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1CSP, CSM, PMI-ACP, ITIL, PMP
Who We Are & What Is Our Business?
2
Why Transformation?
3
Structural Change
4
Product 2
Product 3
Product 1
Service 1
Service 2
FORWARD
ENGINEERING
SUSTENANCE
ENGINEERING
Production Engineering Team
E...
Vision
Dev’s goal is to
implement the
features/
changes
Ops goal is to
keep the site
stable and fast
C
O
N
F
U
S
I
O
N
Ear...
Product 2
Product 3
Product 1
Service 2
Service 1
SLA
Production Engineering Team
Vision
DEV,
QA,
PEG,
BCM,
DAG,
INFRA
Lea...
Business
Representatives
Global DevOps
Backlog
------------
------------
-------------
---------------
------------
------...
9
Tracking
Planned work
Unplanned work
Deployment
Incident /
Problem
Releases Projects
Maintenance
Changes
Defects
LeanOps...
4 WEEKS CADENCECADENCE
PLANNING
Discuss the Important Area for the cadence
Set the goals for the Cadence
No SLA Violation ...
Swim Lanes
Expedite
Incidents, Problems &
Defects
Releases, Changes
Projects
Maintenance
WIP Limits
Cross Skilling
Pa...
Initial Challenges
12
F
S
N
P
How Did We Address The Challenges?
13
EliminateWaste
BuildQuality-in
Continuous
Improvement
Important Lean Principles
14
Eliminate Waste
15
Value Stream Mapping – An Example
16
Build Quality- In
17
Continuous Improvement
18
Set the
Stage
Gather
data
Generate
insights
Decide
what to do
Close
retro
From VersionOne and Snow
What went well, What we...
Incidents created per week Incidents closed per week
CR Cycle Time Incident distribution by SLA
Metrics - Efficiency
20
21
Metrics – Effectiveness, Quality & Others1
 Average Effort (for incidents based on category)
 % of On Time Delivery (...
22
 Touch Time
 Wait Time
 Worst and Best Completion Time
 Hand offs
 Cumulative Flow Diagram
 Mean Time To Repair
...
Best Practices Implemented
23
System availability is more than 97%
Release duration is reduced from 2 months to 2 weeks
Reduced downtime from 8 hours...
Achievements2
25
www.vijaybandaru.com
vkbandaru@yahoo.com
+91-9848032144
Thank you
26
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Lean and kanban from the trenches experience report

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Session presented at Regional Scrum Gathering South Asia 2015

Published in: Leadership & Management
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Lean and kanban from the trenches experience report

  1. 1. 1CSP, CSM, PMI-ACP, ITIL, PMP
  2. 2. Who We Are & What Is Our Business? 2
  3. 3. Why Transformation? 3
  4. 4. Structural Change 4
  5. 5. Product 2 Product 3 Product 1 Service 1 Service 2 FORWARD ENGINEERING SUSTENANCE ENGINEERING Production Engineering Team Earlier Working Model 5
  6. 6. Vision Dev’s goal is to implement the features/ changes Ops goal is to keep the site stable and fast C O N F U S I O N Earlier Working Model (contd..) 6
  7. 7. Product 2 Product 3 Product 1 Service 2 Service 1 SLA Production Engineering Team Vision DEV, QA, PEG, BCM, DAG, INFRA LeanOps Inception 7
  8. 8. Business Representatives Global DevOps Backlog ------------ ------------ ------------- --------------- ------------ --------------------- ---- ---- ------- --------- Chief Product Owner Area Backlog ------------ ------------ --------------------- ---- ---- ------- --------- Area Backlog ------------ ------------ --------------------- ---- ---- ------- --------- Area Backlog ------------ ------------ --------------------- ---- ---- ------- --------- Area Product Owner . . . Fire Chief Fire Chief Fire Chief - - - - Scrum Master Scrum Master Scrum Master - - Area Product Owner Area Product Owner LeanOps Structure 8
  9. 9. 9 Tracking Planned work Unplanned work Deployment Incident / Problem Releases Projects Maintenance Changes Defects LeanOps Work Management
  10. 10. 4 WEEKS CADENCECADENCE PLANNING Discuss the Important Area for the cadence Set the goals for the Cadence No SLA Violation for P01/P04 All approved CRs must be deployed within one Business day CR cycle time should not be more than 3 days Define/Refine WIP Limits On-demand Backlog Grooming CADENCE CLOSURE Goal Oriented Approach 10
  11. 11. Swim Lanes Expedite Incidents, Problems & Defects Releases, Changes Projects Maintenance WIP Limits Cross Skilling Pair deployments Daily Stand up @ Board Automation Continuous Flow Track Impediments Kanban Board 11
  12. 12. Initial Challenges 12 F S N P
  13. 13. How Did We Address The Challenges? 13
  14. 14. EliminateWaste BuildQuality-in Continuous Improvement Important Lean Principles 14
  15. 15. Eliminate Waste 15
  16. 16. Value Stream Mapping – An Example 16
  17. 17. Build Quality- In 17
  18. 18. Continuous Improvement 18
  19. 19. Set the Stage Gather data Generate insights Decide what to do Close retro From VersionOne and Snow What went well, What went wrong, Try New Collect and prioritize action items Cadence Closure & Retrospectives 19
  20. 20. Incidents created per week Incidents closed per week CR Cycle Time Incident distribution by SLA Metrics - Efficiency 20
  21. 21. 21 Metrics – Effectiveness, Quality & Others1  Average Effort (for incidents based on category)  % of On Time Delivery (met the SLA)  % of First Time Right  Value Add Time & Non Value Add Time  % System Availability  Customer Satisfaction  Inflow Vs Outflow of Incidents  Team Happiness Index
  22. 22. 22  Touch Time  Wait Time  Worst and Best Completion Time  Hand offs  Cumulative Flow Diagram  Mean Time To Repair  Mean Time Between Failure  # Changes per week (Trend) Metrics – Effectiveness, Quality & Others2
  23. 23. Best Practices Implemented 23
  24. 24. System availability is more than 97% Release duration is reduced from 2 months to 2 weeks Reduced downtime from 8 hours to <2 hours Improved quality Reduced rework Increased FTR Enhanced Customer Satisfaction Feature Teams Achievements1 24
  25. 25. Achievements2 25
  26. 26. www.vijaybandaru.com vkbandaru@yahoo.com +91-9848032144 Thank you 26

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