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Taking kanban           to the masses                     John Stevenson                    Lean Agile Machine©LeanAgileMa...
Who is John Stevenson●    Runs Limited WIP Society in London●    Coach●    Atlassian ambassador in UK●    Community geek  ...
Motivation©LeanAgileMachineCreative Commons License
My inspiration / motivation●    The Journey of Po to become the Dragon    warrior              Asperation              P...
A long journey of discovery©LeanAgileMachineCreative Commons License
The right motivation©LeanAgileMachineCreative Commons License
Po reaches his goal©LeanAgileMachineCreative Commons License
My Journey●    Started with Personal Kanban●    Applied kanban to projects●    Learn about a lot of barriers●    Coached r...
Typical approach to kanban●    Workshop format              discuss the purpose of kanban              give people a sit...
Why adopt kanban©LeanAgileMachineCreative Commons License
Lessons learnt in             corporate kanban          A case study in pain and dissapointment©LeanAgileMachineCreative C...
Everything is fine©LeanAgileMachineCreative Commons License
Economic downturn©LeanAgileMachineCreative Commons License
Things not what they used to be©LeanAgileMachineCreative Commons License
Competition gaining / overtaking©LeanAgileMachineCreative Commons License
Shareholders arent happy©LeanAgileMachineCreative Commons License
Customers a little unhappy©LeanAgileMachineCreative Commons License
Frustrated staff©LeanAgileMachineCreative Commons License
”This is not a blame cluture”©LeanAgileMachineCreative Commons License
Running out of ideas...©LeanAgileMachineCreative Commons License
Loosership over leadership©LeanAgileMachineCreative Commons License
CxO decrees                You must work harder – make your targets©LeanAgileMachineCreative Commons License
Just fix it●     Take out the     competition●     Outsourcing /     insourcing●     Hire more     consultants●     Effici...
Competition now overtaking©LeanAgileMachineCreative Commons License
Shareholders ”sending the  boys round” for a friendly            visit©LeanAgileMachineCreative Commons License
Really angry customers©LeanAgileMachineCreative Commons License
Staff even more frustrated©LeanAgileMachineCreative Commons License
Rest of Org in a bad way●    Confused, demotivated, undervalued●    In-fighting●    Barriers between    people and teams● ...
Limited understanding of Value●    Table stakes – not just for    dinner●    Differentiators – we dont need    no stinking...
Sink to survive...©LeanAgileMachineCreative Commons License
So whats going on?©LeanAgileMachineCreative Commons License
Disfunctional Org●    Finds it hard to look at itself●    Too busy to step back and understand root    causes●    Too focu...
Usual Suspects●    ”The Management”        ●                                Ego driven devs●    Budget driven PMs      ●  ...
Nicky ”the nose” Tagliano●    Overbearing & Combative IT Director            Tells staff what to do, but not why        ...
Fabiano Skankypants●    Ego driven developer            Keeps everything to        himself            Always ”the hero” ...
Allycat Fabiano●   Confused and overworked    DevOps       Deploys lots of patches       Deals with poor        deployme...
MAFIA (toxic) Culture©LeanAgileMachineCreative Commons License
In seach of Trust...©LeanAgileMachineCreative Commons License
Give people a situation to explore                Kanban vs The Mafia ©LeanAgileMachine Creative Commons License
©LeanAgileMachineCreative Commons License
MAFIA ”organisation”©LeanAgileMachineCreative Commons License
How would you make a change ?●    Big bang process improvement ?              Prince2 / DSDM – takes time to adopt      ...
Is there a better way to change ?©LeanAgileMachineCreative Commons License
Introducing kanban©LeanAgileMachineCreative Commons License
The first rule of kanban...©LeanAgileMachineCreative Commons License
What is your goal?©LeanAgileMachineCreative Commons License
Set valuable goals©LeanAgileMachineCreative Commons License
The bare neccessities...©LeanAgileMachineCreative Commons License
Understanding your goalsTable stakes /foundations                           DifferentiatorsSpoilers                       ...
Next three goals©LeanAgileMachineCreative Commons License
G.R.O.W your goals●    Goal            Visualise and emote..●    Reality            Honest view of situation...●    Opti...
What outcome do you want?●    You meet up with your friends a year from now              What do you want to tell them yo...
Change seems scary...                             ”The only                             thing to                          ...
Explaining Kanban©LeanAgileMachineCreative Commons License
Kanban board - Wall of Facts
Start with a simple approach       Planning            Doing              Done   Current process is not always know, or of...
Or Map the existing process        Planning     Analysis Development   QA   Release    If you have more buy-in, map your e...
Let the board run...        Planning     Analysis Development   QA   Release    Let the problems reveal themselved, if not...
Get People Interacting●    We learn best by doing●    Use Kanban boards to run the workshop●    Get people building a boar...
Opportunities to change●    Visualising work       ●                               Managing work load    show opportunitie...
Let kanban help you learn●    Work on only on one thing at once●    Everyone responsible for any priority changes        ...
Add WIP Limits         Planning    Analysis Development   QA   Release (1)●    WIP limits show the constraints in the proc...
Show work ready                                   Ready to    Planning    Analysis   Dev     Release (2) Release (1)●    R...
Balance work to resources    Ready for                   Ready for             Ready to    Analysis (4) Analysis (1)   Dev...
Pull system©LeanAgileMachineCreative Commons License
Be as creative as needed©LeanAgileMachineCreative Commons License
Dont forget the card design©LeanAgileMachineCreative Commons License
Beware being overworked●    Huge backlog is    demoralising●    Everything is a    priority●    Never seem to get    anywh...
Experditing●    Visualisation for a high priority task              Big red sticker              Experditing lane      ...
Experditing lane©LeanAgileMachineCreative Commons License
Ask about Vision●    Step up and ask the difficult questions              Five whys              You wont be thanked for...
Lessons learnt from Lean &      System thinking©LeanAgileMachineCreative Commons License
Explaining flow●   Flow gives you fast feedback       Limited work on progress means low time between        roles – redu...
Data dashboard effect●    Manager can instantly see what you are    working on●    Manager can evaluate priorities easily ...
Kanban effect●   Fast feedback between people       Devs get fast feeback if problems releasing       BAs improve requir...
Subtle ”Theory of Constraints”●    What is stopping you achieve your goals ?              Identify all the current challe...
Drop the Backlog●   The backlog is a omnipresent    sign of overload       Useful for pushing back to the        manageme...
Value stream mapping●    Weird name, important concept●    The (often wide) path to getting things done●    The activities...
Cost of Delay●    Value hard to assess      ●                                  What else could you●    What if we dont do ...
Predictability / Cadence●    Work towards           ●                               A 400Km cycle ride    smaller task    ...
Change at the speed of               acceptance●    Effective change    cannot be pushed●    kanban estoles pull,    chang...
Lean Startup●    Business canvas model●    Real options●    Last responsible moment●    Least responsible change©LeanAgile...
Lessons from Service Desk●    Variation of personal kanban              Sticky notes at the side of the keyboard        ...
DevOps overload●    Lots of last minute    ●   DevOps have no time to    patches                    script deployments    ...
DevOps Goal keeper●    Team rotates people around role●    Goalkeeper fields all issues●    Rest of team allowed to      f...
Summary of Kanban●    Visualse work●    Manage WIP                            ●                                Helps you s...
Final form of feed back                ●   Find a better                    company                ●   Start your own     ...
Thank you©LeanAgileMachineCreative Commons License
Feedback & Refs●    Website:       john.jr0cket.co.uk●    Blog:       blog.jr0cket.co.uk●    Email:       John@jr0cket.co....
Taking kanban to the masses - Agile Cambridge
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Taking kanban to the masses - Agile Cambridge

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. 1. Taking kanban to the masses John Stevenson Lean Agile Machine©LeanAgileMachineCreative Commons License
  2. 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©LeanAgileMachineCreative Commons License
  3. 3. Motivation©LeanAgileMachineCreative Commons License
  4. 4. My inspiration / motivation● The Journey of Po to become the Dragon warrior  Asperation  Passion  Needs a goal and motivation©LeanAgileMachineCreative Commons License
  5. 5. A long journey of discovery©LeanAgileMachineCreative Commons License
  6. 6. The right motivation©LeanAgileMachineCreative Commons License
  7. 7. Po reaches his goal©LeanAgileMachineCreative Commons License
  8. 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©LeanAgileMachineCreative Commons License
  9. 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©LeanAgileMachineCreative Commons License
  10. 10. Why adopt kanban©LeanAgileMachineCreative Commons License
  11. 11. Lessons learnt in corporate kanban A case study in pain and dissapointment©LeanAgileMachineCreative Commons License
  12. 12. Everything is fine©LeanAgileMachineCreative Commons License
  13. 13. Economic downturn©LeanAgileMachineCreative Commons License
  14. 14. Things not what they used to be©LeanAgileMachineCreative Commons License
  15. 15. Competition gaining / overtaking©LeanAgileMachineCreative Commons License
  16. 16. Shareholders arent happy©LeanAgileMachineCreative Commons License
  17. 17. Customers a little unhappy©LeanAgileMachineCreative Commons License
  18. 18. Frustrated staff©LeanAgileMachineCreative Commons License
  19. 19. ”This is not a blame cluture”©LeanAgileMachineCreative Commons License
  20. 20. Running out of ideas...©LeanAgileMachineCreative Commons License
  21. 21. Loosership over leadership©LeanAgileMachineCreative Commons License
  22. 22. CxO decrees You must work harder – make your targets©LeanAgileMachineCreative Commons License
  23. 23. Just fix it● Take out the competition● Outsourcing / insourcing● Hire more consultants● Efficiency improvements ©LeanAgileMachine Creative Commons License
  24. 24. Competition now overtaking©LeanAgileMachineCreative Commons License
  25. 25. Shareholders ”sending the boys round” for a friendly visit©LeanAgileMachineCreative Commons License
  26. 26. Really angry customers©LeanAgileMachineCreative Commons License
  27. 27. Staff even more frustrated©LeanAgileMachineCreative Commons License
  28. 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©LeanAgileMachineCreative Commons License
  29. 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 ??©LeanAgileMachineCreative Commons License
  30. 30. Sink to survive...©LeanAgileMachineCreative Commons License
  31. 31. So whats going on?©LeanAgileMachineCreative Commons License
  32. 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©LeanAgileMachineCreative Commons License
  33. 33. Usual Suspects● ”The Management” ● Ego driven devs● Budget driven PMs ● Empire builders©LeanAgileMachineCreative Commons License
  34. 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”©LeanAgileMachineCreative Commons License
  35. 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©LeanAgileMachineCreative Commons License
  36. 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©LeanAgileMachineCreative Commons License
  37. 37. MAFIA (toxic) Culture©LeanAgileMachineCreative Commons License
  38. 38. In seach of Trust...©LeanAgileMachineCreative Commons License
  39. 39. Give people a situation to explore Kanban vs The Mafia ©LeanAgileMachine Creative Commons License
  40. 40. ©LeanAgileMachineCreative Commons License
  41. 41. MAFIA ”organisation”©LeanAgileMachineCreative Commons License
  42. 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?©LeanAgileMachineCreative Commons License
  43. 43. Is there a better way to change ?©LeanAgileMachineCreative Commons License
  44. 44. Introducing kanban©LeanAgileMachineCreative Commons License
  45. 45. The first rule of kanban...©LeanAgileMachineCreative Commons License
  46. 46. What is your goal?©LeanAgileMachineCreative Commons License
  47. 47. Set valuable goals©LeanAgileMachineCreative Commons License
  48. 48. The bare neccessities...©LeanAgileMachineCreative Commons License
  49. 49. Understanding your goalsTable stakes /foundations DifferentiatorsSpoilers Accelerators©LeanAgileMachineCreative Commons License
  50. 50. Next three goals©LeanAgileMachineCreative Commons License
  51. 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©LeanAgileMachineCreative Commons License
  52. 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?©LeanAgileMachineCreative Commons License
  53. 53. Change seems scary... ”The only thing to fear it fear itself”©LeanAgileMachineCreative Commons License
  54. 54. Explaining Kanban©LeanAgileMachineCreative Commons License
  55. 55. Kanban board - Wall of Facts
  56. 56. 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”©LeanAgileMachineCreative Commons License
  57. 57. Or Map the existing process Planning Analysis Development QA Release If you have more buy-in, map your existing process – Value stream mapping©LeanAgileMachineCreative Commons License
  58. 58. Let the board run... Planning Analysis Development QA Release Let the problems reveal themselved, if not already apparent©LeanAgileMachineCreative Commons License
  59. 59. 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©LeanAgileMachineCreative Commons License
  60. 60. Opportunities to change● Visualising work ● Managing work load show opportunities give you time to change©LeanAgileMachineCreative Commons License
  61. 61. 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©LeanAgileMachineCreative Commons License
  62. 62. Add WIP Limits Planning Analysis Development QA Release (1)● WIP limits show the constraints in the process  Start to adjust work in other areas...©LeanAgileMachineCreative Commons License
  63. 63. Show work ready Ready to Planning Analysis Dev Release (2) Release (1)● Ready lanes give you options on what to work on next©LeanAgileMachineCreative Commons License
  64. 64. 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©LeanAgileMachineCreative Commons License
  65. 65. Pull system©LeanAgileMachineCreative Commons License
  66. 66. Be as creative as needed©LeanAgileMachineCreative Commons License
  67. 67. Dont forget the card design©LeanAgileMachineCreative Commons License
  68. 68. Beware being overworked● Huge backlog is demoralising● Everything is a priority● Never seem to get anywhere● Never sure what value you are delivering©LeanAgileMachineCreative Commons License
  69. 69. 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©LeanAgileMachineCreative Commons License
  70. 70. Experditing lane©LeanAgileMachineCreative Commons License
  71. 71. 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©LeanAgileMachineCreative Commons License
  72. 72. Lessons learnt from Lean & System thinking©LeanAgileMachineCreative Commons License
  73. 73. 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”©LeanAgileMachineCreative Commons License
  74. 74. 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©LeanAgileMachineCreative Commons License
  75. 75. Kanban effect● Fast feedback between people  Devs get fast feeback if problems releasing  BAs 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©LeanAgileMachineCreative Commons License
  76. 76. 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©LeanAgileMachineCreative Commons License
  77. 77. 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©LeanAgileMachineCreative Commons License
  78. 78. Value stream mapping● Weird name, important concept● The (often wide) path to getting things done● The activities that help get things done effectively©LeanAgileMachineCreative Commons License
  79. 79. 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©LeanAgileMachineCreative Commons License
  80. 80. Predictability / Cadence● Work towards ● A 400Km cycle ride smaller task needs a good● Feedback from board cadence to survive helps you understand your capacity©LeanAgileMachineCreative Commons License
  81. 81. 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©LeanAgileMachineCreative Commons License
  82. 82. Lean Startup● Business canvas model● Real options● Last responsible moment● Least responsible change©LeanAgileMachineCreative Commons License
  83. 83. 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©LeanAgileMachineCreative Commons License
  84. 84. 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.©LeanAgileMachineCreative Commons License
  85. 85. 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©LeanAgileMachineCreative Commons License
  86. 86. 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©LeanAgileMachineCreative Commons License
  87. 87. Final form of feed back ● Find a better company ● Start your own thing
  88. 88. Thank you©LeanAgileMachineCreative Commons License
  89. 89. Feedback & Refs● Website: john.jr0cket.co.uk● Blog: blog.jr0cket.co.uk● Email: John@jr0cket.co.uk©LeanAgileMachineCreative Commons License

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