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Lean Kanban to Lean Business
1.
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30. Our Product
• Network Management domain
• Windows-based specialized hardware (“Appliances”)
• Installed in data centers for traffic monitoring, analysis
and network troubleshooting
• but not generally on production network
• Typical users are technical folks – CIO, Network
Manager, Network Engineers
• Selling cycles typically align with quarterly or annual
budget cycles
• Many sales require implementing customer specials
31. Old Process, circa 2003
• Customer Bugs prioritized based on multiple business parameters,
including (partial list) -
• Severity
• Impact on Revenue, Volume, Competitive, etc.
• Case age
• PMO would prepare Maintenance Release Plan of Record (MR POR)
and get buy-in for various types of MRs -
• Service Packs – bunch up ~50-60 bugs typically every quarter
• Hot Fixes – 1-2 high-urgency bugs that can’t wait until next SP
• Patches – workaround for customer-specific issues
• SPs would have
• Above The Line (ATL) requirements – must fix
• Below The Line (BTL) requirements – fix if time permits
32. Problems with Old Process
• Dev team had no bandwidth to take on maintenance releases
• Huge pile of customer escalations without “home”
• Compounded by high incoming field rate
• Low closure rate (largely due to no dedicated resources)
• Large wait for customers to get bug fixes
• Tech Support often tasked team directly and broke the process
• Hot fixes not always available to all customers
• Sometimes, a new bug fix might break a hot fix
• If a hot fix failed in the field, rollbacks would be very difficult
• Difficult to estimate time to resolve a bug and give an ETA
• High-priority bugs could arrive at any time
• Customer specials could arrive anytime with top priority
• High internal rejection rate of bug fixes by Tech Support
33. New Process, 2004-05
Dedicated
Customer
Sustaining
Team
New
“Cumulative
Hot Fix”
process
Improved
collaboration
with all
stakeholders
34. Our Kanban Process in action…
GUI
Product A
Backend
Product B
Product C
Product D
Protocols
Device Drivers
PMO
CST
Manager
Tech
Support
QA Team
Dev
Team
=
15
WIP
=
15
WIP
=
2
WIP
=
1wk
WIP
=
1wk
Queue
=
0
Queue
=
Infinite
38. So, what is happening?
• Though not an originally stated vision or goal, the “Work in
Progress” (WIP) is being limited to # of team members
• At any time, one developer is assigned only one piece of
work, thereby achieving “One-Piece Flow”
• New work is only assigned when current work is
completed (or cancelled/stalled), and a team member is
available
• No wait state or switching costs at an individual level
• Smaller lead time for bugs (in contract to lead time for SP)
• The process is allowing ‘continuous deployment’ of each of
the hot fixes – even though it is only being practiced in a
limited manner
• Finally, the flexibility gained is not a zero-sum game – there is
no penalty on performance in rest of the process
39. Did this move the needle?
• Bugs addressed each quarter
• Quality of bug fixes
• “Homes” for bugs
• Total bugs open
• Open days open
• People motivation
44. People motivation
• Started with 16 people dev team
• We had zero attrition in the team
• Once the backlog started coming down, engineers were ramped
off the team to do new features
• Eventually dismantled the team and rolled-up engineers into dev
teams when backlog came down to single digits
16 16 16 16 16 16 16 16 16 16 16 16
12 12 12 12 12
10 10 10
4 4 4 4 4
6 6 6
18
16
14
12
10
8
6
4
2
0
Resource Staffing
Sustaining Mainline Approved Headcount
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