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Once upon  a time...
Jean - François        IT Dev background        Team lead        Agile virus        CSM + CSPO        Continuous          ...
ContextBusiness Process Re-engineeringArchitectural RenewalUnstable legacy apps
Government StereotypesSlow decision making
Government Stereotypes      Fire fightinghttp://www.flickr.com/photos/roberto_ferrari/139349655/
Government StereotypesElection Fever                 http://www.flickr.com/photos/andresrueda/3407340937
Government StereotypesLow personal motivation                 http://www.flickr.com/photos/code_martial/4145914957/
ContextAgile coaching efforts•   Planning•   Communication•   Process visualization•   Continuous improvement•   Stakehold...
ContextWhy me?A man without government for 327 days!
One month ago in PolandA man without government for 291 days!
the ResultsAgile made problems visibleFight for resources / priorityDisruptions made planning hard >  expectations not met...
Need for ChangeFocus was too narrow                           suboptimizing      input                WE     output  THEM ...
Kanban adoption1 pilot productHow do we start? “Draw the workflow!”
Kanban adoption1 st attempt
Kanban adoption2 nd attempt
Kanban adoptionInitial workflow
Improving1st Retrospective• WIP limits well respected –+ visualization of issues• Missing visualization of detailed tasks•...
Improving1st Retrospective (cont’d)• Needed different level of feature detailBusiness request:“Customers have to be able t...
Agile team would split this into:1.   As a user I want to fill in a new reservation...2.   As a user I want to send my res...
Suppose we used user stories in the   flow:                           As a user I    As a user I      As a user I want    ...
Improving1st Retrospective (cont’d)• Walking the board took longer than daily  standup• Big difference in size of work ite...
ImprovingResult
Improving
Improving
Discoveries2nd Retrospective• Easier prioritization• Easier validation
“A politician needs the abilityto foretell what is going to happentomorrow, next week, next month,and next year.And to hav...
Discoveries2nd Retrospective (cont’d)• Limitations of the physical task  board  • Bigger teams ~ distributed  • More admin...
Discoveries2nd Retrospective (cont’d)• Lost focus
Discoveries2nd Retrospective (cont’d)• WIP limits + pull made things happen• People idle causes action!WIP limits enable m...
Discoveries2nd Retrospective (cont’d)• Still fight for resources / prioritiesWhy? Step out, watch from customer viewpoint
1 project asks to put stuff in queue  & prioritizeWhat about non-project related  work?Confusing for stakeholders
Hybrid                         KANBAN SCRUM               1 st              ReleaseNew ProductDevelopment             Prod...
Service Levels1. % of total capacity / project
Service Levels2. Classes of service / project
Service LevelsNo percentiles yetNo cost of delay yet
The FutureFull Kanban flow? With cadance? Product Development + Product Maintenance & ExtensionFaster & smaller deployment
The Future1st step to DevOps?
In many organizations today              dev     dev         dev         sys    sys   sysREADY   ...     ...         ...  ...
In some organizations tomorrow?              dev     sys         dev         sys         dev   sysREADY   ...     ...     ...
Afterthoughts Is Kanban lessteam focused?
Afterthoughts    Do you need this   in a highly mature,stable business setting?
AfterthoughtsWhat added valuewould Kanban bring in Government?
ConclusionWe owe it to ourselves!Government must keep trying to improveWe’re paying for it!
Kanban and Government
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Kanban and Government

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Kanban and Government

  1. 1. Once upon a time...
  2. 2. Jean - François IT Dev background Team lead Agile virus CSM + CSPO Continuous improvement Pragmatic
  3. 3. ContextBusiness Process Re-engineeringArchitectural RenewalUnstable legacy apps
  4. 4. Government StereotypesSlow decision making
  5. 5. Government Stereotypes Fire fightinghttp://www.flickr.com/photos/roberto_ferrari/139349655/
  6. 6. Government StereotypesElection Fever http://www.flickr.com/photos/andresrueda/3407340937
  7. 7. Government StereotypesLow personal motivation http://www.flickr.com/photos/code_martial/4145914957/
  8. 8. ContextAgile coaching efforts• Planning• Communication• Process visualization• Continuous improvement• Stakeholder management• Self-organization
  9. 9. ContextWhy me?A man without government for 327 days!
  10. 10. One month ago in PolandA man without government for 291 days!
  11. 11. the ResultsAgile made problems visibleFight for resources / priorityDisruptions made planning hard > expectations not metBig variety of workSpecialistsNot giving good customer service
  12. 12. Need for ChangeFocus was too narrow suboptimizing input WE output THEM THEM
  13. 13. Kanban adoption1 pilot productHow do we start? “Draw the workflow!”
  14. 14. Kanban adoption1 st attempt
  15. 15. Kanban adoption2 nd attempt
  16. 16. Kanban adoptionInitial workflow
  17. 17. Improving1st Retrospective• WIP limits well respected –+ visualization of issues• Missing visualization of detailed tasks• Missing a planning meeting
  18. 18. Improving1st Retrospective (cont’d)• Needed different level of feature detailBusiness request:“Customers have to be able to fill in a reservation, send it to the planning department and get a confirmation email with pdf attachment”
  19. 19. Agile team would split this into:1. As a user I want to fill in a new reservation...2. As a user I want to send my reservation...3. As a user I want to receive an e-mail confirmation with my reservation in pdf attachment so that I ...
  20. 20. Suppose we used user stories in the flow: As a user I As a user I As a user I want want to fill want to send to receive an in a new my e-mail reservation reservation... confirmation ... TOO Low TOO Low TOO Not all Level for Level too OK OK Low applicableStakeholders early Level READY Analysis DESIGN DEV TEST VALI PROD 2 2 1 2 2 1
  21. 21. Improving1st Retrospective (cont’d)• Walking the board took longer than daily standup• Big difference in size of work items• Need for progress visualization
  22. 22. ImprovingResult
  23. 23. Improving
  24. 24. Improving
  25. 25. Discoveries2nd Retrospective• Easier prioritization• Easier validation
  26. 26. “A politician needs the abilityto foretell what is going to happentomorrow, next week, next month,and next year.And to have the ability afterwards to explain why it didnt happen.”W. Churchill
  27. 27. Discoveries2nd Retrospective (cont’d)• Limitations of the physical task board • Bigger teams ~ distributed • More administration ~ measuring • Progress visualization
  28. 28. Discoveries2nd Retrospective (cont’d)• Lost focus
  29. 29. Discoveries2nd Retrospective (cont’d)• WIP limits + pull made things happen• People idle causes action!WIP limits enable more cross- functional collaboration
  30. 30. Discoveries2nd Retrospective (cont’d)• Still fight for resources / prioritiesWhy? Step out, watch from customer viewpoint
  31. 31. 1 project asks to put stuff in queue & prioritizeWhat about non-project related work?Confusing for stakeholders
  32. 32. Hybrid KANBAN SCRUM 1 st ReleaseNew ProductDevelopment Product Maintenance & Extension
  33. 33. Service Levels1. % of total capacity / project
  34. 34. Service Levels2. Classes of service / project
  35. 35. Service LevelsNo percentiles yetNo cost of delay yet
  36. 36. The FutureFull Kanban flow? With cadance? Product Development + Product Maintenance & ExtensionFaster & smaller deployment
  37. 37. The Future1st step to DevOps?
  38. 38. In many organizations today dev dev dev sys sys sysREADY ... ... ... ... ... ... PROD 2 1 2 3 2 1
  39. 39. In some organizations tomorrow? dev sys dev sys dev sysREADY ... ... ... ... ... ... PROD 2 1 2 3 2 1
  40. 40. Afterthoughts Is Kanban lessteam focused?
  41. 41. Afterthoughts Do you need this in a highly mature,stable business setting?
  42. 42. AfterthoughtsWhat added valuewould Kanban bring in Government?
  43. 43. ConclusionWe owe it to ourselves!Government must keep trying to improveWe’re paying for it!

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