Session Overview :
How can continuous improvement culture and mindset be "transformed" with Lean and Kanban? What can corporate culture derive from and expand on cultures that still exist in Lean Manufacturing movement that began with TPS (Toyota Product System)? How can we leverage our knowledge of Lean and Kanban to transform organization's fitness for purpose? This is a workshop about a pictorial case study that shows how to apply Lean Manufacturing values, principles & best practices for continuous improvement in today's fast-paced IT landscape.
This document provides a quiz on Kanban fundamentals for beginners. It contains 15 multiple choice questions covering topics like the origins and meaning of Kanban, Lean principles, metrics, and comparisons to Scrum. The purpose is to help learn Kanban concepts and principles in an engaging quiz format.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
I decided to help all the freshmen and share the basic Kanban principles with them.
Good luck!
The document discusses Kanban, a Lean methodology based on visualizing workflows. It describes Kanban concepts like limiting work-in-progress and measuring lead times. The document then outlines several experiments using a Kanban game with roles like squares maker and triangles maker. Finally, it provides overviews of key Kanban techniques including cumulative flow diagrams and visualizing workflows.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Kanban method in four easy steps. Enjoy kanban.
Kanban in 4 easy steps is one of the most popular Kanban presentations. Learn how to successfully implement Kanban in your business process or life. Get to know basic Kanban principles and to see how easily you can improve your productivity using Kanban boards.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Intro to Kanban - AgileDayChile2011 KeynoteChileAgil
This document provides an introduction to Kanban, including what it is, why it would be used, and its origins and principles. Kanban is a pull-based system that uses visualization techniques like boards and limits on work-in-progress to regulate flow. It originated from the Toyota Production System and can be overlaid on software development processes. The document outlines how Kanban was implemented at one company and discusses scaling Kanban to larger projects. It also explains how Kanban encourages continuous improvement through evolutionary changes and how these principles form the Kanban Method for adopting Lean practices.
Kanban is a method for visualizing and limiting work in progress to improve flow and productivity. It involves mapping workflows, restricting work items in each stage, and measuring cycle times, lead times and throughput. Kanban boards are used to visualize workflows and work items moving through each stage. Implementing Kanban principles like continuous improvement and making policies explicit can help organizations become better and faster.
This document provides a quiz on Kanban fundamentals for beginners. It contains 15 multiple choice questions covering topics like the origins and meaning of Kanban, Lean principles, metrics, and comparisons to Scrum. The purpose is to help learn Kanban concepts and principles in an engaging quiz format.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
I decided to help all the freshmen and share the basic Kanban principles with them.
Good luck!
The document discusses Kanban, a Lean methodology based on visualizing workflows. It describes Kanban concepts like limiting work-in-progress and measuring lead times. The document then outlines several experiments using a Kanban game with roles like squares maker and triangles maker. Finally, it provides overviews of key Kanban techniques including cumulative flow diagrams and visualizing workflows.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Kanban method in four easy steps. Enjoy kanban.
Kanban in 4 easy steps is one of the most popular Kanban presentations. Learn how to successfully implement Kanban in your business process or life. Get to know basic Kanban principles and to see how easily you can improve your productivity using Kanban boards.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Intro to Kanban - AgileDayChile2011 KeynoteChileAgil
This document provides an introduction to Kanban, including what it is, why it would be used, and its origins and principles. Kanban is a pull-based system that uses visualization techniques like boards and limits on work-in-progress to regulate flow. It originated from the Toyota Production System and can be overlaid on software development processes. The document outlines how Kanban was implemented at one company and discusses scaling Kanban to larger projects. It also explains how Kanban encourages continuous improvement through evolutionary changes and how these principles form the Kanban Method for adopting Lean practices.
Kanban is a method for visualizing and limiting work in progress to improve flow and productivity. It involves mapping workflows, restricting work items in each stage, and measuring cycle times, lead times and throughput. Kanban boards are used to visualize workflows and work items moving through each stage. Implementing Kanban principles like continuous improvement and making policies explicit can help organizations become better and faster.
How to Get Started with Kanban, and WhyIngvald Skaug
Kanban is a lightweight framework for evolutionary change that encourages continuous flow. It visualizes workflow and limits work-in-progress to expose problems and improve processes. Kanban differs from Scrum in that it can work with any process and enables gradual, step-by-step improvements rather than prescribed processes. Limiting work-in-progress helps reduce multi-tasking and bottlenecks while improving predictability, quality, and flow.
Kanban and Scrum are both agile project management tools but differ in their level of prescription and adaptability. Kanban is more adaptive with fewer rules, using a visual board to limit work-in-progress and optimize flow. Scrum is more prescriptive, requiring fixed iterations and roles like Product Owner and Scrum Master. Both aim to deliver value continuously but Kanban allows more flexibility while Scrum provides more structure.
The document provides an introduction to Kanban, which is a set of ideas from lean thinking for managing knowledge work. It outlines the six core properties of Kanban: 1) visualizing work, 2) limiting work-in-progress, 3) managing flow, 4) making policies explicit, 5) implementing feedback loops, and 6) making continuous evolutionary improvements. The document emphasizes that Kanban promotes evolutionary, not revolutionary, change and respect for the current process.
Kanban is a scheduling and inventory control system used in lean manufacturing that focuses on limiting work-in-progress. It was developed by Toyota to improve production flow and involves visualizing and limiting work, continuously improving processes, and focusing on smooth workflow. Kanban boards make work visible and help teams collaborate to improve communication, identify issues, and empower self-managed processes.
Kanban is a lean project management system that uses visual cards or boards to manage work. It originated from Toyota in the 1940s and focuses on limiting work-in-progress to improve flow and productivity. A Kanban board visualizes tasks, resources, and workflow to simplify communication. Tasks are pulled into stages based on available capacity rather than being pushed based on schedules. The process involves mapping workflows, limiting work-in-progress, focusing on continuous flow, and continuously improving based on metrics.
This document provides an introduction to Kanban basics for beginners. It discusses the origins of Kanban in the Toyota Production System and how it was adapted for software development. The core Kanban principles are visualized workflow, limiting work in progress, and continuous improvement. Examples are given of how to apply these principles, such as using minimal marketable features and Little's Law to deliver faster. Prioritizing work based on business value, cost of delay, and resource availability is also covered. The document concludes with references and recommendations for further learning about Kanban.
Kanban is a lean methodology for managing workflow. It uses visual signals like cards to limit work-in-progress and optimize flow. Software teams can implement Kanban virtually with boards and cards to visualize work, standardize workflows, and identify blockers. Key benefits include planning flexibility, shortened cycle times from overlapping skills, fewer bottlenecks from limiting work-in-progress, and support for continuous delivery of value. Teams use metrics like control charts and cumulative flow diagrams to continually improve efficiency.
Kanban is a scheduling and workflow management system developed at Toyota in the 1940s. It uses visual cues like cards or notes to manage workloads and optimize workflow. Kanban focuses on limiting work-in-progress to avoid bottlenecks. Teams use physical or online Kanban boards to visualize workflows, track work status, and improve processes through metrics like throughput and work-in-progress. Setting up Kanban involves mapping current workflows, visualizing work, focusing on continuous flow, and limiting work-in-progress using work-in-progress limits.
Fast track to higher productivity with online Kanban boardsShore Labs
Online Kanban boards are considered to be one of the most efficient tools for improving team productivity and visual project management. They are used with success in large, medium and small businesses all around the world. They help to visualize, control and optimize workflow, as well as to collaborate with your team members in real time. Watch the presentation and learn more about online Kanban boards by Kanban Tool.
This document discusses Scrum, Kanban, and Scrumban approaches to agile software development. It outlines some common issues with Scrum like changing sprint scope and large team communication. Kanban uses continuous development without sprints and a visualized workflow. Scrumban aims to take the best of Scrum and Kanban by using continuous development within defined sprints and a visualized workflow to reduce idle time and avoid overloading team members. The document recommends starting Scrumban by stopping assigning all stories upfront and continuing with sprints and retrospectives.
The document provides an overview of Kanban concepts and practices for managing workflow. It includes definitions of core Kanban terms like work in progress limits, visualization of workflow, and continuous improvement. Examples are given showing how teams can use cumulative flow diagrams to understand and optimize their process, including reducing bottlenecks and variability. The overall message is that limiting work in process and focusing on continuous flow of work provides benefits like shorter lead times.
This document provides an introduction to Kanban and Lean principles for software development. It discusses how Kanban focuses on visualizing and limiting work-in-progress to improve flow and address bottlenecks. Examples of Kanban boards and task board simulations are presented to illustrate Kanban concepts. Key differences between Kanban and Scrum are outlined, such as Kanban's emphasis on continuous delivery and ability to adjust priorities at any time.
Kanban Lean Approach To Jit Training John StevensonSkills Matter
This document discusses using Kanban techniques to improve training effectiveness. It defines the problems with training, introduces Kanban concepts, and describes how the author designed a Kanban board to manage and focus their training tasks. Key aspects covered include breaking work into small chunks, limiting work in progress, and using timeboxing with the Pomodoro technique to aid concentration. The author found Kanban increased their training productivity and they learned about Kanban through blogging about their experiences.
This document provides an introduction to Kanban, an agile methodology that focuses on visualizing and limiting work-in-progress to continuously improve workflow. It defines Kanban and how it was inspired by lean manufacturing practices. The core practices of Kanban are outlined, including defining and visualizing the workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to suggest improvement. An example Kanban board is demonstrated. Finally, the document discusses how to build a Kanban process by defining queues and work items, setting work-in-progress limits, establishing delivery cadence, and continually improving the process through Kaizen.
This document discusses Scrumban, a hybrid agile methodology that combines elements of Scrum and Kanban. It begins by noting that while a team was happy using Scrum, they needed changes for supporting projects with unpredictable resources. Kanban was considered but the team liked daily Scrums. Scrumban was proposed as a best of both worlds approach. Key differences between Scrum and Kanban are outlined such as timeboxes, metrics, and roles. The conclusion is that Scrumban makes Scrum principles applicable to support projects while being fully customizable to each team and project. Potential downsides are reduced transparency and tool support.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
Introduction to the Kanban as applied to software development. Delivered in Kirkland, WA in Nov 2011 by Dynacron Group.
Dynacron Group is an Agile software technology consulting firm. We provide training, consulting, and hands-on implementation for software projects in the Pacific Northwest.
Lean Kanban India 2017 | Case Study in Pictures: Leveraging Lean, TPS and Agi...LeanKanbanIndia
Plant Manager Shari implemented various Lean tools and practices like visual kanban boards, 5S, and a wall of appreciation to drive continuous improvement across the manufacturing plant she manages. She is working to improve plant-level visibility on service level agreements, batch sizes, and work in progress. Shari participated in a solutioning process involving process simulation and user story mapping to visualize potential improvements to the plant's value stream with greater visibility on these key metrics.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
How to Get Started with Kanban, and WhyIngvald Skaug
Kanban is a lightweight framework for evolutionary change that encourages continuous flow. It visualizes workflow and limits work-in-progress to expose problems and improve processes. Kanban differs from Scrum in that it can work with any process and enables gradual, step-by-step improvements rather than prescribed processes. Limiting work-in-progress helps reduce multi-tasking and bottlenecks while improving predictability, quality, and flow.
Kanban and Scrum are both agile project management tools but differ in their level of prescription and adaptability. Kanban is more adaptive with fewer rules, using a visual board to limit work-in-progress and optimize flow. Scrum is more prescriptive, requiring fixed iterations and roles like Product Owner and Scrum Master. Both aim to deliver value continuously but Kanban allows more flexibility while Scrum provides more structure.
The document provides an introduction to Kanban, which is a set of ideas from lean thinking for managing knowledge work. It outlines the six core properties of Kanban: 1) visualizing work, 2) limiting work-in-progress, 3) managing flow, 4) making policies explicit, 5) implementing feedback loops, and 6) making continuous evolutionary improvements. The document emphasizes that Kanban promotes evolutionary, not revolutionary, change and respect for the current process.
Kanban is a scheduling and inventory control system used in lean manufacturing that focuses on limiting work-in-progress. It was developed by Toyota to improve production flow and involves visualizing and limiting work, continuously improving processes, and focusing on smooth workflow. Kanban boards make work visible and help teams collaborate to improve communication, identify issues, and empower self-managed processes.
Kanban is a lean project management system that uses visual cards or boards to manage work. It originated from Toyota in the 1940s and focuses on limiting work-in-progress to improve flow and productivity. A Kanban board visualizes tasks, resources, and workflow to simplify communication. Tasks are pulled into stages based on available capacity rather than being pushed based on schedules. The process involves mapping workflows, limiting work-in-progress, focusing on continuous flow, and continuously improving based on metrics.
This document provides an introduction to Kanban basics for beginners. It discusses the origins of Kanban in the Toyota Production System and how it was adapted for software development. The core Kanban principles are visualized workflow, limiting work in progress, and continuous improvement. Examples are given of how to apply these principles, such as using minimal marketable features and Little's Law to deliver faster. Prioritizing work based on business value, cost of delay, and resource availability is also covered. The document concludes with references and recommendations for further learning about Kanban.
Kanban is a lean methodology for managing workflow. It uses visual signals like cards to limit work-in-progress and optimize flow. Software teams can implement Kanban virtually with boards and cards to visualize work, standardize workflows, and identify blockers. Key benefits include planning flexibility, shortened cycle times from overlapping skills, fewer bottlenecks from limiting work-in-progress, and support for continuous delivery of value. Teams use metrics like control charts and cumulative flow diagrams to continually improve efficiency.
Kanban is a scheduling and workflow management system developed at Toyota in the 1940s. It uses visual cues like cards or notes to manage workloads and optimize workflow. Kanban focuses on limiting work-in-progress to avoid bottlenecks. Teams use physical or online Kanban boards to visualize workflows, track work status, and improve processes through metrics like throughput and work-in-progress. Setting up Kanban involves mapping current workflows, visualizing work, focusing on continuous flow, and limiting work-in-progress using work-in-progress limits.
Fast track to higher productivity with online Kanban boardsShore Labs
Online Kanban boards are considered to be one of the most efficient tools for improving team productivity and visual project management. They are used with success in large, medium and small businesses all around the world. They help to visualize, control and optimize workflow, as well as to collaborate with your team members in real time. Watch the presentation and learn more about online Kanban boards by Kanban Tool.
This document discusses Scrum, Kanban, and Scrumban approaches to agile software development. It outlines some common issues with Scrum like changing sprint scope and large team communication. Kanban uses continuous development without sprints and a visualized workflow. Scrumban aims to take the best of Scrum and Kanban by using continuous development within defined sprints and a visualized workflow to reduce idle time and avoid overloading team members. The document recommends starting Scrumban by stopping assigning all stories upfront and continuing with sprints and retrospectives.
The document provides an overview of Kanban concepts and practices for managing workflow. It includes definitions of core Kanban terms like work in progress limits, visualization of workflow, and continuous improvement. Examples are given showing how teams can use cumulative flow diagrams to understand and optimize their process, including reducing bottlenecks and variability. The overall message is that limiting work in process and focusing on continuous flow of work provides benefits like shorter lead times.
This document provides an introduction to Kanban and Lean principles for software development. It discusses how Kanban focuses on visualizing and limiting work-in-progress to improve flow and address bottlenecks. Examples of Kanban boards and task board simulations are presented to illustrate Kanban concepts. Key differences between Kanban and Scrum are outlined, such as Kanban's emphasis on continuous delivery and ability to adjust priorities at any time.
Kanban Lean Approach To Jit Training John StevensonSkills Matter
This document discusses using Kanban techniques to improve training effectiveness. It defines the problems with training, introduces Kanban concepts, and describes how the author designed a Kanban board to manage and focus their training tasks. Key aspects covered include breaking work into small chunks, limiting work in progress, and using timeboxing with the Pomodoro technique to aid concentration. The author found Kanban increased their training productivity and they learned about Kanban through blogging about their experiences.
This document provides an introduction to Kanban, an agile methodology that focuses on visualizing and limiting work-in-progress to continuously improve workflow. It defines Kanban and how it was inspired by lean manufacturing practices. The core practices of Kanban are outlined, including defining and visualizing the workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to suggest improvement. An example Kanban board is demonstrated. Finally, the document discusses how to build a Kanban process by defining queues and work items, setting work-in-progress limits, establishing delivery cadence, and continually improving the process through Kaizen.
This document discusses Scrumban, a hybrid agile methodology that combines elements of Scrum and Kanban. It begins by noting that while a team was happy using Scrum, they needed changes for supporting projects with unpredictable resources. Kanban was considered but the team liked daily Scrums. Scrumban was proposed as a best of both worlds approach. Key differences between Scrum and Kanban are outlined such as timeboxes, metrics, and roles. The conclusion is that Scrumban makes Scrum principles applicable to support projects while being fully customizable to each team and project. Potential downsides are reduced transparency and tool support.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
Introduction to the Kanban as applied to software development. Delivered in Kirkland, WA in Nov 2011 by Dynacron Group.
Dynacron Group is an Agile software technology consulting firm. We provide training, consulting, and hands-on implementation for software projects in the Pacific Northwest.
Lean Kanban India 2017 | Case Study in Pictures: Leveraging Lean, TPS and Agi...LeanKanbanIndia
Plant Manager Shari implemented various Lean tools and practices like visual kanban boards, 5S, and a wall of appreciation to drive continuous improvement across the manufacturing plant she manages. She is working to improve plant-level visibility on service level agreements, batch sizes, and work in progress. Shari participated in a solutioning process involving process simulation and user story mapping to visualize potential improvements to the plant's value stream with greater visibility on these key metrics.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
Using Kanban techniques can help control incremental software development. Kanban uses visual cards to limit work in progress, similar to how Toyota used cards in manufacturing. A Kanban system for software development involves defining the workflow process, creating a visual board, setting limits on work in queues and progress, prioritizing goals, and moving features through the process as work is completed. Cycle times are calculated and used to identify and address bottlenecks to improve flow.
This document discusses using Kanban techniques to control incremental software development. It covers what a Kanban system is and how it can be applied to software development. The document provides guidance on how to set up a development team Kanban system, including defining the workflow process, creating a visual Kanban board, setting work in progress limits, prioritizing goals, and moving work through the process. It also discusses techniques like decomposing large tasks, using cumulative flow diagrams, and incorporating regular process inspections. The overall aim is to focus the team on continuous flow and detecting/resolving bottlenecks to improve delivery of work.
Using Kanban techniques can help control incremental software development. Kanban uses visual cards to limit work in progress, similar to how Toyota used cards in manufacturing. A Kanban system for software involves defining a workflow, creating a visual board, setting limits on work in queues, prioritizing goals, and moving work through the process. Measuring cycle times and addressing bottlenecks can further improve the flow of work. Regular inspections of products and processes also help when using Kanban for incremental development.
This document discusses using Kanban techniques to control incremental software development. It begins by explaining what a Kanban system is and how it originated from Toyota's use of cards to limit work in progress. It then discusses how Kanban can help address challenges with iterative development approaches. The rest of the document outlines how to set up a basic Kanban system for a software team, including defining the workflow, creating a visual board, setting work in progress limits, and tracking work through the process. It emphasizes using cycle times and addressing bottlenecks to continuously improve flow.
This document outlines the agenda and objectives for a DevOps transformation workshop. The workshop will cover DevOps foundations, including value stream mapping exercises. It will define DevOps and discuss how to map the current software delivery lifecycle. Key aspects like cycle time, bottlenecks, wait times and processing times will be examined. The workshop aims to help organizations identify inefficiencies and develop future state solutions to reduce cycle times and implement DevOps best practices.
Lean IT provides transparency.
Avoids the old games between development and business.
Shows how business and development processes do not have to be poles apart.
Rational Team Concert (RTC) is an agile planning tool that supports agile practices like Scrum and Kanban. It allows teams to define products, releases, iterations, and daily work. Plans in RTC are queries of work items that can be customized with views and filters. RTC supports estimating and tracking work at different levels, from high-level epics down to developer tasks. It provides taskboards, boards, and reports to help teams plan work and track progress.
This document provides information on Kanban and how it can be applied to software development. Kanban originated at Toyota to improve production processes using a "pull" system based on customer demand. For software, Kanban is not a methodology but a method that can incrementally change existing processes. It focuses on continuous flow, limiting work-in-progress, and visualizing workflows. The document describes Kanban principles and how two organizations - NCS's Vanguard Workbench and LimeSurvey teams - successfully applied Kanban to improve collaboration, deliver more frequently, reduce defects, and better meet requirements.
Application Migration: How to Start, Scale and SucceedVMware Tanzu
Undergoing the application migration journey can be cumbersome and challenging, especially when you have a complex application portfolio that consists of both legacy and newer apps on outdated systems. You are hindered by managing and operating manual processes to address security concerns, regulatory change and policy compliance.
You know embarking on the cloud journey is inevitable and deciding where to start is overwhelming. Let us show you how.
Join Matt Russell to hear how Pivotal helps large organizations plan and execute their application transformation initiatives by using a set of proven techniques and approaches that help you get started quickly and scale continuously.
We use simple tools and start small to redefine current systems, and achieve cloud-native speed and resiliency. Let us show you how Pivotal can help you navigate your journey while instilling confidence along the way.
Presenter : Matt Russell, Senior Director, Application Transformation at Pivotal
This document provides an overview of agile practices such as basic practices, delivering by iterations, developing just-in-time, and testing. It discusses concepts like basic agile practices including stand-up meetings, retrospectives, and pair programming. Iterative development is covered including user stories, Scrum roles and ceremonies. Kanban concepts of visualizing workflow and limiting work-in-progress are introduced. Finally, it addresses testing practices like the testing pyramid and behavior-driven development as well as continuous integration.
The document provides an overview of agile methodology compared to traditional waterfall methodology. Waterfall development completes each phase sequentially before moving to the next, which can be risky and inefficient. Agile is iterative and adaptable, prioritizing working software over documentation. Scrum is an agile framework that uses short sprints, daily stand-ups, and backlogs to deliver working software frequently. Kanban also uses iterative development but visualizes workflows on boards to limit work in progress and optimize lead times.
IBM Jazz Agile Collaborative Lifecycle Management 6.0.x What's newSandra Sergi
The document provides an overview of new features in IBM Rational Team Concert 6.0.x, including:
1) Enhanced support for the Scaled Agile Framework (SAFe), including predefined templates, workflows, and dashboards to support SAFe processes out of the box.
2) Improvements to QuickPlanner, including the ability to create and filter work items using custom attributes, display team metrics and reports inline, and perform cross-project searches and activities.
3) Performance enhancements for hierarchical plans, including delayed loading of child items and the ability to filter attributes at the server level for faster loading of large plans.
Chris OBrien - Azure DevOps for managing workChris O'Brien
A presentation I gave at ESPC 2019 (the European SharePoint, Office 365 and Azure Conference) about Azure DevOps for managing both development and support work. The focus is on Azure DevOps boards and task management, but covers some CI/CD aspects too.
Saurav Kumar is an experienced SCM Engineer with 6 years of experience in configuration and release management using tools like Jenkins, SVN, and JIRA who is currently working as an Associate in SCM and DevOps Services at JP Morgan Chase & Co, where his responsibilities include managing the release process and automation of tasks. He has a BE in IT from Rajendra Mane College of Engineering and is based in Bangalore.
Moving 65,000 Microsofties to DevOps with Visual Studio Team ServicesVSTS Community MSFT
How do you migrate over 65,000 of the most demanding software engineers from infrastructure built up over decades of high-intensity work into a common engineering system based on modern software development technologies and best practices?
This document discusses Bakson's efforts to implement continuous integration, delivery, and deployment practices for Ticketmaster's API team. It outlines the tools used such as Gitlab, Jenkins, SonarQube, Nexus, Rundeck, and Gatling. Automation is triggered upon code commits to run tests and deploy to environments. Testing occurs for each microservice rather than all services at once. This allows faster feedback loops while deploying features. The goal is to deploy to production continuously while ensuring quality and stability.
SOASTA Webinar: Process Compression For Mobile App Dev 120612SOASTA
The webinar discusses continuous integration and automation for mobile development and testing. It presents tools from Atlassian, Zephyr, and SOASTA that can help automate the mobile development and testing process. Continuous integration with Bamboo can help developers integrate code changes more frequently and fail builds faster to catch bugs earlier. Zephyr provides test management to centralize test assets and provide visibility. SOASTA offers tools for test automation, real user monitoring, and performance/load testing to help achieve test completion with quality. Together these tools can help speed up the mobile development process through continuous integration, test automation, and visibility into the testing process.
Introduction to product development flowYuval Yeret
This is the presentation for a pre-LSSC11 webinar on the topic of Lean Product Development flow. I’m going to introduce an approach to mixing Lean and Agile in order to achieve end to end agility. This is a major focus of my work in the recent 2 years with AgileSparks clients.
Register for the Webinar which is on 16/3 at http://www.netobjectives.com/free-seminar-schedule/lssc11-session-4-intro-lean-product-development-flow-mar-2011-webinar
This is also the topic I will talk about in my Agile Israel 2011 session “Techniques and experiences for managing end to end Releases/Projects/Programs using Kanban and Flow” http://agilesparks.com/KanbanandFlowLecture
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The document describes Dilip Mysore Devaraj's presentation on IBM's adoption of a DevSecOps model to enable efficient deployment flows. Some key points:
1) IBM implemented specialized DevSecOps teams using practices like continuous integration/delivery, test automation, infrastructure as code, and security measures across all stages.
2) This approach helped achieve highly secured and rapidly deployable applications through standardized and explicit policies, workflow visualization, and continuous feedback.
3) Benefits included reduced cycle times from 4 weeks to 5 days, near zero production deployment time, and improved customer satisfaction, security, and uptime.
Kanban India 2023 | Renjith Achuthanunni and Anoop Kadur Vijayakumar | DevOps...LeanKanbanIndia
- The document discusses how an engineering team at Epsilon India established a DevOps metrics dashboard to improve their product development flow and quality.
- Key metrics like defects submitted, open defects, time to resolve issues, and time from commit to deploy were visualized. Tiered service level thresholds were also defined.
- Through iterative refinement and embracing continuous improvement (Kaizen), the team improved predictability from 90 to 30 days, and reduced defects and SLA breaches by 30-50% after implementing the dashboard and optimization efforts.
Kanban India 2023 | Ravishankar N | Don’t implement SRE like this!LeanKanbanIndia
This document discusses site reliability engineering (SRE) and how Kanban practices can enable SRE teams. It defines SRE as engineers with both software development and operations expertise who work to create scalable and reliable systems. The document outlines best practices for organizing SRE teams, including having persistent SRE teams integrated with product teams that use Kanban to manage workflows. It highlights how principles like backlog management, work visualization, and limiting work-in-progress can help SRE teams be successful when adopting a Kanban approach.
Kanban India 2023 | Vishal Prasad | Agility in the World of ITES BusinessLeanKanbanIndia
This document describes an experience report of achieving agility with Lean Value Trees. It discusses identifying constraints, removing constraints, and repeating this process to make improvements cross-functional. It outlines setting up a matrix team structure and going through an iterative process of goal setting and alignment, getting to work on measures each day alongside regular work, and retrospective meetings. Lean Value Trees are presented as a way to visualize this approach with the vision, goals, bets, and initiatives. The document encourages getting hands-on experience with this process.
Kanban India 2023 | Seshabhargavan R and Shobha Kumari | Project IgniteLeanKanbanIndia
Project Ignite aims to help new projects get off to the right start by establishing clear objectives, stakeholder engagement, and risk management strategies. It will do this by implementing Kanban practices to track project initiation activities and reduce the cycle time for project setup. This is expected to improve operational efficiency, stakeholder management, and predictability. Kanban is not a project methodology itself but can be used to incrementally improve existing processes.
Kanban India 2023 | Mohit Anand |Continuous Improvement aligned to Business V...LeanKanbanIndia
This document discusses establishing alignment between business and technical objectives using Kanban principles to address common challenges. It proposes adopting Kanban to align engineering OKRs to business OKRs, prioritize work, limit work in progress, visualize work and dependencies, understand measures focused on flow, and continuously improve around flow. A 9-step success model is presented including assessing maturity, agreeing objectives and measures, extracting metric data, setting baselines and goals, and regularly reporting and analyzing metrics to improve. An example from a platform that adopted this model and saw progress reported on agreed key results is provided.
Kanban India 2023 | Sriram Rajagopalan | Using Kanban to Boost Business Agili...LeanKanbanIndia
This document provides an overview of a presentation on using Kanban to boost business agility. The presentation introduces the STEP framework, which focuses on strategic agility, technical agility, execution agility, and portfolio agility. It discusses how Kanban can help maximize value when implemented to support these four areas of business agility. Case studies are used to illustrate how Kanban was previously implemented in a transactional way rather than focusing on business value. The framework aims to operationalize Kanban in a way that better aligns with business objectives and increases agility.
Kanban India 2023 | Jayalatha Ramachandran and Sanjay Adasul | Embracing sim...LeanKanbanIndia
The document describes an organization's implementation of Kanban principles to improve their support workflow. They started by visualizing their current work and processes on a Kanban board. They identified different ticket types and implemented work-in-progress limits to prioritize work. Policies were made explicit to manage workflow. Feedback loops and transparency were introduced by giving all stakeholders access to dashboards. This evolutionary approach reduced lead times by 4x, improved throughput by 2x, increased innovation and client satisfaction, and boosted team morale.
Kanban India 2023 | Mike Burrows | Between Spaces Scopes and Scales What the ...LeanKanbanIndia
This document summarizes Mike Burrows' model of the deliberately adaptive organization. The model presents an organization as having three overlapping spaces - delivery, discovery, and renewal - which are managed through adaptive strategizing, mutual trust building, and relationships across multiple scales. The document discusses how this model can help organizations deal with common problems like structures with poor fit, managing the wrong things in the wrong places, dealing poorly with surprise, and failures of context that disappoint customers.
The document discusses strategies for a Scrum Master's key responsibilities, including applying Kanban concepts to Scrum. It advocates moving beyond meetings-focused workflows to focus on continuous flow. This includes visualizing and improving the flow of work through workflows, eliminating wait times, improving content quality, and implementing entry and exit criteria at workflow steps like "ready", "commit", "done" and "release". The goal is to establish an upstream-downstream connected flow and cadence of delivery to optimize productivity.
Kanban India 2023 | Mahadevan and Rajsekhar | Startup's and Hiccups.pptxLeanKanbanIndia
This document discusses how Kanban practices can help address operational challenges at startups. It notes that startups face limited resources, uncertain demand, competition, funding issues, and team churn. Common reasons for startup failure include no market need, running out of cash, the wrong team, and being outcompeted. Kanban practices like visualization, work-in-progress limits, and feedback loops can help startups prioritize work, align teams, manage flow, and improve collaboratively. Specifically, minimum viable boards for hypotheses flow, information flow, functions flow, and people flow can optimize cash burn and reduce operational chaos. Kanban aims to help startups navigate the unknown through quick decision making.
Kanban India 2023 | Usha Ramaswamy | Kanban Chronicles - A Tale of Plans and ...LeanKanbanIndia
This document summarizes Kanban implementation at an organization with multiple teams across locations. It describes establishing ways of working using Kanban including defining classes of service, cadences, metrics and Kanban boards. An implementation plan involved workshops, trainings, socialization and a pilot with one team. Results included a Kanban starter kit and ongoing journey with frequent releases and evolving ways of working. Key lessons included understanding stakeholders, packaging changes as experiments, aligning on goals, flexibility to tune processes to the team needs, and encouraging experimentation.
Kanban India 2023 | Debbie Siah | Building Agile Communities with Kanban.pptx...LeanKanbanIndia
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Kanban India 2023 | Vinod and Umesh | Evolution of Supply Chain Management th...LeanKanbanIndia
This document discusses the evolution of supply chain management through the use of systems thinking and new technologies. It provides examples of how operations research models have historically been used for supply chain planning and optimization. Recent developments in machine learning, artificial intelligence, computing power and data availability are driving increased interest in applying these techniques. The document advocates adopting an integrated platform approach and reimagining business processes to fully leverage new technologies. Key considerations for successful transformation include choosing the right use cases, data, talent and change management approach.
Kanban India 2023 | Debopom Sanyal |Do you have the courage to break your sys...LeanKanbanIndia
The document discusses implementing Kanban to improve workflow processes. It begins by describing some typical problems with existing systems like lack of prioritization, long queues and missed deadlines. Implementing Kanban involved defining workflows, limiting work in progress, introducing visual controls and policies. This led to continuous improvement through small experiments, identifying bottlenecks, celebrating wins and building a feedback culture. The results included increased flow efficiency of around 10%, better collaboration and elimination of non-value adding work. The purpose of Kanban is to surface problems and enable continuous design improvements.
Kanban India 2023 | Sudipta Lahiri | Deliver MVV from your Kanban System.ppsm...LeanKanbanIndia
This document provides tips for delivering value from a Kanban system, beginning with the basics. It recommends using the STATIK method to structure the Kanban system and define the workflow. It suggests distinguishing between upstream and downstream work, with upstream focused on clarifying work and removing impediments. Tips include enforcing user work-in-progress limits to improve flow, monitoring card aging to address slippage, conducting meaningful retrospectives, and humanizing work by celebrating individuals and milestones. For software development teams, it recommends following INVEST principles for user stories, automating where possible, and stopping estimating in favor of prioritizing completed work. The overall message is to start with the basics of Kanban and focus on continuous improvement over
Kanban India 2023 |Gopal Devanahalli | Modern Work Management in Healthcare....LeanKanbanIndia
The document discusses opportunities to improve efficiency in India's healthcare system through modern work management practices. It notes that public health infrastructure is below WHO norms and there are disparities in health outcomes across states. While government initiatives like Ayushman Bharat and investments in digital health are positive, the majority of healthcare spending remains out of pocket. There is a shift from communicable to non-communicable diseases. The document outlines challenges like long wait times and identifies areas like appointments, discharges, and chronic disease management where work processes could be streamlined using tools like Kanban. It concludes that healthcare is complex with many stakeholders and there is significant potential to improve patient experience and operations through structural changes and efficiency gains.
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Kanban India 2022 | Poornima V | Bringing Agile to schoolsLeanKanbanIndia
Agile Shaala is a month-long program that aims to teach Agile principles and practices. The program includes daily sessions that cover topics like Scrum, Kanban, testing, continuous integration and delivery. Participants work on hands-on exercises and real-world scenarios to gain experience applying Agile concepts.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Lean Kanban India 2018 | Leveraging Lean and Kanban to implement Continuous Improvement - Ravi Tadwalkar
1. Case Study: Lean Manufacturing plant level continuous improvement
Leveraging Lean and Kanban
to implement
Continuous Improvement
LKNA2018 (Lean Kanban India 2018), September 21, 2018
LKNA2017 (Lean Kanban India 2017), September 16, 2017
Agile2016, Pecha Kucha Lightening Talk on July 27, 2016
by Ravi Tadwalkar
in/rtadwalkar @tadwalkar rtadwalkar@gmail.com
2. This is a story of Lean Manufacturing Plant Manager Shari, seeking
plant value stream level continuous improvement. Shari intends to
improve plant level visibility on SLAs, batch sizes (volumes) and
WIP. Here are some pictures from this Lean Manufacturing plant.
3. 3
Plant Manager Shari is trained
by Lean Enterprise Institute.
She has read Taiichi Ohno’s
“TPS”, Eli Goldratt’s “Goal”,
Gene Kim’s “Phoenix Project”!
You can say that Shari is big
on Lean, in just 10 pictures!
4. 4
Shari implemented Lean manufacturing at this
Plant she manages, influencing other 5 plants.
She implemented Lean, starting with Lean House
for tracking continuous improvement!
7. 7
Here Shari shows an
example of kanban
card that is attached
to a product across
workstations in a cell.
She says plant has JIT
(Just-In-Time)
inventory almost, with
at most 2 days of raw
materials!
11. 11
This is the
latest cell
Shari proudly
shows during
a plant tour.
She intends
to improve
visibility of
plant level
value stream
specific to
monitoring
SLAs, batch
sizes and WIP.
12. We saw some pictures from this Lean Manufacturing plant.
We will see how DevOps can be implemented to seek plant level
continuous improvements with Lean and Agile.
13. Upstream Kanban:
Downstream Kanban:
13
• Begin with the end in mind: create “Stop Starting, Start Finishing“ Kanban mindset
• Visualize flow between Portfolio (“Upstream”) with Release Engineering (“Downstream”)
• Visualize bottlenecks to flow at both upstream and downstream levels!
• Use Portfolio Kanban board across Org Design (Team of Teams)
• Use a simple Kanban board with a “Plan->Build->Run” or similar workflow
Run
F
E
I
Idea Deploy to Prod
G
D
GY
PB
MN
2
∞
AB
Biz Design
Plan Build (Dev & QA)
Architecture,
resource plan
Core team OMS …
3 3
DE
Explicit policy:
Feature is “done”
only when last
team working on
it has completed
“Deploy to Prod” Lead time ends at
1st infinite queue!
There could be
additional queues
with no WIP limit.
Lead time “clock”
starts at 1st queue
i.e. WIP limited
input queue!
3 3
Deployed
(Note touch time)
NPD
(New Prod
Dev) (60%)
Defect&
Tech Debt
(30%)
Innovation
(10%)
5
2
1
Expedite 1
3
Fixed
Date
Standard
Intangible
2
2
3
WIP Limits
based on
classes of service
(Release Engineering)
WIP Limits
based on
work types
(feature teams)
Upstream (Portfolio) and Downstream (Release Engineering) Kanban Systems
14. “As-Is” Value Stream Map – Illustrating Kaizen Lightening Bursts
Customer
Plan (Idea / Discovery) Build (Delivery) Run (Operations)
Business
Case
PlanningPrioritization
- Ideation
- Biz & Tech
Assessment
- Go/No-go/Defer
- Capacity
Planning
- Project
Planning
- Prioritization
- Project Selection
- RFE Approval
Design
(Arch)
Build
(Dev)
Test
(QA)
- Technical
Design
- WBS
- Integrate
- Test Planning
- Ops Planning
- Get Approval
- Deploy to QA
- Configure Tests
- Manual Testing
- User Acceptance
Production
Go-Live
Business-As-Usual
Change Mgmt
(ITIL)
Environment
Provisioning- Ops Planning
- Config&Deploy
- Wait for DBA
- Get Approval
Prod Support &
Monitoring
Ops Mgmt
(DB, Network)
3 to 5 m 4 to 6 m
2 to 3 m Sustenance mode
Business
Portfolio:
Governance &
Oversight
Environments & Tools
Time
Ladder
(approx.)
Lead Time ?
Value Add Time ?
Non-VA Time ?
Electronic Information Flow
Offshoring
Teams
0.5 m 1 m
1 m 1 m
1-3 m
0.5 m 2 m 0.5 m
0.5 m 0.5 m
1-2 m
1-2 m
1-2 m
1 m
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
Time Analysis
Non-Value Add vs. Total
45%
Value Add vs. Total
55%
Value Add vs. Non-VA
?
Sustenance
14
15. “To-Be” Value Stream Map – Seek “Build” Process Improvements
Customer
Plan(A “Release”) Build(Deployables) Run (Operations)
TDAD
Multi-
Sprint Plan
Backlog Prep
<Story Map>
- Technical Design - Multi-team
- At cadence
- Ops work
- 1 story map
- per team
- per epic
Design
(Artifacts)
Sprint Plan +
Sprint Retro
Iterate
(Dev & QA)
- MVD (wiki)
- Test Plans
- UX artifact
- 2 mtgs, 4hr each
- Ops work included
- Build w/ Unit Tests
- Execute test cases
- Expedite bug-fixes
- Dev & Test NFRs
Demo
Business-As-Usual
Change Mgmt
(ITIL)
Environment
Provisioning- Env on demand
- PO Acceptance
- Production bugs
- Proactive DBAs
Prod Support &
Monitoring
Ops Mgmt
(DB, Network)
3m 3m (4 sprints) 1m Sustenance mode
Business
Portfolio:
Governance &
Oversight
Environments & Tools
Time
Ladder
(approx.)
Lead Time ~4m
Value Add Time ~2m
Non-VA Time ~2m
Time Analysis
Non-Value Add vs. Total
50%
Value Add vs. Total
50%
Value Add vs. Non-VA
1
Electronic Information Flow
Offshoring
Teams
2m 1w
1w .5 w
NVA:1d
1m
0.5 w 1w.5 w 2w
NVA:1d
1w
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
1w
3m (4 sprints)
Sustenance
15
16. 16
Begin with end in mind:
visualize work on a
“Plan->Build->Run”
value stream of
Enterprise Kanban
Enterprise Kanban System with "Plan->Build->Run" value stream
17. 17
In the beginning:
A workflow automation solution requires starting
with an end-to-end process simulation.
Shari started solutioning by organizing use-case
scenarios for process simulation of plant level
process improvements.
Process Simulation for Planning a workflow automation initiative
round1: Discussion
about sharing your
experiences on
implementing
Process Simulation
18. 18
Shari participated in solutioning by
role playing as Plant Manager during
User Story Mapping for plant
simulations about improving Lean
Manufacturing value stream with
visibility on SLAs, batch sizes and WIP.
Note how her persona shows up on a
slide in this picture showing this user
story map as well
Story Map: Driver for Lean Portfolio Management
round2: Discussion
about sharing your
experiences on
implementing Story
Mapping
19. 19
Like Lean manufacturing plant, for continuous improvements, IT
uses Kaizen events e.g. open spaces in corporate setting:
Using Open Spaces to build communities of practice for “Kaizen”
20. 20
Like Lean manufacturing plant, for continuous improvements, IT
uses TQM’s PDCA loop on a Kanban board like this:
Example of
continuous
improvement
about
introducing
DevOps via
feature toggle
Example of Continuous Improvement Kanban Board with PDCA-loop
round3: Discussion
about sharing your
experiences on
implementing Kaizen
for continuous
21. 21
In summary: Workflow Automation Solutioning is an
end-to-end process, starting with process simulation,
to visualize epics on Enterprise Kanban, to big room
planning, to implementing user stories based on DoD,
to visualizing deployable artifacts on DevOps Kanban!
Summary of visualizations used in Plan-Build-Run Value Stream
22. During planning, create org alignment to improve flow (1st way of DevOps), using Portfolio Kanban system.
22
Role of Manager: Leading from the front, Applying 3 ways of DevOps
Enable managers in shaping various communities of practice: create culture of continual experimentation & learning (3rd way of DevOps).
• Begin with succinctly defined portfolio hierarchy or swim lanes that consist
of strategic (CAPEX) and tactical (OPEX) investments:
• Themes
• Initiatives
• Features
• Create single-piece flow of portfolio items with Portfolio Kanban board.
Apply lean metrics for continuous improvement.
• Apply first way of DevOps: emphasize on performance of entire system by
analyzing value streams, WIP, lead times & due date performance.
During execution, enable continuous feedback loops (2nd
way of DevOps) with obstacle boards to act on
impediments & dysfunctions.
• This requires low-fidelity obstacle escalation process.
This can be a 2-level (team->management) process, or
a 3-level (team->program>portfolio) process.
• Example of obstacle board and related workflow:
23. FYI: Swift-Kanban & Atlassian Tool Chains Integrated for DevOps with SAFe
Development Tools
Atlassian BitBucket (GIT)
Developer writes code and
check-in
Associate JIRA Issue Types
(Tasks / Bugs)
Build gets triggered
Microsoft Visual Studio (For .NET)
Eclipse (For JAVA)
Atlassian BAMBOO for CI
Build Definitions for:
Database
.NET
Java
Atlassian BAMBOO for Continuous Deployment (CD)
Approve / Reject
Build
DIT1
Functional
Testing
• Continuous Integration
• Scheduled Build
Approve / Reject
Build
DIT2
Approve / Reject
Build
SIT
Regression
Testing
Selenium
Approve / Reject
Build
UAT
UAT Testing
Approve / Reject
Build
PROD
Functional
Testing
DEVELOPMENT Branch
QA Branch
MASTER Branch
FEATURE Branch
Service & Data Mock
Epics
e.g. Ship to Home Pre-pay
(JIRA Issue Type)
User Stories
(JIRA Issue Type)
Monitoring
Ngaios
Initiatives
e.g. Sports on Spectrum
(JIRA Issue Type)
Release Stream aka Agile Release Train (ART)
Themes
(Strategic Goals)
prevent defects related to
Requirements problems
Test Planning
Test Execution
Traceability & Reporting
Defect Creation in JIRA
Track Coverage & Quality Metrics
UX Team DB Team ART Engineer Product Managers
Note: Integrate Atlassian Bamboo with “Chef” for non-windows deployments
DevelopmentTasks
Visualize Portfolio Timeline by Releases
Swift-Kanban Metrics
and/or
EasyBI plugin
(Reporting & Charting)
On top of existing JQL queries
Visualize Investment by Themes
PMO-level
Status Reporting
Testing Tasks
23
Kanplan: backlog
for Kanban and
Scrumban teams
23
24. In Summary:
24
That’s Lean Manufacturing workflow automation related continuous improvement case study.
Implementing DevOps means creating DevOps mindset & culture. That requires lots of Lean,
Six Sigma, TQM, Lean Startup, and yes, Bit of Agile with Lots of “Respect for People”:
Top down approach:
30-60-90 strategic plan for
continuous improvement
with baseline assessment of
DevOps capability maturity
Bottom up approach:
Crowd sourcing tactical plan
for continuous improvement
with assessment based open
space events
Inside out approach:
PDCA Kanban board for
feedback driven visibility
with Lean Startup method
(build-measure-learn loop)
and TQM (PDCA loop)
Implementing DevOps requires mindset & culture open to all approaches
27. How can Modern Agile & ESP work in Operations?
• Operations currently has a plan driven management approach to align an
ecosystem of interconnected and interdependent services.
• For Operations , Modern Agile based transformation will enrich the
management approach to be more value-driven, for faster “flow” of work.
• Model Agile approach supports ESP (Enterprise Services Planning).
• ESP is a Kanban based management system of cadences to coordinate and align
across multiple interconnected services or domains, to create customer value
• ESP enables business agility without loss of management control.
• EPS enables speedier value delivery, improved optionality and business agility.
• ESP will also make Operations leadership focus on flow efficiencies in addition
to resource efficiencies, to achieve V2MOM level goals.
28. Step 1:
Intake & Planning
(1- 2 weeks)
•Define V2MOM level Goal(s)
- e.g. Tech Refresh initiative for
1. on-time engineering wide provisioning
(rack & loose gear on/off boarding)
2. Planning new compute capacity
•Reduce Scope for incremental value
(~1 quarter to 6 months)- leveled by
capacity to do work-
early adopter programs/products
- e.g. rack onboarding process workflow
•Identify key stakeholders:
from Business, Dev/Engg, SQA/Test,
Release Engg and/or Operations
• Identify landscape:
Value chain, initiatives, priorities,
expectations, impediments, and known
constraints
•Create initial Lean change plan using
canvasses such as:
“Lean change canvases” for both
initiatives, and
“Strategy canvas” for tracking strategy
through execution
Step 2:
Discovery phase
(2-3 weeks)
•Apply "learning to see” approach to
Create value by finding sources of non-
value-adding wastes, whether
necessary or unnecessary; and to
reduce or eliminate those.
•Narrow down and validate current
state value stream map (VSM)–
identify current process workflows,
analyze timings and identify NVA
wastes (impediments) causing delays
in flow.
•Visualize future state VSM- “single
piece flow” in ideal world.
•Gap Analysis Workshops- to identify
gaps between “as is” and “to be” VSMs
in terms of key tenets related to
people, process, tools, governance &
metrics
•Assessment of process maturity
•Formal Report- Submit assessment
worksheet highlighting gaps
Step 3:
Roadmap phase
(4-6 weeks)
• Recommendations-
•People- new roles as
needed
•Process – ESP Cadences
•Tools for road mapping
•Governance & Metrics
• 30-60-90 plan specific to
identified gaps in order to
improve process maturity
• recommend “Strategy canvas”
based Kanban system for
tracking strategy through
execution
#Step 4:
Pilot Phase
• Identify people for new Roles from
selected teams, if needed
• Training & Coaching
- Process
- ESP cadences, agendas, meetings
and
- People
- Changing roles & responsibilities
- Tools
- Roadmap sync with cadences
• Build-measure-learn
-learn to either pivot or persevere
• Validated learning
-socialize outcomes & communicate
plan of continuous improvement
#Step 5:
Wider Rollout
•Move the needle
• Build Community
• Transformation team &
charter
• Add champions, evangelists
• Cadence of events
• Execute Lean change plan for
scaling, apply process evaluator
tool with a centralized or
autonomous governance model
with Modern Agile values and
ESP cadences based on an
evolutionary (phased) framework
like Kanban and/or Scrumban
#Time line is context dependent after step 3
28
Approach (Modern Agile with ESP Cadences)
29. Improvement Plan for Operations
1. Understand Direction / Challenge(s)
• We need to work out challenges with hardware on-boarding and off-boarding
• a major bottleneck for Operations wide Tech Refresh initiative
2. Assess Current Condition
• Value stream mapping (VSM)
• Find operational inefficiencies
• Document “as is” state VSM
3. Achieve next feasible target condition
• Document “to-be” state VSM
• Design Kanban Boards for “to-be” workflows
• Visualize & limit work-in-progress
• Show improvements in cycle/lead times
• Further tuning…with controlled experiments
4. Iterate steps 1 to 3, to achieve more feasible targets with more experiments
• e.g. “dock to bootstrap” in 1-2 days with 1 empowered team
30. Goals of VSM (value stream mapping)
• Main goal of VSM is to create value by finding sources of muda (non-value-adding
wastes), whether necessary or unnecessary:
• Other goals of VSM are to eliminate mura (unevenness) and muri (overburdoning)
See also: https://www.lean.org/lexicon/muda-mura-muri
31. “As-Is” Value Stream Map – “Rack On-boarding” Workflow
Customer
Request to Dock (160+ d) Prepare (13-15d) Bootstrap (3d)
PO Creation ReceivedPO Processing Pre-Config Land @DC Configuration
160+ days 13 to 15 days 3 days
Pre-planning
for
Approved
Demand
Time
Ladder
(approx.) Lead Time. 176+ d
Value Add Time 42- 44 d
Non-VA Time 80-165 d
Electronic Information Flow
Operations
3
days
7
days
7
days
13-18
days
3
days
60-140
days
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
Time Analysis
Non-Value Add vs. Total
50-75% or more
Value Add vs. Total
25-50% or less
Value Add vs. Non-VA
½ to 1/3 or less
Work In Progress
- Create RQSVR
- Approve RQSVR
- Shopping Cart
- Create PO
- Approve PO
- Create Asset via ASN
- Create PROCR
- Create LGSRV
- Approve LGSRV
- Execution smartsheet
- Asset arrival
- Scan asset
- Update TMA
- Close PROCR
- Close RQSVR
- CIE prep work
Post-Config
- SWFPA: rack profile
- Electrical/power WO
- Network Pre-Config
- Pre-cable network
- Move
- Scan
- Install
- Auto Verify
- Configure switch
- Check ILOM & Racks
- TMA status=in-Service
- Rack profile scripts
- SASRV: begin bootstrap
- Auto bootstrap (via API)
- Close SWFPA
- Resolve LGSRV
- Bootstrap completed
9
days
0 days
4-6
days
0 days
11
days
0 days
5
days
0 days
Asset Mgmt (8-10) Site Services (~40) Data Center TS (13) Network (8-10) Vendor (25-30)
Lack of standardized work, e.g.
Rack life expectancy, depreciation decisions
Network Bubble decisions Ports availability
32. “To-Be” Value Stream Map – “Rack On-boarding” Workflow
Customer
Pre-Config Land (on dock) Post-Config
Order
Request
Purchase Order
Purchase
Order
Dock
? days ? days ? days
Pre-planning
for
Approved
Demand
Time
Ladder
(approx.) Lead Time. ? d
Value Add Time ? d
Non-VA Time ? d
Electronic Information Flow
Operations
?day
s
?days
?days ?days
?days
?days
WIP (Inventory)PUSH- scheduled before neededExternal source
LEGEND
Eliminate Waste
Time Analysis
Non-Value Add vs. Total
? % or more
Value Add vs. Total
? % or less
Value Add vs. Non-VA
?
Not Started
Dock
?days
?days
?days
?days
?days
?days
?days
?days
Deploy
Standardized Work
One empowered team(80-100)?
33. Modern Agile ESP- PE-wide Proposal for Management Review
4 Pillars of Modern Agile
33
Make Safety
a
Prerequisite
Make People
Awesome
How do we make
people awesome
through our
product and how
do we make our
teams awesome?
How do we
promote safety
around
interactions with
one another as
well as make our
products safe to
use for our users?
Experiment &
Learn Rapidly
How do we
increase the
feedback loop?
When we get stuck
or aren’t learning
enough, we take it
as a sign that we
need to learn more
by running more
experiments.
Deliver Value
Continuously
How do we get
value into our
customer’s hands
as frequently as
possible?
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