Tales of...

Kanban
Experience
Evolutionary software development
- by Mattia Battiston -
Welcome to P-Lab!
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Mattia

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IT consulting agency (custom software for
companies + support)
about 8 devs + 3...
new big project: CFI
But can’t talk
to users
Rewrite a
COBOL app

QA at the end

600 days; will
400 do?

WE’RE GOING ON AN...
discovering Kanban...
practices

VISUALIZE
values

START WITH
WHAT YOU DO

EVOLVE
EXPERIMENTALLY

INCREMENTAL,
EVOLUTIONAR...
Visualize
Step 1: value stream mapping
Visualize
Step 2: first board
Visualize
Step 3: evolve to keep aligned with reality
Visualize: lesson learnt
Reflect reality

Be creative & use different levels
Visualize: NIM
From this...
Visualize: NIM
...value stream mapping...
Visualize: NIM
...to this!
NIM: The horizon
Limit WIP
WIP Limits in action
TODO

C

DEV (2)

A

D
B
E

F

One day in Kanban-land

DEPLOY INT.
(2)

TEST INT. (2)

DONE
WIP Limits in action
TODO

DEV (2)

C

DEPLOY INT.
(2)

A

D
B
E

F

One day in Kanban-land

TEST INT. (2)

MAMMA MIA,
THE...
WIP Limits in action
TODO

DEV (2)

C

DEPLOY INT.
(2)
YEAH, C IS FINISHED!
HANG ON, I CAN’T MOVE IT
FORWARD!

A

D
B
E

F...
WIP Limits in action
TODO

DEV (2)

C

DEPLOY INT.
(2)

TEST INT. (2)

A
LET’S WORK TOGETHER AND
FIX THE DEPLOY

D
B
E

F
...
WIP Limits in action
TODO

DEV (2)

DEPLOY INT.
(2)

TEST INT. (2)

C

A

D
B
E

F

One day in Kanban-land

DONE

I COULD ...
WIP Limits in action
TODO

DEV (2)

DEPLOY INT.
(2)

D

C

TEST INT. (2)

DONE

A

B

E

F

One day in Kanban-land
Limit WIP: lesson learnt
●
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●
●

●
●
●
●

Avoid local optimization, always look at the whole process
Made problems emerge...
WIP LIMITS ARE COUNTERINTUITIVE

PEOPLE ARE WATCHING YOU, AND MIGHT NOT UNDERSTAND
Limit WIP: NIM
Manage Flow: standup
Standup: from zombies...

I WORKED ON A
STORY

I WORKED ON A
STORY

I CAN’T REMEMBER
RELEASE TESTING
Manage Flow: standup
… to FLOW
2 questions:
● what can be pulled to DONE today?
● what’s stopping each card from flowing
t...
Manage Flow: iteration
Monday morning checkpoint: “iteration planning”
● week review: what have we done last week?
● on th...
Manage Flow: story size
●

●
●

features broken into very small tasks
e.g.: draw simple page using dummy service; implemen...
Manage Flow: metrics
PROJECT BURNUP CHART

CUMULATIVE FLOW DIAGRAM

AT THE TIME WE WERE
DOING IT WRONG.
NOW I KNOW IT’S
VE...
Manage Flow: lesson learnt
●
●
●
●

small tasks with WIP limit made us go very fast
focus on what you can finish instead o...
NIM: CFD

WIP

LEAD TIME
Feedback loops
“95% of the performance of an organization is attributable to the
system and 5% is attributable to the peop...
Moral: Kanban values
●
●

●

start with what you do now & respect current roles
○ we didn’t and resulted in fights with ma...
Books + references
Kanban experience @ Sky's lightning talks   17-12-2013
Kanban experience @ Sky's lightning talks   17-12-2013
Kanban experience @ Sky's lightning talks   17-12-2013
Kanban experience @ Sky's lightning talks   17-12-2013
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Kanban experience @ Sky's lightning talks 17-12-2013

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a 10 minutes lightning talk about my experience with Kanban in my previous workplace
http://goo.gl/u36FOi

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Kanban experience @ Sky's lightning talks 17-12-2013

  1. 1. Tales of... Kanban Experience Evolutionary software development - by Mattia Battiston -
  2. 2. Welcome to P-Lab! ● ● ● ● ● ● Mattia ● IT consulting agency (custom software for companies + support) about 8 devs + 3 managers one big bank client Joined in October 2011 (until september 2013) found total chaos! Waterfall, command & control, micro management, continuous interruptions, etc. etc. etc. Demotivated people, low quality products, fire fighting, long hours Nothing was ever improving!
  3. 3. new big project: CFI But can’t talk to users Rewrite a COBOL app QA at the end 600 days; will 400 do? WE’RE GOING ON AN ADVENTURE!
  4. 4. discovering Kanban... practices VISUALIZE values START WITH WHAT YOU DO EVOLVE EXPERIMENTALLY INCREMENTAL, EVOLUTIONARY CHANGES LIMIT WIP RESPECT CURRENT ROLES MANAGE FLOW FEEDBACK LOOPS LEADERSHIP AT ALL LEVELS EXPLICIT POLICIES
  5. 5. Visualize Step 1: value stream mapping
  6. 6. Visualize Step 2: first board
  7. 7. Visualize Step 3: evolve to keep aligned with reality
  8. 8. Visualize: lesson learnt Reflect reality Be creative & use different levels
  9. 9. Visualize: NIM From this...
  10. 10. Visualize: NIM ...value stream mapping...
  11. 11. Visualize: NIM ...to this!
  12. 12. NIM: The horizon
  13. 13. Limit WIP
  14. 14. WIP Limits in action TODO C DEV (2) A D B E F One day in Kanban-land DEPLOY INT. (2) TEST INT. (2) DONE
  15. 15. WIP Limits in action TODO DEV (2) C DEPLOY INT. (2) A D B E F One day in Kanban-land TEST INT. (2) MAMMA MIA, THE DEPLOY IS BROKEN! DONE
  16. 16. WIP Limits in action TODO DEV (2) C DEPLOY INT. (2) YEAH, C IS FINISHED! HANG ON, I CAN’T MOVE IT FORWARD! A D B E F One day in Kanban-land TEST INT. (2) DONE
  17. 17. WIP Limits in action TODO DEV (2) C DEPLOY INT. (2) TEST INT. (2) A LET’S WORK TOGETHER AND FIX THE DEPLOY D B E F One day in Kanban-land DONE
  18. 18. WIP Limits in action TODO DEV (2) DEPLOY INT. (2) TEST INT. (2) C A D B E F One day in Kanban-land DONE I COULD START D, BUT...I BETTER FINISH A FIRST AND THEN CONCENTRATE ON D
  19. 19. WIP Limits in action TODO DEV (2) DEPLOY INT. (2) D C TEST INT. (2) DONE A B E F One day in Kanban-land
  20. 20. Limit WIP: lesson learnt ● ● ● ● ● ● ● ● Avoid local optimization, always look at the whole process Made problems emerge ○ where things got stuck it meant we had a problem, the process had to improve Forced us to solve the problems ○ when something was stuck we had to unblock it Forced us to finish stories rather than starting new ones ○ when choosing what to do we always preferred to work on something on the right to get it done Forced us to concentrate just on what we were doing ○ reduced context switch -> work faster ○ higher quality Forced us to have slack (or “extra capacity”) ○ when the limit was full we’d help others, discuss improvements, refactor, etc. ○ great for dealing with interruptions Start generous and keep tightening Play games to gain hindsights
  21. 21. WIP LIMITS ARE COUNTERINTUITIVE PEOPLE ARE WATCHING YOU, AND MIGHT NOT UNDERSTAND
  22. 22. Limit WIP: NIM
  23. 23. Manage Flow: standup Standup: from zombies... I WORKED ON A STORY I WORKED ON A STORY I CAN’T REMEMBER RELEASE TESTING
  24. 24. Manage Flow: standup … to FLOW 2 questions: ● what can be pulled to DONE today? ● what’s stopping each card from flowing to DONE? read from right to left
  25. 25. Manage Flow: iteration Monday morning checkpoint: “iteration planning” ● week review: what have we done last week? ● on the fly informal retrospective: what has slowed us down? what would make us go faster? ● bigger view: where are we in the project? how much is left to do? will we make it at this pace? ● this week: what should we work on?
  26. 26. Manage Flow: story size ● ● ● features broken into very small tasks e.g.: draw simple page using dummy service; implement one happy path in the service; implement another happy path; handle errors; make list paginated on the page; etc. each task flowed through the board benefits: easy to know when task is done; easy to test; sense of accomplishment; often parallelizable; reactive to interruptions; can decide to stop at any point; SMALL TASKS AND WIP LIMIT MADE US REALLY FAST!
  27. 27. Manage Flow: metrics PROJECT BURNUP CHART CUMULATIVE FLOW DIAGRAM AT THE TIME WE WERE DOING IT WRONG. NOW I KNOW IT’S VERY USEFUL TRACKING TASKS AT PROJECT LEVEL PROVED TOO FINE GRAINED VELOCITY CONFIRMED OUR FEELINGS, GREAT FOR FORECASTING
  28. 28. Manage Flow: lesson learnt ● ● ● ● small tasks with WIP limit made us go very fast focus on what you can finish instead of what you can start difficult to get metrics right: collect data instead and wait until you’re sure visualize at different levels: portfolio, project, iteration
  29. 29. NIM: CFD WIP LEAD TIME
  30. 30. Feedback loops “95% of the performance of an organization is attributable to the system and 5% is attributable to the people” - E. Deming ● ● ● team culture: don’t blame people, blame the process => celebrate problems! it’s the process telling you loud and clear where you can improve SOFT ON PEOPLE, HARD ON PROCESS
  31. 31. Moral: Kanban values ● ● ● start with what you do now & respect current roles ○ we didn’t and resulted in fights with management agree to pursue incremental, evolutionary change ○ visualize, limit wip, manage flow, feedback loops ○ improve everyday, don’t wait for a retro ○ your board, your charts, your metrics, your people, are trying to tell you something: listen! encourage act of leadership at all levels ○ don’t let politics stop you from improving
  32. 32. Books + references

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