Taking kanban to the masses - Agile Cambridge
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My experiences when coaching teams through adoption of agile techniques, specifically the rational and benefits of taking a kanban approach to managing work.
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Taking kanban to the masses - Agile Cambridge
- 1. Taking kanban to the masses John Stevenson Lean Agile Machine ©LeanAgileMachine Creative Commons License
- 2. Who is John Stevenson ● Runs Limited WIP Society in London ● Coach ● Atlassian ambassador in UK ● Community geek London Java, Graduate Devs, London Scala, London Clojurians, etc. ● Dabbles with Clojure ©LeanAgileMachine Creative Commons License
- 4. My inspiration / motivation ● The Journey of Po to become the Dragon warrior Asperation Passion Needs a goal and motivation ©LeanAgileMachine Creative Commons License
- 5. A long journey of discovery ©LeanAgileMachine Creative Commons License
- 6. The right motivation ©LeanAgileMachine Creative Commons License
- 7. Po reaches his goal ©LeanAgileMachine Creative Commons License
- 8. My Journey ● Started with Personal Kanban ● Applied kanban to projects ● Learn about a lot of barriers ● Coached receptive teams and individuals ● Sharing experiences with conferences and Limited WIP Society talks ©LeanAgileMachine Creative Commons License
- 9. Typical approach to kanban ● Workshop format discuss the purpose of kanban give people a situation it interact with - MAFIA roleplay games – negative and positive outcomes ● Encourage personal kanban helps with adoption and practice ©LeanAgileMachine Creative Commons License
- 10. Why adopt kanban ©LeanAgileMachine Creative Commons License
- 11. Lessons learnt in corporate kanban A case study in pain and dissapointment ©LeanAgileMachine Creative Commons License
- 12. Everything is fine ©LeanAgileMachine Creative Commons License
- 14. Things not what they used to be ©LeanAgileMachine Creative Commons License
- 15. Competition gaining / overtaking ©LeanAgileMachine Creative Commons License
- 16. Shareholders arent happy ©LeanAgileMachine Creative Commons License
- 17. Customers a little unhappy ©LeanAgileMachine Creative Commons License
- 19. ”This is not a blame cluture” ©LeanAgileMachine Creative Commons License
- 20. Running out of ideas... ©LeanAgileMachine Creative Commons License
- 21. Loosership over leadership ©LeanAgileMachine Creative Commons License
- 22. CxO decrees You must work harder – make your targets ©LeanAgileMachine Creative Commons License
- 23. Just fix it ● Take out the competition ● Outsourcing / insourcing ● Hire more consultants ● Efficiency improvements ©LeanAgileMachine Creative Commons License
- 24. Competition now overtaking ©LeanAgileMachine Creative Commons License
- 25. Shareholders ”sending the boys round” for a friendly visit ©LeanAgileMachine Creative Commons License
- 26. Really angry customers ©LeanAgileMachine Creative Commons License
- 27. Staff even more frustrated ©LeanAgileMachine Creative Commons License
- 28. Rest of Org in a bad way ● Confused, demotivated, undervalued ● In-fighting ● Barriers between people and teams ● High staff turn around ● High number of consultants getting training ● Outsourcing / insourcing ©LeanAgileMachine Creative Commons License
- 29. Limited understanding of Value ● Table stakes – not just for dinner ● Differentiators – we dont need no stinking differentiators ● Spoilers – no time to watch TV ● R&D – if the budget allows ● Where is the vision ?? ©LeanAgileMachine Creative Commons License
- 30. Sink to survive... ©LeanAgileMachine Creative Commons License
- 31. So what's going on? ©LeanAgileMachine Creative Commons License
- 32. Disfunctional Org ● Finds it hard to look at itself ● Too busy to step back and understand root causes ● Too focused on the bottom line and budgets ● More ”command & control” put in place ©LeanAgileMachine Creative Commons License
- 33. Usual Suspects ● ”The Management” ● Ego driven devs ● Budget driven PM's ● Empire builders ©LeanAgileMachine Creative Commons License
- 34. Nicky ”the nose” Tagliano ● Overbearing & Combative IT Director Tells staff what to do, but not why Doesnt communicate well Relies on his own experience more than others ”I knows whats best for you” ©LeanAgileMachine Creative Commons License
- 35. Fabiano Skankypants ● Ego driven developer Keeps everything to himself Always ”the hero” Always in charge Always the loudest Always has to get his way ● Holding everyone to ramsom ©LeanAgileMachine Creative Commons License
- 36. Allycat Fabiano ● Confused and overworked DevOps Deploys lots of patches Deals with poor deployment docs Re-writes lots of deployment scripts Lots of work from all dev teams Multiple high priorities No vision on actual value of their work ©LeanAgileMachine Creative Commons License
- 37. MAFIA (toxic) Culture ©LeanAgileMachine Creative Commons License
- 38. In seach of Trust... ©LeanAgileMachine Creative Commons License
- 39. Give people a situation to explore Kanban vs The Mafia ©LeanAgileMachine Creative Commons License
- 42. How would you make a change ? ● Big bang process improvement ? Prince2 / DSDM – takes time to adopt Scrum – only local improvements without buy-in XP – technical improvemets tiny compared to org disfunction ● More shouting ? ● Achievement Culture ? What are we trying to achive and how best should we do that? ©LeanAgileMachine Creative Commons License
- 43. Is there a better way to change ? ©LeanAgileMachine Creative Commons License
- 45. The first rule of kanban... ©LeanAgileMachine Creative Commons License
- 46. What is your goal? ©LeanAgileMachine Creative Commons License
- 47. Set valuable goals ©LeanAgileMachine Creative Commons License
- 48. The bare neccessities... ©LeanAgileMachine Creative Commons License
- 49. Understanding your goals Table stakes / foundations Differentiators Spoilers Accelerators ©LeanAgileMachine Creative Commons License
- 50. Next three goals ©LeanAgileMachine Creative Commons License
- 51. G.R.O.W your goals ● Goal Visualise and emote.. ● Reality Honest view of situation... ● Options Scenarios to achieve the goal ● Way forward Take and option and evaluate ©LeanAgileMachine Creative Commons License
- 52. What outcome do you want? ● You meet up with your friends a year from now What do you want to tell them you have been doing? ©LeanAgileMachine Creative Commons License
- 53. Change seems scary... ”The only thing to fear it fear itself” ©LeanAgileMachine Creative Commons License
- 56. Kanban board - Wall of Facts
- 57. Start with a simple approach Planning Doing Done Current process is not always know, or often not understood or valued - Start simple to get started, review and evolve - Standups & Retrospectives should include ”the process” ©LeanAgileMachine Creative Commons License
- 58. Or Map the existing process Planning Analysis Development QA Release If you have more buy-in, map your existing process – Value stream mapping ©LeanAgileMachine Creative Commons License
- 59. Let the board run... Planning Analysis Development QA Release Let the problems reveal themselved, if not already apparent ©LeanAgileMachine Creative Commons License
- 60. Get People Interacting ● We learn best by doing ● Use Kanban boards to run the workshop ● Get people building a board Introduce different aspects along the way ● Using roleplay and games to introduce further concepts Limited WIP, Fast Feedback, consistent flow of work ©LeanAgileMachine Creative Commons License
- 61. Opportunities to change ● Visualising work ● Managing work load show opportunities give you time to change ©LeanAgileMachine Creative Commons License
- 62. Let kanban help you learn ● Work on only on one thing at once ● Everyone responsible for any priority changes Even your manager ● If forced to switch, record and reset task to begining Review ”task switching” overload ©LeanAgileMachine Creative Commons License
- 63. Add WIP Limits Planning Analysis Development QA Release (1) ● WIP limits show the constraints in the process Start to adjust work in other areas... ©LeanAgileMachine Creative Commons License
- 64. Show work ready Ready to Planning Analysis Dev Release (2) Release (1) ● Ready lanes give you options on what to work on next ©LeanAgileMachine Creative Commons License
- 65. Balance work to resources Ready for Ready for Ready to Analysis (4) Analysis (1) Dev(4) Dev (4) Release (2) Release (1) ● WIP limited to resources of the team Promotes faster feedback Helps identify areas that need more resources / change in practices ©LeanAgileMachine Creative Commons License
- 66. Pull system ©LeanAgileMachine Creative Commons License
- 67. Be as creative as needed ©LeanAgileMachine Creative Commons License
- 68. Dont forget the card design ©LeanAgileMachine Creative Commons License
- 69. Beware being overworked ● Huge backlog is demoralising ● Everything is a priority ● Never seem to get anywhere ● Never sure what value you are delivering ©LeanAgileMachine Creative Commons License
- 70. Experditing ● Visualisation for a high priority task Big red sticker Experditing lane Record other tasks being blocked ● Review why you get high priority task Consider it a constraint / bottleneck ©LeanAgileMachine Creative Commons License
- 72. Ask about Vision ● Step up and ask the difficult questions Five whys You wont be thanked for it because often no answer is known Need to hightlight this as an issue ● Encourage the business to communicate its intent with you Help them help you become more effective ©LeanAgileMachine Creative Commons License
- 73. Lessons learnt from Lean & System thinking ©LeanAgileMachine Creative Commons License
- 74. Explaining flow ● Flow gives you fast feedback Limited work on progress means low time between roles – reduced overall cycle time ● Establish a regular cadence – consistent pace If you are cycling from London to Brigton, you dont set off at top speed ● Small sized tasks help attain flow ● WIP limits create a pull system, driving flow Work is done at the speed of the slowest process eg. Boy scouts in ”The Goal” ©LeanAgileMachine Creative Commons License
- 75. Data dashboard effect ● Manager can instantly see what you are working on ● Manager can evaluate priorities easily Or go back and ask for clarification with business ● Gives data on issues Recording task swapping, time to work on tasks Data to review at retrospective on current approach ©LeanAgileMachine Creative Commons License
- 76. Kanban effect ● Fast feedback between people Devs get fast feeback if problems releasing BA's improve requirements from dev feedback Business feeds back sooner to steer development ● Adapt to changing priorities easier Impact of changes easier to see ● Work effort becomes predictable and trust increases ● Effort is converted into working software sooner See results sooner – identify work with business benefit ©LeanAgileMachine Creative Commons License
- 77. Subtle ”Theory of Constraints” ● What is stopping you achieve your goals ? Identify all the current challenges ● Find how to work effectively With respect to the biggest challenge ● Incrementally improve around biggest challenge ● Review the challenges ©LeanAgileMachine Creative Commons License
- 78. Drop the Backlog ● The backlog is a omnipresent sign of overload Useful for pushing back to the management Bad for team moral Hide it away (eg. JIRA) ● When team are in tune with value, tasks flow more naturally – opportunities are not drowned out ©LeanAgileMachine Creative Commons License
- 79. Value stream mapping ● Weird name, important concept ● The (often wide) path to getting things done ● The activities that help get things done effectively ©LeanAgileMachine Creative Commons License
- 80. Cost of Delay ● Value hard to assess ● What else could you ● What if we dont do it be doing ? ● What if we dont deliver when you want ©LeanAgileMachine Creative Commons License
- 81. Predictability / Cadence ● Work towards ● A 400Km cycle ride smaller task needs a good ● Feedback from board cadence to survive helps you understand your capacity ©LeanAgileMachine Creative Commons License
- 82. Change at the speed of acceptance ● Effective change cannot be pushed ● kanban estoles pull, change should be ● Odd that some pulled many agile projects start and end with a big bang ©LeanAgileMachine Creative Commons License
- 83. Lean Startup ● Business canvas model ● Real options ● Last responsible moment ● Least responsible change ©LeanAgileMachine Creative Commons License
- 84. Lessons from Service Desk ● Variation of personal kanban Sticky notes at the side of the keyboard One priority at once Need business reason to change priorities Record reason and number of times you had to revisit the task ©LeanAgileMachine Creative Commons License
- 85. DevOps overload ● Lots of last minute ● DevOps have no time to patches script deployments ● Have to deal with long, ● Deployment like boring deployment buses, nothing for a documents few days then three ● Repeatedly swiched from come at once for the infrastructure work, same night vastly increasing time taken. ©LeanAgileMachine Creative Commons License
- 86. DevOps Goal keeper ● Team rotates people around role ● Goalkeeper fields all issues ● Rest of team allowed to focus on a (bigger) task ● Use visual indicator to show who is the Goalie ©LeanAgileMachine Creative Commons License
- 87. Summary of Kanban ● Visualse work ● Manage WIP ● Helps you stay sane ● Engage with business ● Show you are Shared ownership productive ● Encourage realistic ● Deal with micro- priorities management ©LeanAgileMachine Creative Commons License
- 88. Final form of feed back ● Find a better company ● Start your own thing
- 89. Thank you ©LeanAgileMachine Creative Commons License
- 90. Feedback & Refs ● Website: john.jr0cket.co.uk ● Blog: blog.jr0cket.co.uk ● Email: John@jr0cket.co.uk ©LeanAgileMachine Creative Commons License