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1

SUCCESS & FAILURE
With Kanban in
NEWSPAPER
Business
Presenter:
Oliver Finker
oliver@finker.de
Twitter: @ofinker
November 2013

Lean Kanban Central Europe
2

The publisher
●

Top-5 Newspaper Publishing Company

●

More than 30 different newspapers

●

Print run: A Million newspapers a day

●

One central digital service provider

November 2013

Lean Kanban Central Europe
3

The Great Divide
Print

Online

Journalism
Research
Layout
Photography

SEO
Image Galleries
Ad Campaigns
Social Media
Promotions & Games
In-Site Search
Topics

November 2013

Lean Kanban Central Europe
4

Stakeholders
●
●
●
●
●
●
●
●

Chief Editors
Other Publishers
Sales & Marketing
Legal
Project Managers
Support-Team
Infrastructure
CEO

November 2013

Lean Kanban Central Europe
5

OrganiZation
Scrum
Ticket-System
5 Project Managers
15 Ext. Stakeholders
10 Developers
⌀ Tickets assigned
per Person: 28
November 2013

Lean Kanban Central Europe
6

The Usual Work
New Feature
New Feature

Customisation
Customisation

Testing
Testing
November 2013

New client
New client

Interface Spec
Interface Spec

Fix a bug
Fix a bug

Clean-Up
Clean-Up
Lean Kanban Central Europe
7

PANIC!!!

November 2013

Lean Kanban Central Europe
8

THE UNUSUAL WORK
Deaths
Deaths

Events
Events
Special
Special
treatment
treatment

Disasters
Disasters

Wars
Wars
Scandals
Scandals

November 2013

Lean Kanban Central Europe
9

Fix the Symptom, Not the Cause
●

●

Cycling role
„Strategic“
vs.
„Operational“
Green cards,
red cards

November 2013

Lean Kanban Central Europe
10

Gaming the system
●

●

●

●

Red-card team members were not distracted by
management
Green-card team members appeared to solve tasks
Green-card team members went and asked redcard team members for help if stuck
Communications overhead

November 2013

Lean Kanban Central Europe
11

Main issues
●

Sprint planning was based on
„ideal world“

●

Too much concurrent work

●

No visualization

●

Hard to keep an overview

●

High lead time

●

#@!

Customer dissatisfaction

November 2013

Lean Kanban Central Europe
12

A new Hope

November 2013

Lean Kanban Central Europe
13

Introduction of Kanban
●

Top-Down decision by management

●

„We'll do that from now on“.

●

Team got informed and trained in workshops

●

●

Initial board design was kept simple to learn
from experiences
Ticket system was retained as foundation

November 2013

Lean Kanban Central Europe
14

Board Design

November 2013

Lean Kanban Central Europe
15

Ticket Design

November 2013

Lean Kanban Central Europe
16

Priorization
●

Critical Bugs and Showstoppers

●

Top Mission Tasks

●

Generating Direct Revenue

●

Generating Traffic (Indirect Revenue)

●

Unique Features

●

Discussed once a week

November 2013

Lean Kanban Central Europe
17

Quick Improvements
●

WIP reduced drastically

●

More teamwork

●

Problems became visible (and resolved)

●

Ad-hoc decisions to deal with impediments

●

Bottlenecks became apparent

●

Lead-time improved considerably

November 2013

Lean Kanban Central Europe
18

Lead-time comparison
60

Kick-Off

50
40
30
20

Lead Time

10
0

November 2013

Lean Kanban Central Europe
19

What caused the Improvement?
●

Focusing on items that contained value

●

Abandonment of features and products

●

Third-party products over custom solutions

●

Priority on features that were of use for all
customers, not only a single one

●

Involving the customer in the process

●

Limits on WIP led to less context switching

November 2013

Lean Kanban Central Europe
20

Organizational Changes
●

Existing project managers left the organization

●

Saying „no“ to customers and stakeholders

●

Reluctance to commit to deadlines

●

Transparency towards the outside

●

No separation between Administration /
Backend Dev. / Frontend Dev. / Testers

November 2013

Lean Kanban Central Europe
21

2 years later

November 2013

Lean Kanban Central Europe
22

Spectral analysis Chart

?

November 2013

Lean Kanban Central Europe
23

The Shadow World
●

●

●

●

Separate Non-Kanban
Workflow got created
Service Manager with direct
access over employees
Backed by Ticket-System
After a while they would
switch the workflow –
but skip priorization!

November 2013

Lean Kanban Central Europe
24

Perceived Slowness
●

●

WIP-Limits were raised
Items from hidden workflow
reduced focus

●

Push instead of Pull

●

Lead-Time got higher

●

Theory: Team is slacking off!

November 2013

Lean Kanban Central Europe
25

Perception vs. Reality
30
25
20
Doing
Waiting

15
10
5
0

Spec

November 2013

Dev

QA Deploy Total
Lean Kanban Central Europe
26

Management Changes
●

Additional project managers

●

Developers should develop, not test

●

Work, no retrospectives/reviews/documenting

●

Aggressive deadlines

●

Micro-Management

●

Gantt-Charts revival

November 2013

Lean Kanban Central Europe
27

EFFECTS on the team
●

Pulling stopped

●

Cherry-Picking

●

Shadow Tasks

●

No interaction during daily stand-ups

●

Breach of board rules

●

Negativity and shift of language

November 2013

Lean Kanban Central Europe
28

Effects on the Process
●

More bottlenecks that were unresolved

●

More specialization

●

More defects and needed rework

●

Specification often incomplete

●

Board became a visualization of ideal world,
not of reality

November 2013

Lean Kanban Central Europe
29

Effects on Lead-time
60
50
40
30
20

Lead Time

10
0

November 2013

Lean Kanban Central Europe
30

What to do Different next time?
●

Bottom-up, the real process should be modelled

●

Understanding that it's about change mgmt.

●

Start at portfolio layer to help focus

●

Be more scientific, believe the data, not the gut

●

Get Buy-In from stakeholders

●

Hire experts: higher acceptance

November 2013

Lean Kanban Central Europe
31

Thank you for listening

November 2013

Lean Kanban Central Europe

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