q2 Q1 Q1 ½ way thru Q1 Q1 Q1 Projected Finish Q4+ ½ way thru Q2 Q4+ Q3 Q4 Q4 Q1 Q2
  21. 21. Q1 Team A Beta Eta Strategic Tactical Q2 Q3 Q4 Team B Team C Team D Alpha Beta GammaGammaGamma Epsilon ZetaZetaZeta Zeta Theta Theta DeltaDeltaDelta AlphaAlphaAlpha EpsilonEpsilonEpsilon © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 21 Portfolio Board Example
  22. 22. Tactical Q1 Alpha Q2 Q3 Q4 Beta Delta Eta © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 22 Portfolio Board Example-alternate Gamma Epsilon Theta zeta
  23. 23. Parting Thoughts Don’t just copy another board, analyze Lessons learned, current pain points Sources and pattern of demand Delivery capability Workflow Classes of service Make sure your board speaks to you If you encounter a bad situation and the board didn’t telegraph it, time to review the board design! Use swim lanes, colors, and card design Use higher-level boards for coordination, alignment, communication © Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 23
  24. 24. Thank You! Observing Flow Using Kanban Boards 24© Copyright Ariel Partners 2019 *sales@arielpartners.com ((646) 467-7394 Kanban System Design (KMP I) 2-day https://www.arielpartners.com/training Okaloa Strategic Agility Masterclass 4-day Human Centered Design 2-day December 5-6 / 25 Broadway, New York, NY 10004

×