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Using Kanban to Improve Web
   Operations

                  LSE Case Study




LSE Kanban Case Study
Nov 2012                       1
Contents


 Web Operations: the Issue
 Kanban
 System as designed
 System in practice
 Lessons learned




LSE Kanban Case Study
Nov 2012                      2
LSE Kanban Case Study
Nov 2012                3
                            Horia Varlan
Complex workload mix



                                        Wide range of skills


                 Short deadlines


                               Lots of intangibles
                                     (hard to track)
                              (hard to manage & improve)



 Lots of external parties
LSE Kanban Case Study
Nov 2012                           4
                                                           Lingaraj G J
The Spiral of Death
 People can’t see &
understand workload
                         Low confidence

                                                    Make noise
                                                (status reports, etc)
    Reduced capacity
       to deliver                                                    Add work
                                                                   “just in case”

                           Context switching
                                                                  Large backlog
                                 Effort to manage


                                        Effort to prioritise
                Rework
LSE Kanban Case Study                          Queuing delay
Nov 2012                            5
Kanban


 Literally “signal card”

 “Pull” system using signal cards to
  manage the flow of work

 5 Principles
       Visualise the workflow
       Limit WIP
       Manage flow
       Make process policies explicit
       Improve collaboratively (using models
        and experiments)
LSE Kanban Case Study
Nov 2012                            6
Board
Best Practice


 No such thing as the perfect kanban system

 Mindset:
                 Start where you are
              Make bottlenecks visible
 Evolve through experiments to eliminate bottlenecks

 Kaizen



LSE Kanban Case Study
Nov 2012                   8
Reasons for managing WIP


 Surface flow issues (dependencies, capacity
  limits, etc)rapidly & resolve them by:
       Swarming
       Adjusting policies
       Raising an issue
       …

 Reduce queuing delays and hence:
       Speed up feedback loops, so we learn and refine faster
       Reduce time wasted on context switches, requirements decay, etc
       Improve speed of response to requests
       Kill the spiral of death
LSE Kanban Case Study
Nov 2012                            9
Starting Point




LSE Kanban Case Study
Nov 2012                10
Backlog             Input Queue                           Work in Progress                       Output




                                                          Displaced




                                                                                          Done
External            Analysing     Ready                                  Doing                   In Production   Usage
Requests             WIP = 3 +    WIP = 1 anal.                   WIP = Team size + 1 +                          Reviewed
                      expedite    + 2 inter-team                        Expedite
High        WIP=3                 In-House
                        Expedit
                          e
                                  Management & Governance
Medium      WIP=3                  Analysis   Interteam
                                                                      Expedit
                                                                        e
                                              Interteam
                                                                         Operations
Low
                                  Production
                                                                      Expedit
                                   Analysis   Interteam                 e

                                              Interteam
                                                                         Operations
Internal                          Design
                                                                      Expedit
                                                                        e
Strategy &                         Analysis   Interteam

                                              Interteam
Capacity                                                                 Operations
Improvements                      Editorial
                                                                      Expedit
High        WIP=3                                                       e
                                   Analysis   Interteam

                                              Interteam

Medium                                                                   Operations
            WIP=3
                                  Rich Media
                                                                      Expedit
                                   Analysis   Interteam                 e
Low
                                              Interteam
                                                                         Operations

                                  Agency                                                                Issues
       LSE Kanban Case Study      IT
       Nov 2012
                                  Client
Name                                     Deadline

                                         ID

Ownership
   Originator               Worker / Internal Owner

Interdependencies
   Related Items

Systems / Components



Description & Notes
                        Also use
                        • Colour (Originator)
                        • Size (Effort estimate)
                        • Rotation (Blockage)
                       14
Name




                                 Done
                                        Doing
                                                                                                              Timing




                                                            Ready
                                                                                         Stage
                                                                               Backlog
                                                                    Analysis


                                                Displaced




                 In Production
                                                                                                     Date &
                                                                                                      Team




Usage Reviewed
                                                                                         Date

                                                                                         Date

                                                                                         Date / Team 1

                                                                                         Date / Team 1

                                                                                         Date / Team 2




15
                                                                                         Date / Team 2

                                                                                         Date / Team 2

                                                                                         Date / Team 1

                                                                                         Date / Team 1

                                                                                         Date / Team 1
                                                                                                                       ID




                                                                                         Date
                                                                                                                            Deadline




                                                                                         Date
Backlog             Input Queue                           Work in Progress2) Finish item
                                                                             Output




                                                          Displaced




                                                                                          Done
External            Analysing     Ready                                  Doing                   In Production   Usage
Requests             WIP = 3 +    WIP = 1 anal.                   WIP = Team size + 1 +                          Reviewed
                      expedite    + 2 inter-team                        Expedite
High        WIP=3                 In-House
                        Expedit
                          e
                                  Management & Governance
Medium      WIP=3                  Analysis   Interteam
                                                                      Expedit
                                                                        e
                                              Interteam
                                                                         Operations
Low
                                  Production
                                                                      Expedit
                                   Analysis   Interteam                 e

                                              Interteam
                                                                         Operations
Internal                          Design
                                                                      Expedit
                                                                        e
Strategy &                         Analysis   Interteam

                                              Interteam
Capacity                                                                 Operations
Improvements                      Editorial
                                                                      Expedit
High        WIP=3                                                       e
                                   Analysis   Interteam

                                              Interteam

Medium                                                                   Operations
            WIP=3
                                  Rich Media
                                                                      Expedit
                                   Analysis   Interteam                 e
Low
                                              Interteam
                                                                         Operations

                                  Agency                                                                Issues
       LSE Kanban Case Study      IT
       Nov 2012
                                  Client
Backlog             Input Queue                           Work in Progress4) Internal depend
                                                                              Output




                                                          Displaced




                                                                                          Done
External            Analysing     Ready                                  Doing                   In Production   Usage
Requests             WIP = 3 +    WIP = 1 anal.                   WIP = Team size + 1 +                          Reviewed
                      expedite    + 2 inter-team                        Expedite
High        WIP=3                 In-House
                        Expedit
                          e
                                  Management & Governance
Medium      WIP=3                  Analysis   Interteam
                                                                      Expedit
                                                                        e
                                              Interteam
                                                                         Operations
Low
                                  Production
                                                                      Expedit
                                   Analysis   Interteam                 e

                                              Interteam
                                                                         Operations
Internal                          Design
                                                                      Expedit
                                                                        e
Strategy &                         Analysis   Interteam

                                              Interteam
Capacity                                                                 Operations
Improvements                      Editorial
                                                                      Expedit
High        WIP=3                                                       e
                                   Analysis   Interteam

                                              Interteam

Medium                                                                   Operations
            WIP=3
                                  Rich Media
                                                                      Expedit
                                   Analysis   Interteam                 e
Low
                                              Interteam
                                                                         Operations

                                  Agency                                                                Issues
       LSE Kanban Case Study      IT
       Nov 2012
                                  Client
Name                                                                                                                                                     Deadline

                                                                                                                                                         ID

Timing
         Date &
          Team




                                                                 Date / Team 2



                                                                                                 Date / Team 2



                                                                                                                                 Date / Team 1
                                 Date / Team 1

                                                 Date / Team 1



                                                                                 Date / Team 2



                                                                                                                 Date / Team 1



                                                                                                                                                 Date / Team 1



                                                                                                                                                                        Date
                   Date

                          Date




                                                                                                                                                                 Date
 Stage
 Backlog
                                                 Awaiting Resource
 Analysis
             Analysis
 Ready
                                                                                                                    Sign Off
 Displaced
 Doing
 Done
 In Production Working
 Usage Reviewed                                                                      26
Metrics & Reporting
Backlog                        Cycle
                                Analysis   Await Resource   External   Working   Sign Off

 Size of backlog
     No of items; rough estimate of time to complete them

 Cycle time versus size of work item
     Min, max, average, distribution

 Percent of cycle time item is
       In Analysis (Ready-Analysis time)
       Awaiting resources (Doing-Ready + Doing-Displaced time, across internal teams)
       Being worked on internally (Done-Doing time across all internal teams)
       Being worked on by external team (Done-Ready time for external teams)
       Awaiting sign-off (In Production-Done time)

 Throughput
     No of items completed over a period, and hence average throughput

 Usage
     Actuals (usage statistics, satisfaction) versus targets in PD

LSE Kanban Case Study
Nov 2012                                    29
Board
Graham Oakes Ltd
 Making sense of technology…
     Many organisations are caught up in the
      complexity of technology and systems.
     This complexity may be inherent to the
      technology itself. It may be created by the pace of technology change. Or it may arise from
      the surrounding process, people and governance structures.
     We help untangle this complexity and define business strategies that both can be
      implemented and will be adopted by people throughout the organisation and its partner
      network. We then help assure delivery of implementation projects.
 Clients…
       Cisco Worldwide Education – Architecture and research for e-learning and educational systems
       Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems
       Dover Harbour Board – Systems and architecture review
       MessageLabs – Architecture and assurance for partner management portal
       National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy
       The Open University – Enterprise architecture, CRM and product development strategies
       Oxfam – Content management, CRM, e-Commerce
       Thames Valley Police – Internet Consultancy
       Sony Computer Entertainment – Global process definition
       Amnesty International, Endemol, tsoosayLabs, Vodafone, …


LSE Kanban Case Study
Nov 2012                                             37

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Kanban for Web Operations - LSE's experience

  • 1. Using Kanban to Improve Web Operations LSE Case Study LSE Kanban Case Study Nov 2012 1
  • 2. Contents  Web Operations: the Issue  Kanban  System as designed  System in practice  Lessons learned LSE Kanban Case Study Nov 2012 2
  • 3. LSE Kanban Case Study Nov 2012 3 Horia Varlan
  • 4. Complex workload mix Wide range of skills Short deadlines Lots of intangibles (hard to track) (hard to manage & improve) Lots of external parties LSE Kanban Case Study Nov 2012 4 Lingaraj G J
  • 5. The Spiral of Death People can’t see & understand workload Low confidence Make noise (status reports, etc) Reduced capacity to deliver Add work “just in case” Context switching Large backlog Effort to manage Effort to prioritise Rework LSE Kanban Case Study Queuing delay Nov 2012 5
  • 6. Kanban  Literally “signal card”  “Pull” system using signal cards to manage the flow of work  5 Principles  Visualise the workflow  Limit WIP  Manage flow  Make process policies explicit  Improve collaboratively (using models and experiments) LSE Kanban Case Study Nov 2012 6
  • 8. Best Practice  No such thing as the perfect kanban system  Mindset: Start where you are Make bottlenecks visible Evolve through experiments to eliminate bottlenecks  Kaizen LSE Kanban Case Study Nov 2012 8
  • 9. Reasons for managing WIP  Surface flow issues (dependencies, capacity limits, etc)rapidly & resolve them by:  Swarming  Adjusting policies  Raising an issue  …  Reduce queuing delays and hence:  Speed up feedback loops, so we learn and refine faster  Reduce time wasted on context switches, requirements decay, etc  Improve speed of response to requests  Kill the spiral of death LSE Kanban Case Study Nov 2012 9
  • 10. Starting Point LSE Kanban Case Study Nov 2012 10
  • 11. Backlog Input Queue Work in Progress Output Displaced Done External Analysing Ready Doing In Production Usage Requests WIP = 3 + WIP = 1 anal. WIP = Team size + 1 + Reviewed expedite + 2 inter-team Expedite High WIP=3 In-House Expedit e Management & Governance Medium WIP=3 Analysis Interteam Expedit e Interteam Operations Low Production Expedit Analysis Interteam e Interteam Operations Internal Design Expedit e Strategy & Analysis Interteam Interteam Capacity Operations Improvements Editorial Expedit High WIP=3 e Analysis Interteam Interteam Medium Operations WIP=3 Rich Media Expedit Analysis Interteam e Low Interteam Operations Agency Issues LSE Kanban Case Study IT Nov 2012 Client
  • 12. Name Deadline ID Ownership Originator Worker / Internal Owner Interdependencies Related Items Systems / Components Description & Notes Also use • Colour (Originator) • Size (Effort estimate) • Rotation (Blockage) 14
  • 13. Name Done Doing Timing Ready Stage Backlog Analysis Displaced In Production Date & Team Usage Reviewed Date Date Date / Team 1 Date / Team 1 Date / Team 2 15 Date / Team 2 Date / Team 2 Date / Team 1 Date / Team 1 Date / Team 1 ID Date Deadline Date
  • 14. Backlog Input Queue Work in Progress2) Finish item Output Displaced Done External Analysing Ready Doing In Production Usage Requests WIP = 3 + WIP = 1 anal. WIP = Team size + 1 + Reviewed expedite + 2 inter-team Expedite High WIP=3 In-House Expedit e Management & Governance Medium WIP=3 Analysis Interteam Expedit e Interteam Operations Low Production Expedit Analysis Interteam e Interteam Operations Internal Design Expedit e Strategy & Analysis Interteam Interteam Capacity Operations Improvements Editorial Expedit High WIP=3 e Analysis Interteam Interteam Medium Operations WIP=3 Rich Media Expedit Analysis Interteam e Low Interteam Operations Agency Issues LSE Kanban Case Study IT Nov 2012 Client
  • 15. Backlog Input Queue Work in Progress4) Internal depend Output Displaced Done External Analysing Ready Doing In Production Usage Requests WIP = 3 + WIP = 1 anal. WIP = Team size + 1 + Reviewed expedite + 2 inter-team Expedite High WIP=3 In-House Expedit e Management & Governance Medium WIP=3 Analysis Interteam Expedit e Interteam Operations Low Production Expedit Analysis Interteam e Interteam Operations Internal Design Expedit e Strategy & Analysis Interteam Interteam Capacity Operations Improvements Editorial Expedit High WIP=3 e Analysis Interteam Interteam Medium Operations WIP=3 Rich Media Expedit Analysis Interteam e Low Interteam Operations Agency Issues LSE Kanban Case Study IT Nov 2012 Client
  • 16. Name Deadline ID Timing Date & Team Date / Team 2 Date / Team 2 Date / Team 1 Date / Team 1 Date / Team 1 Date / Team 2 Date / Team 1 Date / Team 1 Date Date Date Date Stage Backlog Awaiting Resource Analysis Analysis Ready Sign Off Displaced Doing Done In Production Working Usage Reviewed 26
  • 17. Metrics & Reporting Backlog Cycle Analysis Await Resource External Working Sign Off  Size of backlog  No of items; rough estimate of time to complete them  Cycle time versus size of work item  Min, max, average, distribution  Percent of cycle time item is  In Analysis (Ready-Analysis time)  Awaiting resources (Doing-Ready + Doing-Displaced time, across internal teams)  Being worked on internally (Done-Doing time across all internal teams)  Being worked on by external team (Done-Ready time for external teams)  Awaiting sign-off (In Production-Done time)  Throughput  No of items completed over a period, and hence average throughput  Usage  Actuals (usage statistics, satisfaction) versus targets in PD LSE Kanban Case Study Nov 2012 29
  • 18. Board
  • 19. Graham Oakes Ltd  Making sense of technology…  Many organisations are caught up in the complexity of technology and systems.  This complexity may be inherent to the technology itself. It may be created by the pace of technology change. Or it may arise from the surrounding process, people and governance structures.  We help untangle this complexity and define business strategies that both can be implemented and will be adopted by people throughout the organisation and its partner network. We then help assure delivery of implementation projects.  Clients…  Cisco Worldwide Education – Architecture and research for e-learning and educational systems  Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems  Dover Harbour Board – Systems and architecture review  MessageLabs – Architecture and assurance for partner management portal  National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy  The Open University – Enterprise architecture, CRM and product development strategies  Oxfam – Content management, CRM, e-Commerce  Thames Valley Police – Internet Consultancy  Sony Computer Entertainment – Global process definition  Amnesty International, Endemol, tsoosayLabs, Vodafone, … LSE Kanban Case Study Nov 2012 37

Notes de l'éditeur

  1. Web OperationsWho here has spare capacity?
  2. Visualize the WorkflowSo typically, we are looking for state changes in the work, that generally reflect changes in the activity used to generate new information about that work, for example, analysis (an activity) generates information, and when it reaches a point of diminishing returns, we tend to refer to the work as “analyzed” and change to a different activity to generate further information such as design or test development. It is this process of punctuated information arrival that we seek to model when I ask us to Visualize the Workflow.Make it visible so we can manage & improve itLimit WIPLimiting WIP implies that we implement a pull system on part or all of the workflow. The pull system can be a kanban system, a CONWIP system, a DBR system, or some other variant. The critical elements are that work-in-progress at each state in the workflow is limited and that new work in “pulled” into the new information discovery activity when there is available capacity within the local WIP limit.This is central, so I’ll come back to it in next slideManage FlowThe flow of work items through each state in the workflow should be monitored and reported - often referred to as Measuring Flow. By flow we mean movement. We are interested in the speed of movement and the smoothness of that movement. Ideally we want fast smooth flow. Fast smooth flow means our system is both creating value quickly, which is minimizing risk and avoiding (opportunity) cost of delay, and is also doing so in a predictable fashion.We often manage static stuff (status, size of queues) – subconscious incentive to start a lot of stuff; switch the mindset towards movement & getting things finishedFlow feels good; it lets us get a lot done – efficient & high morale state: create a positive loop of increasing throughputMake Process Policies ExplicitUntil the mechanism of software development or IT operations process is made explicit it is often hard or impossible to hold a discussion about improving it. Without an explicit understanding of how things work and how work is actually done, any discussion of problems tends to be emotional, anecdotal and subjective. With an explicit understanding it is possible to move to a more rational, empirical, objective discussion of issues. This is more likely to facilitate consensus around improvement suggestions.Again, about making it visible so we can manage and improve it – a lot of policies are hidden / don’t even realise we have themImprove Collaboratively (using models/scientific method)It is the WIP limit that ultimately stimulates conversations about process problems. Things which impede flow, or introduce perturbations that mean flow is inconsistent or ragged, often result in a challenge to the WIP limit. The team has the option to break the limit, ignore the problem and carry on, or to face up to the issue, discuss it and suggest a change.Continuous improvement; with an emphasis on measuring so we don’t fool ourselves