Kanbanstop starting, start finishing       Chris McDermott         @chrisvmcdchris.v.mcdermott@gmail.com
Systems Thinking (a taster)  Kanban Fundamentals    Change Example Systemic Flow Mapping       please ask questions
analytic thinking1. take it apart2. try to understand what the parts do3. assemble the understanding of the parts   into a...
what is a system?
what is a system?    elements
what is a system?    elements  which interact
what is a system?    elements  which interactto meet a purpose
systems thinking1. what is this a part of2. what is the behaviour of the containing   whole3. disaggregate the understandi...
for more on Systems Thinking...                         John SeddonDr. Russell Ackoff                         Donnella Mea...
game
kanbanhttp://availagility.files.wordpress.com/2008/10/kenji-kanban-2.jpg
kanban systemsWIP (Work In Progress) limited pull system.
}   Buffer
}   Buffer
}   Buffer
}   Buffer
}   Buffer
}   Buffer
}   Buffer   }   Buffer
}   Buffer   }   Buffer
}   Buffer   }   Buffer
The Kanban Method
Microsoft XIT                Worst to Best in 9 monthshttp://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_...
Corbis
What is it?• A change management method that uses  kanban systems to provoke change • Catalyst for evolutionary change • C...
start with what you do now and pursue incremental,   evolutionary change
Improvements        VisualiseFeedback                           Limit Loops                             WIP   Explicit Pol...
Improvements        VisualiseFeedback                           Limit Loops                             WIP   Explicit Pol...
Demand                           Analysis                                 Development                                     ...
 Progress   Done   In
 Progress   Done   In
 Progress   Done
Demand                                            Analysis                                                    Development ...
 Progress        Done                 In
 Progress           Done            In
 Progress            Done         Task                                                                                    ...
Demand                                            Analysis                                                    Development ...
 Progress        Done                 In
 Progress           Done            In
 Progress            Done         Task                                                                                    ...
Work item type     - Bug                                                          Digital tracking   - Feature            ...
Demand
 (4)               Analysis
 (5)                Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done                 In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)                Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done                 In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)                Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done                 In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done             In
 Progress                           In
 Progress                           214***                                                                                ...
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done             In
 Progress                           In
 Progress                          214***                                                                                 ...
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                      Test                                  Released                  ...
 Progress        Done             In
 Progress                           In
 Progress                          214***                                                                                 ...
Demand
 (4)               Analysis
 (5)            Development
 (6)                                                     Test                                  Released                   ...
 Progress         Done            In
 Progress                          In
 Progress                                                                                                                 ...
what can it tell us?
Demand
 (4)               Analysis
 (5)                Development
 (6)                                     Test                   Released                                              In
 Progress         Done                In
 Progress          In
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Intro to Systems Thinking, Kanban and Systemic Flow Mapping

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  • Can anyone identify the: elements - interactions - purpose\n\nBy analysing X do we understand the system?\n\nChange example\n
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  • - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
  • set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
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  • set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
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  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
  • Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
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  • - Daily meetings\n - Cumulative Flow Diagrams\n - Delivery rate (velocity/throughput) control chart\n - SLA or lead time target\n - Flexible staff allocation or swarming behavior\n - Deferred pull decisions, or dynamic prioritization\n - Metrics for assessing flow such as number of days blocked, lead time efficiency\n
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  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
  • FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
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  • Intro to Systems Thinking, Kanban and Systemic Flow Mapping

    1. 1. Kanbanstop starting, start finishing Chris McDermott @chrisvmcdchris.v.mcdermott@gmail.com
    2. 2. Systems Thinking (a taster) Kanban Fundamentals Change Example Systemic Flow Mapping please ask questions
    3. 3. analytic thinking1. take it apart2. try to understand what the parts do3. assemble the understanding of the parts into an understanding of the whole = how things work
    4. 4. what is a system?
    5. 5. what is a system? elements
    6. 6. what is a system? elements which interact
    7. 7. what is a system? elements which interactto meet a purpose
    8. 8. systems thinking1. what is this a part of2. what is the behaviour of the containing whole3. disaggregate the understanding of the whole by identifying the role of the thing you are trying to explain = why things work the way they do
    9. 9. for more on Systems Thinking... John SeddonDr. Russell Ackoff Donnella Meadows Taichi Ohno Dr. W. Edwards Deming
    10. 10. game
    11. 11. kanbanhttp://availagility.files.wordpress.com/2008/10/kenji-kanban-2.jpg
    12. 12. kanban systemsWIP (Work In Progress) limited pull system.
    13. 13. } Buffer
    14. 14. } Buffer
    15. 15. } Buffer
    16. 16. } Buffer
    17. 17. } Buffer
    18. 18. } Buffer
    19. 19. } Buffer } Buffer
    20. 20. } Buffer } Buffer
    21. 21. } Buffer } Buffer
    22. 22. The Kanban Method
    23. 23. Microsoft XIT Worst to Best in 9 monthshttp://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
    24. 24. Corbis
    25. 25. What is it?• A change management method that uses kanban systems to provoke change • Catalyst for evolutionary change • Can help to create an culture of continuous improvement• There is no Kanban Software Development Process or Kanban Project Management Method
    26. 26. start with what you do now and pursue incremental, evolutionary change
    27. 27. Improvements VisualiseFeedback Limit Loops WIP Explicit Policies Manage Flow
    28. 28. Improvements VisualiseFeedback Limit Loops WIP Explicit Policies Manage Flow
    29. 29. Demand Analysis Development Test Released In
    30. 30.  Progress Done In
    31. 31.  Progress Done In
    32. 32.  Progress Done
    33. 33. Demand Analysis Development Test Released 214*** In
    34. 34.  Progress Done In
    35. 35.  Progress Done In
    36. 36.  Progress Done Task 214***Taskdescription description **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task TaskTask description description description description description description Taskdescription **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011**/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task TaskTask description description description description description descriptiondescription **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 **/**/2011 **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 description **/**/2011 **/**/2011**/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 description **/**/2011 **/**/2011**/**/2011 **/**/2011 214***Taskdescription**/**/2011
    37. 37. Demand Analysis Development Test Released 214*** In
    38. 38.  Progress Done In
    39. 39.  Progress Done In
    40. 40.  Progress Done Task 214***Taskdescription description **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task TaskTask description description description description description description Taskdescription **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011**/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task TaskTask description description description description description descriptiondescription **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 **/**/2011 **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011**/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 description **/**/2011 **/**/2011**/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task TaskTask description description Task description descriptiondescription **/**/2011 **/**/2011 description **/**/2011 **/**/2011**/**/2011 **/**/2011 214***Taskdescription**/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    41. 41. Work item type - Bug Digital tracking - Feature number- Non Functional - etc Type: Feature 2146767 Ability to search by product Cust: Chris BA: Mike Due: 09/06 Dev: Liz Start: 07/06 QA: Brian End: 08/06 Contacts Tracking dates Standard - Fixed Date - Expedite or whatever suits
    42. 42. Demand
    43. 43.  (4) Analysis
    44. 44.  (5) Development
    45. 45.  (6) Test Released In
    46. 46.  Progress Done In
    47. 47.  Progress In
    48. 48.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    49. 49. Demand
    50. 50.  (4) Analysis
    51. 51.  (5) Development
    52. 52.  (6) Test Released In
    53. 53.  Progress Done In
    54. 54.  Progress In
    55. 55.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    56. 56. Demand
    57. 57.  (4) Analysis
    58. 58.  (5) Development
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    62. 62.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    63. 63. Demand
    64. 64.  (4) Analysis
    65. 65.  (5) Development
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    67. 67.  Progress Done In
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    69. 69.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task 214*** Task Task Task description Task description description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    70. 70. Demand
    71. 71.  (4) Analysis
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    76. 76.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task 214*** Task Task description Task description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    77. 77. Demand
    78. 78.  (4) Analysis
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    83. 83.  Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task 214*** Task Task description Task description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest
    84. 84. Demand
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    90. 90.  Progress Done Done 214*** 214*** Task Task description (2) description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Lead Time
    91. 91. what can it tell us?
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    98. 98.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    99. 99. Demand
    100. 100.  (4) Analysis
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    105. 105.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 Bottleneck **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    106. 106. Demand
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    112. 112.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    113. 113. Demand
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    119. 119.  Progress Done Done 214*** Task description (2) **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011 Failure Demand Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
    120. 120. Demand
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