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Copyright © 2011 Constant Contact Inc. Transitioning Your Team to Kanban: Theory and Practice Gil Irizarry & Susan Jacobs Constant Contact June 2011
Copyright © 2011 Constant Contact, Inc. 2 Agenda ,[object Object]
Theory –
Motivations
Background
What is Kanban and how does it work
Practice –
Setting up a Kanban board
Establishing policies and limits,[object Object]
 Over 20 years software development and management experience, over 5 years in an agile software development environment
CSM and PMP certifications, Kanban coaching training with David Anderson
BS from Cornell, ALM from Harvard, certificate in Management from MIT Sloan
 girizarry@constantcontact.com, gil@conoa.com,[object Object]
 BS degree in Computer Science / Information Science from Binghamton University
 sjacobs@constantcontact.com, Twitter: @sjacobs146,[object Object]
>$200MM gross revenue per year
 >800 employees
 >450K paying customers
Engineering and Operations total about 150 people
First Scrum team formed in 2006,[object Object]
React quicker to changing market conditions
Get new features to users more quickly
Frequent releases are smaller releases
Better Quality,[object Object]
Copyright © 2011 Constant Contact, Inc. 8 This is appropriate if you are building an… “Originally planned to enter service in May 2008, the [Dreamliner] project has suffered from repeated delays and is now more than three years behind schedule.”  -- Wikipedia
Copyright © 2011 Constant Contact, Inc. 9 Quick Review of Scrum ,[object Object]
 Daily stand-ups
What did you do yesterday, what did you do today, any impediments
Retrospectives
Burn-down chart
Board with To Do, In Progress and Done states,[object Object]
Copyright © 2011 Constant Contact, Inc. 11 Lean Principles ,[object Object]
 Build Quality In
 Create Knowledge
 Defer Commitment
 Deliver Fast
 Respect People
 Optimize the WholeLeading Lean Software Development: Results Are not the Point by Mary and Tom Poppendieck
Copyright © 2011 Constant Contact, Inc. 12 Foundational Principles of Kanban ,[object Object]
 Agree to pursue incremental, evolutionary change
 Respect the current process, roles, responsibilities & titlesFrom: http://agilemanagement.net/index.php/Blog/the_principles_of_the_kanban_method (David Anderson)
Copyright © 2011 Constant Contact, Inc. 13 5 Core Properties of Kanban ,[object Object]
Team board states are a reflection of the value stream
 Limit WIP
 Manage Flow
Implied that flow should be continuous
 Make Process Policies Explicit
 Improve Collaboratively (using models & the scientific method),[object Object]
Copyright © 2011 Constant Contact, Inc. 15 Pigs vs. Chickens?
Copyright © 2011 Constant Contact, Inc. 16 No!  You are a team
Copyright © 2011 Constant Contact, Inc. 17 Value Mapping Exercise How do you make dinner?

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Transitioning to Kanban

Editor's Notes

  1. We didn’t get it right the first week.
  2. We had 3 “swim lanes” “P1” or “expedite”, Engineering and Design. The lanes converged in the verify column.We had WIP limits for each column or “state”Engineering Lanes: Queue, Requirements & Test Plans, Design, Review& Revision, Code, Review & Revision, Verify, DoneDesign Lanes: Queue, User Experience, UX Review & Revision, Design, Review& Revision, Test Plan, Code, Review & Revision, Verify, Done
  3. We decided to use post it “flags” to indicate a blocked item.We created a parking area for “work not on the board” for visibility sake.
  4. Breaking items into tasks allowed for better tracking of progress, and made it easier for people to see item that they could collaborate on.
  5. We had trouble managing dependencies between the two boards/teamsWe decided to pull together as one team, one board, one goal
  6. Cycle times look good, but would like to see more predictability on Pebbles.
  7. Spike in February cycle times due to Know How items
  8. Standard Deviation is a measure of predictability. The bigger the standard deviation, the less predictable we are.
  9. We still “retro”. We try to look at items that exceed estimates to try to learn from our mistakes.
  10. Throughput dramatically higher in March due to Know How. May throughput down because of Google/Open ID and Network Solutions items. Lots of work, but didn’t deliver until June. Increase in the number of bugs also affects throughput.
  11. This example is from September of last year. Pretty smooth.
  12. Bugs are taking up almost 30% of our time!!!! I’m using these metrics to demonstrate that poor quality is hurting our ability to deliver
  13. Throughput was down because we had 4 large projects going on simultaneously, so smaller items blocked.Infrastructure work (e.g. code cleanup, upgrades, etc.) were not getting done.Team defined classes of service – pebbles, rocks, sand, plus infrastructure and design only.
  14. We standardized item sizes – Small <= 1 day, Medium 2-7 days, Large 7-14 daysWe found ourselves sizing items based on free lanes instead of actual size, felt artificialWe decided to change our classes of service to 2 Stakeholder lanes, 1 Exploration lane, 2 Infrastructure lanes, bugs and footprints the same.Started prioritizing by class of serviceWe’ll collect data and see what happens