Title: Kanban – Common sense in a new light

1. © CGI Group Inc. CONFIDENTIAL
KANBAN
The Uncommon Application of Common Sense

2. Biggest driver of today's sustained growth is
the Client Experience
Transparency
&
Team Synergy
Challenge
Assumptions
&
Limit WIP
Continuous
Flow
Deep User
Empathy
through
Continuous
Feedback Loop
Improve
Colloboratively
and evolve
experimentally
Continuous
Learning
‘Kaizen’
Culture!
creative & iterative
prototype to learn;
Enjoying risks
Celebrating Failures
Create Continuous Process Flow to
move information fast by linking
process and people together through
Visual Management
2

3. Common sense in a new light
Our Solution: Leaner Service Delivery
3

4. 4
Our Strategy : Continuous Flow of Information
ContinuousPlanning
TestDrivenDevelopment
ContinuousIntegration
ContinuousTesting
ContinuousDelivery
ContinuousDeployment
ContinuousMonitoring&
Operations
Continuous Innovation
Continuous Feedback
and Optimization
Continuous flow with regular feedback provides an Adaptive Capability on
what Clients really want and shift direction with agility
4
Continuous Learning

5. Client and Delivery Centric Methodology
• Systematic approach to Application
Maintenance, based on the KANBAN
• Methodical and systematic use of best
practices
• Adaptable, flexible, agile
• High quality results while reducing
dependencies to specific individuals - The
champions!
• Driven by internal / external metrics or KPI by
reducing WIP
• Operates a mandatory set of daily activities
and robust processes
• Minimizes time wasted in performing
application maintenance processes

6. Pre-morning
Negotiations
Daily morning
meeting
Morning
Negotiations
Daily meetings
Help
The team monitors res-
ponse time through
KANBAN dashboards
& conducts mini-
interventions
Ping-Pong Process
The team Driver/
Navigator does its
work by the principle of
“Plan-Do-Check-Act”
Dispatcher
Oversees task dispatch
Team of Driver/Navigator
Each task is assigned to at least
two individuals
Chess Master
Broad understanding of
the portfolio, architecture
Experienced player in the team
Customized : Roles & Components
Roles
Components

7. Visual Management Board Implementation
Visual Management Board was designed which consists of:
• Product (application) and process information
• Standard work instructions: Plans, processes, procedures
• Performance information: Tracking against KPIs / metrics
• Status of current issues and improvement activities
• Schedules of maintenance or other support activities
7
Catalyze Collaboration through Visual Management
Transparency
&
Team Synergy

8. Process Retrospective Visual Management
Daily operational meetings
End to End (Dev, Ops …)
Cross-Functional collaboration
Mastering
Team
Work
360 Approach
What gets measured & displayed gets done!
What you cannot see, you cannot manage!

9. Heijunka (Load Balancing)
Bottlenecks Identified:
As part of Value Stream Mapping key Bottlenecks
activities were identified in the process :
1. At the beginning of the process, delays occurred in
clarification requested for CR from Client
2. Delay occurred for the information requested for
impact assessment on the CR from SME‟s
3. Delay occurred for approval from Client on the
work order submitted
Improvement actions implemented
• Standard Kanban dashboard comprising of Average Wait
Times at key statuses, Lead Times are published, which
provides a consolidated view of change management service
• Setting WIP limits balancing between capability & Demand.
key bottlenecks were monitored and trended with targets to
maintain the number of CRs requiring clarification
• Regular review on all CRs waiting clarification and internal
review on CRs awaiting DIA, planned dates and delivery
• Defined and Implemented formal process for transitioning
„standard‟ changes to the Service Catalogue by making
Process Policies Explicit
• Industrialized the process of pricing DIA‟s by training all
change coordinators.
Key Bottleneck
Workflow Queues
Jan'16 Aug’16
Percentage
Reduction
Clarification Requested 13 1 90%
Impact Assessment
Requested
7 3 55%
Work Order Submitted 14 1 90%
Lead Time to Deliver 24 12 50%
Reduction in Average Waiting Time (Days)
Business Benefits:
9
Challenge
Assumptions
&
Limit WIP

10. Business Agility & Time-2-Market
Challenges
• Miss alignment and missed commitments.
• High operational cost, complexity & high
friction multiple team engagement.
• Inadequate support, quality & sync. Issues.
Benefits
• Faster Time to Market
• Cost reduction by automation
• Reduced complexity & involvement by multiple
teams
TDD & Automated
Tests
Automated Build &
Quality Assurance
Automated
monitoring & backlog
update
Automated Config &
data management.
Integrated health
models &
instrumentation
Continuous
Flow
Collaboratively designed Automation through continuous
experimentation to proactively drive improvements

11. Implementation Scorecard
Levels of Maturity used
Not followed (Maturity 0)
Partially implemented (Maturity 1)
Fully implemented (Maturity 2)
Indicators used for
Assessment of Team
Weight
age
Pre-Morning Discussions 5%
Morning Discussions 10%
Driver / Navigator Assignment 10%
Mini Interventions 5%
Ping Pong Document 10%
Maintenance of Visual
Management Board
10%
4Tier meeting* & Captain's
Corner
5%
Skills Matrix 10%
Leave Calendar 5%
Team objectives 20%
Team Retrospection 10%
Example of report
from Implementation
scorecard
=> Average
Maturity
Score
*Weekly & Monthly reviews as others are covered separately
Team
Maturity
Catalyze Collaboration through Visual Management

12. 5
10
1
10
I
M
P
A
C
T
S
C
O
R
E
High
Difficult Easy
DO-ABILITY SCORE
9
5
4
31
7
6 8
10
Continual Improvement & Innovative IDEAs Snapshot
Sl
No*
IDEAs to fix existing issues
2
Fine tune the PYUGEN
process to make use of multi
threaded functionality
5
Fine tune the HCM DB
servers based on the best
practice and setup
recommendations from
Oracle
7
include Google chrome to the
level 1 apps.
8
To set the value for log file
name convert parameter
9
Fine tune kernel database
based on the oracle
recommendations
10
• Updates of DR sheet
during the Change request
closure.
• Regular update of support
status register.
Low
Sample of
IDEAs having
High Impact
and Easy to
Implement
*Sl No references are from the IDEA Log
2
11
1
12 14 13
12
5
FOCUS
ARES
Improve
Colloboratively
and evolve
experimentally

13. Became a Learning Organization for Sustenance
• Closely monitoring of the incidents / issues through Kanban dashboard to ensure that the
service issues are not recurring in the future.
• Training & coaching members by Central team to follow the systematic approach
• Regular Sample Audit by Quality team to check the adherence of the Improved process
Proactiveness – Team efficiency – Continuous improvement;
Client impact focus to maximize Business Benefits
Mandatory
Trainings /
E – Learning's
Problem Solving
workshops
Lean; Kanban
Trainings
Process
Communications
13
Continuous
Learning
‘Kaizen’
Culture!

14. Challenges
14
• Lack of experience with Kanban way of working
• Team members tend to fall back on using traditional methods
• Hard to select tasks according to business priorities
• Teams lacking decision making ability and authority
• Hard to manage WIP limits

15. Increase number of
knowledgeable people on
one or more applications
thereby decreasing risks
during contingencies
Reduce number of
champions within team
and increase average
level of knowledge
Increase visibility on
member‟s time and work
assignments
Increase productivity and
overall performance due
to centralization of know-
ledge (Repository)Enhance quality
of service to customers
Reinforce behavioural
evolution towards
Mgmt. objectives
Increase team
spirit!
1 3
2 4
5
6
7
Key Benefits

16. Our commitment to you
We approach every engagement with one
objective in mind: to help clients succeed