The Secret of Flow<br />http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/<br />The journey towar...
http://tynerblain.com/blog/2007/02/28/agile-development-roi-2/<br />
Application maintenance teams are an increasingly important contributor to service delivery and user satisfaction, but the...
Most of maintenance work is managed as projectswe are USED TO manage Projects<br />
Is there an alternative? <br />
Cost to release/deploy<br />
Enter FLOW based development	also called Service Delivery<br />
Step #1: identify and work with minimally valuable features<br />
TIP #1: <br />LimitSIZE!<br />
Can all work items be the same size?<br />
Step #2: Visualize Flow<br />
Step #2: Visualize Flow<br />
Tool: The Cumulative Flow Diagram<br />
Mushon<br />Inbar<br />Inbar<br />Elad<br />Mushon<br />Elad<br />Inbar<br />Elad<br />Mushon<br />How to do a CFD<br />15...
How to do a CFD<br />16<br />
What can teams learn from Cumulative Flow?<br />Total Scope<br />Dev Burnup<br />Work in Process (WIP)<br />Done Burnup<br...
A<br />B<br />Which is BETTER?<br />
A<br />B<br />Manage FLOW to get from A to B<br />
Question: <br />What are those Steps?<br />
quick roundtimefor short trips – no waits<br />More efficient<br />But longer time and queues<br />TIP: Do what MAKesecono...
A Kanban board – Not a Must for Flow<br />But will SIGNIFICANTLY improve it<br />
Time to Complete<br />Smaller Features - is this Pull/Flow?<br />Parallel - WIP<br />R<br />D<br />C<br />T<br />R<br />D<...
Step #3: Control Flow<br />RECIPE: Limit amount of Work in Progress<br />
DONE<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />...
Collective ownership<br />TIP: Versatility enables lower Work in process limits and minimizes price of surprises<br />
RECIPE: Limit WIP<br />When EXECUTING<br />
Limiting WIP – pull according to the bottleneck<br />DONE<br />R<br />D<br />C<br />Hardening<br />R<br />D<br />C<br />T<...
Say<br />NO!<br />to BAD<br />project-level Multi-Tasking<br />Tip: <br />Freeze 50% of projects/activities<br />	Focus/Sw...
Accurate WIP Limit / Freeze amount is not that important...<br />½ the WIP, ½ the batch size, can be a good start...<br />...
limiting WIP / freezing SLACKTIME ???<br />* No coaches were idle due to the preparation of this presentation<br />
RECIPE: use TOC 5 Focusing Steps<br />
Feature Freeze<br />Coding Done<br />DONE<br />Hardening<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br...
3<br />1<br />5<br />Work with minimally valuable features<br />Limit Work in progress<br />Focus on bottlenecks<br />4<br...
Traditional priorities might not be enough<br />Start thinking about COST OF DELAY<br />Mike Burrows http://positiveinclin...
Track cycle time per class of service to manage SLAs<br />If I need a green one – how early should I schedule it for work?...
Now lets complicate life a little...<br />
Enter the Shared Resource...Test lab?<br />
The Shared Experts<br />DBA<br />   Platform/INFRA       UX/UI DESIGN<br />Security<br />
Will visualizing and managing flow in each of those roads be enough? <br />
Need to visualize and manage the global end to end flow across shared resources<br />
When dealing with shared resources...<br /> we need to apply the flow techniques at the level at which they are shared<br />
3<br />Use Kanban boards to Visualize and manage end to end flow<br />
How can I take this to my context?<br />
Add flow charts to your existing work tracking system <br />Something like...<br />HP QualityCenter<br />Microsoft TFS<br ...
Tool:electronic KANBAN system<br />
Why FLOW<br />Tuned for Service Delivery<br />(80% of software development in the world is V>1.0)<br />Pragmatic approach ...
4<br />1<br />6<br />Limit Work in progress<br />Focus on bottlenecks<br />Work with minimally valuable features<br />7<br...
COLLAGE FROM KANBAN TRAINING<br />Advanced Topics in Kanban<br />Kanban for Managers/Leaders<br />Kanban for Scrummers<br ...
Limitwork in process:<br />Stopstarting, startfinishing<br />53<br />
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The Secret of Flow - My AgileIL11 Talk

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Journey towards better software development management using lean/kanban flow approaches - especially focused on service delivery in software sustainment.

Trying to provide a somewhat fresh view of how to get to kanban thinking, but based on the current recipes (e.g. David Anderson recipe for success)

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  • Over 90% of the cost of software development is software maintenance (cite). This alarming trend was predicted as early as 1972. McKinsey suggests that CIOs should spend no more than 40-60% on maintenance. Gartner’s IT Spending and Demand Survey (2002) reports that CIOs are spending 80% of their budgets on maintenance (p12 of presentation). Agile development can help reverse this trend.
  • Vote:Who here is working on V&lt;1.0?Of those – who knows up front the majority of the scope of V1.0? The rest should care.On those working
  • Vote:Who here is working on V&lt;1.0?Of those – who knows up front the majority of the scope of V1.0? The rest should care.On those working
  • SyncSpeed
  • Introduced in Lean Product Development by Don Reinertsen and David AndersonVisualize where the Features/Stories are in the workflow across time
  • What does it mean to manage flow? Managers take action to stop the line in case of high WIPIdentify bottlenecks and divert resources / focusManagement attention
  • What does it mean to manage flow? Managers take action to stop the line in case of high WIPIdentify bottlenecks and divert resources / focusManagement attention
  • If our policy/behavior is early start of everything“Working on many things in parallel will ensure high utilization”“Everything is important”“Each engineer has his own baby feature, they don’t want to collaborate, and there is a high collaboration overhead”Batch size is still HIGH
  • TODO – NEW PICTURE
  • TODO – summarize the tools/tips until nowPut the tips on the screen
  • DBA TeamUX ExpertsFoundation/Platform
  • TODO – summarize the tools/tips until nowPut the tips on the screen
  • TODO – emphasize the shared resources
  • Best approach for service delivery (80% of software development in the world is V&gt;1.0)Pragmatic approach to changeEnd to end optimization
  • TODO – summarize the tools/tips until nowPut the tips on the screen
  • TODO – summarize the tools/tips until nowPut the tips on the screen
  • The Secret of Flow - My AgileIL11 Talk

    1. 1. The Secret of Flow<br />http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/<br />The journey towards better software development management using lean/kanban flow approaches<br />Yuval Yeret<br />
    2. 2. http://tynerblain.com/blog/2007/02/28/agile-development-roi-2/<br />
    3. 3. Application maintenance teams are an increasingly important contributor to service delivery and user satisfaction, but they are also a growing component of the IT budget. <br />CIOs will find that paying attention to application maintenance teams delivers good rewards throughlower costs and targeted results<br />Gartner, August 2010<br />Maintenance == Over 90% of lifetime costs<br />http://users.jyu.fi/~koskinen/smcosts.htm<br />
    4. 4. Most of maintenance work is managed as projectswe are USED TO manage Projects<br />
    5. 5. Is there an alternative? <br />
    6. 6. Cost to release/deploy<br />
    7. 7. Enter FLOW based development also called Service Delivery<br />
    8. 8.
    9. 9. Step #1: identify and work with minimally valuable features<br />
    10. 10. TIP #1: <br />LimitSIZE!<br />
    11. 11. Can all work items be the same size?<br />
    12. 12. Step #2: Visualize Flow<br />
    13. 13. Step #2: Visualize Flow<br />
    14. 14. Tool: The Cumulative Flow Diagram<br />
    15. 15. Mushon<br />Inbar<br />Inbar<br />Elad<br />Mushon<br />Elad<br />Inbar<br />Elad<br />Mushon<br />How to do a CFD<br />15<br />
    16. 16. How to do a CFD<br />16<br />
    17. 17. What can teams learn from Cumulative Flow?<br />Total Scope<br />Dev Burnup<br />Work in Process (WIP)<br />Done Burnup<br />Real Done<br />Burnup<br />17<br />Average Cycle Time<br />
    18. 18. A<br />B<br />Which is BETTER?<br />
    19. 19. A<br />B<br />Manage FLOW to get from A to B<br />
    20. 20. Question: <br />What are those Steps?<br />
    21. 21. quick roundtimefor short trips – no waits<br />More efficient<br />But longer time and queues<br />TIP: Do what MAKeseconomic sense<br />
    22. 22. A Kanban board – Not a Must for Flow<br />But will SIGNIFICANTLY improve it<br />
    23. 23. Time to Complete<br />Smaller Features - is this Pull/Flow?<br />Parallel - WIP<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />DONE<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />Time<br />Moving to smaller units of work is NOTenough<br />
    24. 24. Step #3: Control Flow<br />RECIPE: Limit amount of Work in Progress<br />
    25. 25. DONE<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />DONE<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />Requirements<br />Design<br />Code<br />Testing<br />DONE<br />R<br />D<br />C<br />T<br />Time<br />R<br />D<br />C<br />T<br />Requirements<br />Design<br />Code<br />Testing<br />R<br />D<br />C<br />T<br />Requirements<br />Design<br />Code<br />Testing<br />R<br />D<br />C<br />T<br />Time<br />Requirements<br />Design<br />Code<br />Testing<br />Requirements<br />Design<br />Code<br />Testing<br />RECIPE: Limit WIP<br />When PLANNING<br />Requirements<br />Design<br />Code<br />Testing<br />Time<br />
    26. 26. Collective ownership<br />TIP: Versatility enables lower Work in process limits and minimizes price of surprises<br />
    27. 27. RECIPE: Limit WIP<br />When EXECUTING<br />
    28. 28. Limiting WIP – pull according to the bottleneck<br />DONE<br />R<br />D<br />C<br />Hardening<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />Time<br />
    29. 29. Say<br />NO!<br />to BAD<br />project-level Multi-Tasking<br />Tip: <br />Freeze 50% of projects/activities<br /> Focus/Swarm on the remaining ones<br />
    30. 30. Accurate WIP Limit / Freeze amount is not that important...<br />½ the WIP, ½ the batch size, can be a good start...<br />Based on ReinertsenProduct Development Flow<br />
    31. 31. limiting WIP / freezing SLACKTIME ???<br />* No coaches were idle due to the preparation of this presentation<br />
    32. 32. RECIPE: use TOC 5 Focusing Steps<br />
    33. 33. Feature Freeze<br />Coding Done<br />DONE<br />Hardening<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />R<br />D<br />C<br />T<br />
    34. 34. 3<br />1<br />5<br />Work with minimally valuable features<br />Limit Work in progress<br />Focus on bottlenecks<br />4<br />2<br />Visualize flow using CFD<br />Improve versatility<br />
    35. 35.
    36. 36. Traditional priorities might not be enough<br />Start thinking about COST OF DELAY<br />Mike Burrows http://positiveincline.com/?p=769<br />
    37. 37. Track cycle time per class of service to manage SLAs<br />If I need a green one – how early should I schedule it for work? <br />
    38. 38. Now lets complicate life a little...<br />
    39. 39. Enter the Shared Resource...Test lab?<br />
    40. 40. The Shared Experts<br />DBA<br /> Platform/INFRA UX/UI DESIGN<br />Security<br />
    41. 41. Will visualizing and managing flow in each of those roads be enough? <br />
    42. 42. Need to visualize and manage the global end to end flow across shared resources<br />
    43. 43. When dealing with shared resources...<br /> we need to apply the flow techniques at the level at which they are shared<br />
    44. 44.
    45. 45. 3<br />Use Kanban boards to Visualize and manage end to end flow<br />
    46. 46. How can I take this to my context?<br />
    47. 47. Add flow charts to your existing work tracking system <br />Something like...<br />HP QualityCenter<br />Microsoft TFS<br />IBM Lotus Notes<br />JIRA<br />Excel...<br />
    48. 48. Tool:electronic KANBAN system<br />
    49. 49. Why FLOW<br />Tuned for Service Delivery<br />(80% of software development in the world is V>1.0)<br />Pragmatic approach to change<br />focused<br />
    50. 50. 4<br />1<br />6<br />Limit Work in progress<br />Focus on bottlenecks<br />Work with minimally valuable features<br />7<br />5<br />2<br />8<br />3<br />Classify by COST OF DELAY<br />Visualize flow using CFD<br />Improve versatility<br />Scale to shared resources<br />Use Kanban Boards<br />
    51. 51.
    52. 52. COLLAGE FROM KANBAN TRAINING<br />Advanced Topics in Kanban<br />Kanban for Managers/Leaders<br />Kanban for Scrummers<br />Kanban Primer<br />Kanban for IT/SUPPORT<br />Operations<br />JOIN A KANBAN WORKSHOP<br />
    53. 53. Limitwork in process:<br />Stopstarting, startfinishing<br />53<br />
    54. 54. 4<br />1<br />6<br />yuval@agilesparks.com<br />Get the slides at http://www.slideshare.net/yyeret<br />@yuvalyeret<br />http://yuvalyeret.com<br />Limit Work in progress<br />Focus on bottlenecks<br />Work with minimally valuable features<br />Questions? <br />7<br />5<br />2<br />8<br />3<br />Classify by COST OF DELAY<br />Visualize flow using CFD<br />Improve versatility<br />Scale to shared resource<br />Use Kanban Boards<br />
    55. 55. Images Attribution<br />http://www.flickr.com/photos/yuvalyeret/265568342/in/set-72157594323037021/<br />www.slideshare.net/wnazzaro/agile-it-and-the-business-community<br />http://www.freefoto.com/images/41/03/41_03_4---Weight-Limit-Sign_web.jpg?&k=Weight+Limit+Sign<br />http://www.flickr.com/photos/maisonbisson/267746261/sizes/o/in/photostream/<br />http://www.flickr.com/photos/malavoda/4195215934/sizes/l/in/photostream/<br />http://www.flickr.com/photos/njj4/5044361592/sizes/l/in/photostream/<br />http://www.flickr.com/photos/grafixer/3527166081/sizes/l/in/photostream/<br />http://www.flickr.com/photos/librarygoblin/4307610546/lightbox/<br />http://www.flickr.com/photos/orinrobertjohn/2188280583/sizes/l/in/photostream/<br />http://www.flickr.com/photos/kwl/4809326028/<br />http://www.flickr.com/photos/justin_case/54087334/sizes/o/in/photostream/<br />http://www.flickr.com/photos/noneck/869906174/sizes/l/in/photostream/<br />http://www.flickr.com/photos/wendycopley/1332359314/<br />http://www.flickr.com/photos/frumbert/307532180/sizes/l/in/photostream/<br />http://www.flickr.com/photos/tgillin/4599272187/<br />http://www.flickr.com/photos/rolleh/3475746680/sizes/o/in/photostream/<br />http://www.flickr.com/photos/pamilne/3401930511/sizes/l/in/photostream/<br />http://www.flickr.com/photos/batintherain/112826092/sizes/l/in/photostream/<br />http://sherisays.files.wordpress.com/2010/08/drivers-stuck-in-traffic-jam-for-9-days-in-china.jpg<br />

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