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How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer

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How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer

  1. 1. how to use continuous improvement kung-fu to pay down technical debt Kevin Behr Chief Science Officer Assemblagepointe Inc. Jesse Palmer OSS Manager Hedgeserv Date Monday, September 30, 13
  2. 2. We looked at what was in our way ✤ hyper kinetic team ✤ lacked a structured system of work ✤ drive by management ✤ we sit between dev and ops Monday, September 30, 13
  3. 3. so we started experimenting ✤ needed a rock paper scissor system of work ✤ to contain all commitments and requests ✤ wanted to see backlog and flow of work ✤ yeah we used a kanban (leankit that is) ✤ we started a light weight continuous improvement kata Monday, September 30, 13
  4. 4. our improvement kata ✤ ✤ each morning we have a standup for 15 minutes ✤ Monday, September 30, 13 based on improvement kata used at toyota go over answers to yesterdays 5Q
  5. 5. Target Condition ✤ Monday, September 30, 13 current condition
  6. 6. five questions ✤ what is the target condition? ✤ what is the current condition? ✤ what are a few obstacles to achieving the target condition? ✤ which obstacle will you experiment on today? ✤ What is your experiment? ✤ (when can we go and see the results of your expreiment?) Monday, September 30, 13
  7. 7. what happened ✤ our first target condition was to get all of the work in the kanban and make it visible. ✤ we did and we started noticing stuff like distractions and interuptions (aka Newmans) ✤ we had no idea what we were doing so built simple project plans ✤ we had lots of issues started doing RCA on breaks ✤ built a feedback loop to dev to fix issues ✤ we built a list of techical debt projects we wanted to get done Monday, September 30, 13
  8. 8. paying off murphy ✤ we set a new target condition of putting at least half of our effort toward paying down tech debt as a team and still meeting priorities. ✤ we failed over and over ✤ obstacles ✤ better project plans - not overly planned just needed to est cadence and prevent driveby’s ✤ we needed dev to fix some things ✤ we needed a mission to help us stay on track Monday, September 30, 13
  9. 9. slog ✤ every day one standup -one obstacle - one experiment - one 5q ✤ like climbing one stair a day ✤ we hit our target condition once ✤ we hit it twice Monday, September 30, 13
  10. 10. we now believed we could ✤ we realized what we really wanted (our Stake) ✤ we realized unplanned work was getting inour way ✤ the kanban painted an actual picture ✤ we decided to use the kanban to investigate. ✤ lots of experiments ✤ lots of failure ✤ we recruited help from dev and brough another team in Monday, September 30, 13
  11. 11. it is growing ✤ we are adding another small team to start expreimenting ✤ they are downstream from the constraint (us) ✤ we will add another team to our merry band ✤ now dev and engineering can see our backlogs ✤ we can coordinate ready and doing for faster flow ✤ we are running the larger system at the speed of the constraint (us) Monday, September 30, 13
  12. 12. throughput is up ✤ we are now all moving toward continuous delivery ✤ it will be our new target condition ✤ we will remove or dis-solve all of the obstacles ✤ we have a simple method to navigate uncertainty (the scientific method) Monday, September 30, 13
  13. 13. current condition ✤ our teams are building faster feedback loops ✤ we are planning missions together ✤ we can run “plays” ✤ we can absorb unexpected events without losing our memory aand crashing commitments ✤ people wait on us less (lower cycle time) Monday, September 30, 13
  14. 14. Monday, September 30, 13
  15. 15. ✤ Kevin Behr @kevinbehr ✤ kevin.behr@assemblagepointe.com ✤ Jess Palmer @crocketttubbs ✤ jpalmer@hedgeserv.com Monday, September 30, 13

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