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LKNL12: Kanban for the whole value stream
The document discusses various challenges organizations face in implementing agile and scrum methodologies, highlighting a significant failure rate in realizing expected benefits. It emphasizes issues such as feature overload, bottlenecks in communication, and the complexities of R&D processes that hinder productivity. Additionally, it proposes a need for improved visibility and scrutiny in product management to address these challenges.
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LKNL12: Kanban for the whole value stream
- 1. @duarte_vasco and @lasseziegler Visualizethe work – Kanban for the whole value stream
- 2.
- 3. V-Model Spiral MOdel Rapid SoftwareDevelopment Chaotic development DSDM • Add buzzwords of failed models Rational Unified Process FDD Danisarda @ flickr
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- 5. Ken Schwaber: 75%of organizations fail to benefit from Agile/Scrum as expected http://www.agilecollab.com/interview-with-ken-schwaber
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- 7. Would you goback to the old way of working? Large hardware + software company in nordics
- 8. NSN, presentation atJAOO/2010
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- 10. Act II –developing the action
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- 12. What is thebiggest problem in your organization?
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- 14. • Overburdden orMuri Topgold @ flickr
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- 16. It is hard There’s a and slow to bottleneck hire good in R&D Hire more people Salaries people here are too high! Need to And then we get faster spend time Travel and wait... R&D!!! Oh Work with with off- communication off-shore shore costs increase and near- teams shore Communication problems emerge
- 19. Market Market Here be You are here Here be dragons dragons (R&D / IT)
- 20. 1. Why dowe have so many features in the backlog? 2. What are the value stream steps that we don’t know about yet? Or don’t even understand?
- 21. Market Market Here be You are here Here be dragons dragons (R&D / IT) Pre- Revenue idea experiment valid To do Doing Done prodcution Production generated
- 22. Market Market Here be You are here Here be dragons dragons (R&D / IT)
- 23. Features left tocomplete Likely progress at current pace Likely release date some where there... Time Release date ...
- 24. Company acquired Lack of scrutiny by Product Need to add Manager or more features other <exercise for the audience> All new Increase features are pressure on added teams
- 25. Make information aboutthe system visibile ... And that’s just the start...
- 26. End of Features inthe Backlog Roadmap cycle End of End of strategy strategy cycle cycle Time
- 27. Stay tuned foran example...
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- 29. <PDCA Concentric circles> Papalars @ flickr
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- 31. Example 1: Whydo we have so little througput?
- 32. Stuff that isgoing on
- 33. Development Stuff in Stuff that is production going on
- 34. Where are allthese projects coming from?
- 35. Development Stuff in Stuff that is production going on
- 36. Project evaluation Development Stuff in Stuff that is production going on
- 37. Wish Project Production List evaluation Life-cycle Development Stuff in production
- 38. Wish Project Production List evaluation Life-cycle Development Production Stuff in production Live Maintenance
- 39. Example 2: TheFeature Team
- 40. Component A Component B Queue Development Testing Development Testing
- 41. Component A Component B Queue Development Testing Development Testing
- 42. Feature Team (A + B) Queue Development Testing
- 43. Feature Team (A + B) Queue Development Testing Post-production Localization Documentation
- 44. Example 3: Whathappens on the Product Management part of the chain?
- 45. Feature Team (A + B) Queue Development Testing Post-production Localization Documentation
- 46. This *was* thequeue! MVP Validated Development Filtering ideas The CTO pool / Integration Acquisition Customer Requests
- 47. Example 5: Whydo we get such a big queue at specific intervals?
- 48. Queue Development Testing
- 49. Roadmap Process Output Development Testing Happens in Spring and Autumn
- 50. Strategy Roadmap Process Process Output Development Testing Happens in Spring and is ”reviewed” in Autumn
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- 52.
- 53. Act III –Turning point
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