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ksse@polopoly
How we re-did the despair section to a task
               force team
Polopoly – Web Content Management
Polopoly – the enterprise

 Software product company
 Enterprise web content management
 Demanding customers: DN, Expressen, SVT, NRK, SJ...
 Product development
 Support
 Professional services
 Started Scrum-ing 2008
Problem with Scrum


    "No Interference, No Intruders, No Peddlers
- No person outside the team can change the scope or nature of
         the work the team is doing during the sprint"
                     (Schwaber & Beedle)‫‏‬
Scrum – the dome
 The team commit builds on trust
 A closed door politics
 A Scruming team can only respond to external
  changes between sprints: the door is only opened
  every fortnight
All is not calm outside
Things happens all the time

 Bugs in released software
 Difficult support questions
 Projects needing help
A lot of despair
What to do?

 As a ScrumMaster you should protect the team(s).
 What to do when you can not handle all the panic
  yourself?
 We wanted to create a taskforce team: T3
To Serve and Protect
Requirements

 Always ready to serve
 Small stories handled one at a time
 JIT planning
 Protect the other teams
 Staffed from different departments (doing service)‫‏‬
 Constantly learning and self-organizing
 But it could not be Scrum. No batch and deliver at all
 We had to find another model/process
The Toyota Way: Teams
From Scrum to Lean - looking at Toyota

 Sort of like a plant at Toyta
 One vehicle at a time
 Signaling needs for an item with a kanban system
 The Scrum board becomes a signaling system for JIT
  planing and delivery
Kanban
KSSE

 We found a small bunch of people working with defining a
  process like this for software engineering
 Kanban System for Software Engineering
 Kanban System for Sustaining Engineering
 Focus: Use the visual signaling system as an engine to
  drive the process
Kanban properties (infoq)‫‏‬
   Physical: It is a physical card. It can be held in the hand, moved, and put into or onto
    something.

   Limits WIP: It limits WIP (Work-In-Process), i.e. prevents overproduction.

   Continuous Flow: It notifies needs of production before the store runs out of stock.

   Pull: The downstream process pulls items from the upstream process.

   Self-Directing: It has all information on what to do and makes production autonomous in a
    non-centralized manner and without micro-management.

   Visual: It is stacked or posted to show the current status and progress, visually.

   Signal: Its visual status signals the next withdrawal or production actions.

   Kaizen: Visual process flow informs and stimulates Kaizen.

   Attached: It is attached to and moves with physical parts supplied.
T3 kanban board
Emerg-
 ency         7         Work
  slot     queues      In Wait
            max         State
            12 tp

                                  DOD:ed
                                 this week
  To be
 planned

            Work
             In
                       Done
           Process
Story card
T3 wiki (DOD)‫‏‬
Takt

 We still have a daily Scrum to go through last days work
  and speak about what is coming
 We have a retrospective every week to get a feeling of
  closure often
TODO


 Measure Cykle time better
 Better work with impediments
 Probably more ... inspect and adapt
Read more...

•http://del.icio.us/peter.antman/kanban

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Kanban at Polopoly

  • 2. How we re-did the despair section to a task force team
  • 3.
  • 4. Polopoly – Web Content Management
  • 5. Polopoly – the enterprise  Software product company  Enterprise web content management  Demanding customers: DN, Expressen, SVT, NRK, SJ...  Product development  Support  Professional services  Started Scrum-ing 2008
  • 6. Problem with Scrum "No Interference, No Intruders, No Peddlers - No person outside the team can change the scope or nature of the work the team is doing during the sprint" (Schwaber & Beedle)‫‏‬
  • 8.  The team commit builds on trust  A closed door politics  A Scruming team can only respond to external changes between sprints: the door is only opened every fortnight
  • 9. All is not calm outside
  • 10. Things happens all the time  Bugs in released software  Difficult support questions  Projects needing help
  • 11. A lot of despair
  • 12. What to do?  As a ScrumMaster you should protect the team(s).  What to do when you can not handle all the panic yourself?  We wanted to create a taskforce team: T3
  • 13. To Serve and Protect
  • 14. Requirements  Always ready to serve  Small stories handled one at a time  JIT planning  Protect the other teams  Staffed from different departments (doing service)‫‏‬  Constantly learning and self-organizing  But it could not be Scrum. No batch and deliver at all  We had to find another model/process
  • 16. From Scrum to Lean - looking at Toyota  Sort of like a plant at Toyta  One vehicle at a time  Signaling needs for an item with a kanban system  The Scrum board becomes a signaling system for JIT planing and delivery
  • 18. KSSE  We found a small bunch of people working with defining a process like this for software engineering  Kanban System for Software Engineering  Kanban System for Sustaining Engineering  Focus: Use the visual signaling system as an engine to drive the process
  • 19. Kanban properties (infoq)‫‏‬  Physical: It is a physical card. It can be held in the hand, moved, and put into or onto something.  Limits WIP: It limits WIP (Work-In-Process), i.e. prevents overproduction.  Continuous Flow: It notifies needs of production before the store runs out of stock.  Pull: The downstream process pulls items from the upstream process.  Self-Directing: It has all information on what to do and makes production autonomous in a non-centralized manner and without micro-management.  Visual: It is stacked or posted to show the current status and progress, visually.  Signal: Its visual status signals the next withdrawal or production actions.  Kaizen: Visual process flow informs and stimulates Kaizen.  Attached: It is attached to and moves with physical parts supplied.
  • 20. T3 kanban board Emerg- ency 7 Work slot queues In Wait max State 12 tp DOD:ed this week To be planned Work In Done Process
  • 23. Takt  We still have a daily Scrum to go through last days work and speak about what is coming  We have a retrospective every week to get a feeling of closure often
  • 24. TODO  Measure Cykle time better  Better work with impediments  Probably more ... inspect and adapt