Valtech's Prinicpal Consultant Kevin Murray, who has many years of real-world experience in delivering Agile across organisations in the Public Sector presented this Case Study: Using CFD, SPC and Kanban on UK Government IT projects at the Agile Business Conference 2011.

1. CFD, SPC & KANBAN ON UK GOV IT PROJECTS

2. 50 Projects
50 Development teams
50 Different Customers

3. Background

4. 7 SEPARATE LOCATIONS

6. CFD
SPC
Kanban

7. CUMULATIVE FLOW DIAGRAMS

8. WHY
Inspired by peers
Unfair perception of some projects
Focus on the projects with true WIP issues
The need to learn from the good examples
Get across the positive successes

9. Number of Problems
50
0
100
150
200
250
12/05
26/05
New
09/06
23/06
07/07
ALL PROJECTS
21/07
To Be Confirmed
04/08
18/08
Time
01/09
15/09
29/09
Work in Progress
13/10
27/10
Scheduled
10/11
24/11

10. Number of Problems
10
20
30
40
50
60
0
12/05
26/05
New
09/06
23/06
07/07
21/07
To Be Confirmed
MATURE PROJECT
04/08
18/08
Time
01/09
15/09
29/09
Work In Progress
13/10
27/10
10/11
Scheduled
24/11

11. Number of Problems
10
20
30
40
50
60
0
12/05
26/05
New
09/06
23/06
07/07
21/07
To Be Confrimed
04/08
CHAOTIC PROJECT
18/08
Time
01/09
15/09
29/09
Work In Progress
13/10
27/10
10/11
Scheduled
24/11

12. OUTCOMES
Supplier (and customer) able to focus on
the projects that needed the most help
More face to face time between customer
and projects where needed
Unearthed and resolved resourcing issues

13. STATISTICAL PROCESS CONTROL CHARTS

14. WHY
Understand variance and trends
Correct misconception of poor level of
service
Raise awareness of the high number of
incorrectly raised problems
The need to identify bottlenecks
Needed to learn from the good examples

15. ALL PROJECTS
300
Scheduled No Fix Required Scheduled Avg No Fix Required Avg
250
200
150
100
50
0
12/09
07/11
10/10
05/12
02/01
30/01
27/02
27/03
24/04
22/05
19/06
17/07
14/08
11/09
09/10
06/11

16. MATURE PROJECT
250
Scheduled No Fix Required Scheduled Avg No Fix Required Avg
200
150
100
50
0
07/11
11/09
10/10
05/12
02/01
30/01
27/02
27/03
24/04
22/05
19/06
17/07
14/08
09/10
06/11

17. CHAOTIC PROJECT
160
Scheduled No Fix Required Scheduled Avg No Fix Required Avg
140
120
100
80
60
40
20
0
19/06
17/07
07/11
05/12
02/01
30/01
27/02
27/03
24/04
22/05
14/08
11/09
09/10

19. OUTCOMES
Got positive message across at all levels
Additional management support
identified
Improved customer collaboration
Specific issues identified and resolved

20. KANBAN

21. PROJECT ISSUES
Developed by another supplier
Not documented very well
Performance issues
Buggy
Rare technology skill sets

22. DEVOPS (BY ACCIDENT, SORT OF…)
Live incident analysis
Bug Fixes
RFCs
New releases
Build & Release
= TOO MUCH WORK AND NOTHING GETTING DELIVERED

23. CUSTOMER RELATIONSHIP
Broken customer relationship
Quite an aggressive customer
Customer getting a very poor service
Nothing actually getting delivered
Poor communication (both ways)

24. CUSTOMER COULDN’T PRIORITISE

25. Order, don’t prioritise

26. COST OF DELAY
e.g. Additional work caused by workaround

27. COST OF DELAY
e.g. Risk of getting sued

28. COST OF DELAY
e.g. Legislative date

29. KANBAN

30. KANBAN BENEFITS
Limiting WIP
Involved the whole team
Identified bottlenecks
Effective ordering of tasks
Enabled continuous releases
Better customer relationship

31. VISIBLE IMPROVEMENT
180
Scheduled Scheduled avg No Fix Required No Fix Required avg
160
140
120
100
80
60
40
20
0
10/10
07/11
05/12
02/01
30/01
27/02
27/03
24/04
22/05
19/06
17/07
14/08
11/09
09/10

32. ?
ANY QUESTIONS …

33. kevin.murray@valtech.co.uk
http://www.valtech.co.uk
http://blog.valtech.co.uk
http://twitter.com/valtech
http://twitter.com/Kev_C_Murray