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Kanban for Web Operations - LSE's experience

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Slides from our case study from JBoye 12 in Aarhus.

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Kanban for Web Operations - LSE's experience

  1. 1. Using Kanban to Improve Web Operations LSE Case StudyLSE Kanban Case StudyNov 2012 1
  2. 2. Contents Web Operations: the Issue Kanban System as designed System in practice Lessons learnedLSE Kanban Case StudyNov 2012 2
  3. 3. LSE Kanban Case StudyNov 2012 3 Horia Varlan
  4. 4. Complex workload mix Wide range of skills Short deadlines Lots of intangibles (hard to track) (hard to manage & improve) Lots of external partiesLSE Kanban Case StudyNov 2012 4 Lingaraj G J
  5. 5. The Spiral of Death People can’t see &understand workload Low confidence Make noise (status reports, etc) Reduced capacity to deliver Add work “just in case” Context switching Large backlog Effort to manage Effort to prioritise ReworkLSE Kanban Case Study Queuing delayNov 2012 5
  6. 6. Kanban Literally “signal card” “Pull” system using signal cards to manage the flow of work 5 Principles  Visualise the workflow  Limit WIP  Manage flow  Make process policies explicit  Improve collaboratively (using models and experiments)LSE Kanban Case StudyNov 2012 6
  7. 7. Board
  8. 8. Best Practice No such thing as the perfect kanban system Mindset: Start where you are Make bottlenecks visible Evolve through experiments to eliminate bottlenecks KaizenLSE Kanban Case StudyNov 2012 8
  9. 9. Reasons for managing WIP Surface flow issues (dependencies, capacity limits, etc)rapidly & resolve them by:  Swarming  Adjusting policies  Raising an issue  … Reduce queuing delays and hence:  Speed up feedback loops, so we learn and refine faster  Reduce time wasted on context switches, requirements decay, etc  Improve speed of response to requests  Kill the spiral of deathLSE Kanban Case StudyNov 2012 9
  10. 10. Starting PointLSE Kanban Case StudyNov 2012 10
  11. 11. Backlog Input Queue Work in Progress Output Displaced DoneExternal Analysing Ready Doing In Production UsageRequests WIP = 3 + WIP = 1 anal. WIP = Team size + 1 + Reviewed expedite + 2 inter-team ExpediteHigh WIP=3 In-House Expedit e Management & GovernanceMedium WIP=3 Analysis Interteam Expedit e Interteam OperationsLow Production Expedit Analysis Interteam e Interteam OperationsInternal Design Expedit eStrategy & Analysis Interteam InterteamCapacity OperationsImprovements Editorial ExpeditHigh WIP=3 e Analysis Interteam InterteamMedium Operations WIP=3 Rich Media Expedit Analysis Interteam eLow Interteam Operations Agency Issues LSE Kanban Case Study IT Nov 2012 Client
  12. 12. Name Deadline IDOwnership Originator Worker / Internal OwnerInterdependencies Related ItemsSystems / ComponentsDescription & Notes Also use • Colour (Originator) • Size (Effort estimate) • Rotation (Blockage) 14
  13. 13. Name Done Doing Timing Ready Stage Backlog Analysis Displaced In Production Date & TeamUsage Reviewed Date Date Date / Team 1 Date / Team 1 Date / Team 215 Date / Team 2 Date / Team 2 Date / Team 1 Date / Team 1 Date / Team 1 ID Date Deadline Date
  14. 14. Backlog Input Queue Work in Progress2) Finish item Output Displaced DoneExternal Analysing Ready Doing In Production UsageRequests WIP = 3 + WIP = 1 anal. WIP = Team size + 1 + Reviewed expedite + 2 inter-team ExpediteHigh WIP=3 In-House Expedit e Management & GovernanceMedium WIP=3 Analysis Interteam Expedit e Interteam OperationsLow Production Expedit Analysis Interteam e Interteam OperationsInternal Design Expedit eStrategy & Analysis Interteam InterteamCapacity OperationsImprovements Editorial ExpeditHigh WIP=3 e Analysis Interteam InterteamMedium Operations WIP=3 Rich Media Expedit Analysis Interteam eLow Interteam Operations Agency Issues LSE Kanban Case Study IT Nov 2012 Client
  15. 15. Backlog Input Queue Work in Progress4) Internal depend Output Displaced DoneExternal Analysing Ready Doing In Production UsageRequests WIP = 3 + WIP = 1 anal. WIP = Team size + 1 + Reviewed expedite + 2 inter-team ExpediteHigh WIP=3 In-House Expedit e Management & GovernanceMedium WIP=3 Analysis Interteam Expedit e Interteam OperationsLow Production Expedit Analysis Interteam e Interteam OperationsInternal Design Expedit eStrategy & Analysis Interteam InterteamCapacity OperationsImprovements Editorial ExpeditHigh WIP=3 e Analysis Interteam InterteamMedium Operations WIP=3 Rich Media Expedit Analysis Interteam eLow Interteam Operations Agency Issues LSE Kanban Case Study IT Nov 2012 Client
  16. 16. Name Deadline IDTiming Date & Team Date / Team 2 Date / Team 2 Date / Team 1 Date / Team 1 Date / Team 1 Date / Team 2 Date / Team 1 Date / Team 1 Date Date Date Date Stage Backlog Awaiting Resource Analysis Analysis Ready Sign Off Displaced Doing Done In Production Working Usage Reviewed 26
  17. 17. Metrics & ReportingBacklog Cycle Analysis Await Resource External Working Sign Off Size of backlog  No of items; rough estimate of time to complete them Cycle time versus size of work item  Min, max, average, distribution Percent of cycle time item is  In Analysis (Ready-Analysis time)  Awaiting resources (Doing-Ready + Doing-Displaced time, across internal teams)  Being worked on internally (Done-Doing time across all internal teams)  Being worked on by external team (Done-Ready time for external teams)  Awaiting sign-off (In Production-Done time) Throughput  No of items completed over a period, and hence average throughput Usage  Actuals (usage statistics, satisfaction) versus targets in PDLSE Kanban Case StudyNov 2012 29
  18. 18. Board
  19. 19. Graham Oakes Ltd Making sense of technology…  Many organisations are caught up in the complexity of technology and systems.  This complexity may be inherent to the technology itself. It may be created by the pace of technology change. Or it may arise from the surrounding process, people and governance structures.  We help untangle this complexity and define business strategies that both can be implemented and will be adopted by people throughout the organisation and its partner network. We then help assure delivery of implementation projects. Clients…  Cisco Worldwide Education – Architecture and research for e-learning and educational systems  Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems  Dover Harbour Board – Systems and architecture review  MessageLabs – Architecture and assurance for partner management portal  National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy  The Open University – Enterprise architecture, CRM and product development strategies  Oxfam – Content management, CRM, e-Commerce  Thames Valley Police – Internet Consultancy  Sony Computer Entertainment – Global process definition  Amnesty International, Endemol, tsoosayLabs, Vodafone, …LSE Kanban Case StudyNov 2012 37

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