This document summarizes a presentation about applying lean and agile principles to a large government project in Sweden called PUST. It describes how the project team used techniques like slicing work into small customer-focused stories, daily stand-ups, iterative planning and releases, continuous improvement retrospectives, and tracking metrics to successfully deliver the project on time and on budget while continuously improving their process.
23. Impediments & escalation
Feature General
blocked impediments
Can’t
2011-03-01!
Police car = As police!t!!
asdfasdfasdf
tes r!
ing fo der!
I need tocode rea
Wait scan!
urgent
(patch)
bar
So that JMmr! ch 12!
!i a
Henrik Kniberg 23
33. Question of the week:
How can we best
contribute to system test
today?
Bottleneck
”Let’s stop
building new
features”
”... and focus on
test automation!”
Henrik Kniberg 33
36. Release
Before:
Test at end Test Fix %&@#!
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Now: Release
Test continuously
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Test Fix
Test at end:
%&@#!
Test continuously:
Test Fix Time
saved!
Henrik Kniberg 36
37. Bug fixing process
Bug found!
Yes Write sticky-note,
Blocker? find developer,
fix now!
No
More important Yes Replace one of
than any of the the other
current top 30? top 30 bugs
with this one
No
Ignore
it
Don’t log it.
Fix it NOW!
Henrik Kniberg 37
38. Three input queues
Next 10
features
Next 5 tech
stories
Next 5 lower
priority bugs
Henrik Kniberg 38
43. Limiting the rate of change
”A4”
improvement
proposal
”A4”
improvement
proposal
”A4”
improvement
proposal
”A4”
improvement
proposal
Henrik Kniberg 43
44. Proposal:
More
Customer-‐Valued
Stories
Why?
What
Problem
Are
We
Trying
to
Solve?
DescripAon
/
FAQ
A
story
that
goes
into
development
must:
• Hard
to
get
an
overview
of
the
project
board
1. Be
size
S
or
M
from
customer
perspec7ve,
many
stories
are
2. Be
as
customer
valuable
as
possible,
as
long
as
we
don’t
break
the
size
rule.
so
small
that
they
can’t
be
delivered.
The
requirements
team
ensures
that
each
card
under
”Ready
for
Who
Is
Affected
By
The
Change?
Development”
is
a
customer-‐valued
story
(regardless
of
size).
• Requirements,
development,
and
test
teams.
However,
before
it
enters
development
it
must
be
S
or
M.
Ques7on:
What
happens
if
the
story
is
L,
and
must
be
delivered
as
What
Are
the
Change
ImplementaAon
Steps?
a
whole
before
it
is
valuable
to
the
customer?
• Update
Defini7on
of
Done
for
”Ready
for
• Break
it
down
to
smaller
stories
(new
cards)
which
are
size
M,
but
with
highest
possible
customer
value
per
story.
Development”,
add
”the
story
is
valuable
to
• Visually
group
these
stories
by
wri7ng
the
name
of
the
higher
the
customer”.
level
feature
in
big
blue
leSers
at
the
top
of
each
card.
• Go
through
the
board
&
iden7fy
stories
that
are
too
small
to
be
valuable.
Combine
these
into
bigger
stories
(as
long
as
they
don’t
exceed
Medium).
Example:
CONFISCATION
Register
Confiscation
M
Confiscation CONFISCATION
L Remove
Confiscation
Henrik Kniberg S 44
45. Limiting the rate of change
”A4”
improvement
proposal
”A4”
improvement
proposal
”A4”
improvement
proposal
”A4”
improvement
proposal
Henrik Kniberg 45
47. Process metrics
" Velocity = feature per week
" Throughput time = weeks per feature
47
48. Velocity – stories per week
Ready for
acceptance test
(this week so far)
Ready for
acceptance test
(previous weeks)
Velocity per week
Henrik Kniberg 48
49. Velocity-based release planning
All of these will
be done
# of
features Week
delivered to Some of these
acceptance will be done,
test but not all
None of these
will be done 49
Henrik Kniberg 49
56. Throughput time improvement
Q1
6-14 weeks
per feature Q2
3-6 weeks
per feature
Elapsed
days
Henrik Kniberg 56
57. Surprising insight
Average throughput time
Small:
31
days
Medium:
37
days
Elapsed ”Small” & ”Medium” Large:
59
days
days
features take roughly same
amount of time
Feature
Henrik Kniberg 57
60. Death March Detection
using gut feel
Do you believe the
current goal is
achievable?
5 = certainly
4 = probably
3 = barely
2 = probably not
1 = forget it
Henrik Kniberg 60
63. Setting the project up Incremental delivery
for success
Co-location
Customer involvement
63
64. Creating a culture of
continuous improvement
Clarity
Communication
Data
Henrik Kniberg 64
65. Perfection is a direction, not a place
The important thing is not
how you work.
The important thing is
how you improve the way you work!
Henrik Kniberg 65