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Similaire à Scrum to the Left of Me, Kanban to the Right. Here I am Stuck in the Middle With You!
Similaire à Scrum to the Left of Me, Kanban to the Right. Here I am Stuck in the Middle With You! (20)
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Scrum to the Left of Me, Kanban to the Right. Here I am Stuck in the Middle With You!
- 1. Scrum to the Left of Me, Kanban to the Right Here I am Stuck in the Middle With You!
- 2. 1-800-215-2314 www.berteig.com Outcomes ● High Level Compare & Contrast - Scrum and Kanban. ● Case Study – Scrum AND Kanban Working Together!
- 3. 1-800-215-2314 www.berteig.com Who Am I? Jerry Doucett, VP Training Services at BERTEIG – Accredited Kanban Trainer (AKT), Licensed Scrum Trainer (LST), Registered Education Provider (REP). – Working in Technology Sector 28+ years - since 1991. – Started as SW Developer and Spatial Data Analyst – Fortran, Cobol, Pascal, .NET, JAVA – Taught Agility globally in over 300 classes to over 4000 people from well over 100 orgs. – In Agile domain over 11 years – since Summer 2008. – Married 25 years (!) with two awesome sons (17 and 19). – Escapes – Photography, Hikes & Kayaks!
- 7. 1-800-215-2314 www.berteig.com Is Peaceful Coexistence Possible? 1-800-215-2314 www.berteig.com
- 9. 1-800-215-2314 www.berteig.com Who Are They? Fraud Governance (called “Anti-Fraud” team) for a Canadian Multi-National Financial Institution PRIMARY MANDATE: Actively reduce risk for the organization as well as its stakeholders, partners and customers. PURPOSE: Shared Service across most of the enterprise. KEY DELIVERABLES: perform risk assessments, create & implement solutions for combating, mitigating, and eliminating risk. NOTE: They do not conduct fraud investigations. The Anti-Fraud team has authority to define and implement tools, policies, practices, techniques, and procedures across most of the enterprise
- 10. 1-800-215-2314 www.berteig.com Background Prior to 2013 used traditional waterfall (gated) processes and project management approaches CHALLENGES: Siloed and disconnected work and people, poor communication, slow response, late delivery, inability to respond to changing needs, lack of transparency. PROBLEM: Fraud risks rapidly increasing in frequency, type, and severity, on local, regional, national, and global scales. NEED: The organization needed to be more nimble and responsive to fraud threats and protecting customer and stakeholder investments. RESPONSE: In 2013, the team was mandated by management to adopt Scrum
- 11. 1-800-215-2314 www.berteig.com Scrum – Benefts Scrum provided: ● Transparency and visibility. ● Reduced miscommunications. ● Increased pace of delivery of value. ● Cross training and knowledge sharing. ● Faster feedback loops and faster improvements. ● A happier, more collaborative, team and environment. However, after about 18-24 months the team hit a plateau. New problems became apparent that Scrum was not addressing, some of which were outside the team. Scrum had tackled some team-specific challenges while it made other system-wide issues critical and obvious In March 2018, the newly promoted PO reached out to request support. After a review I presented options including investigating a Scaling Scrum approach or to attempt to leverage the Kanban Method. Given their relative positive experience with Scrum, their lack of funding and limited authority for change outside their team they chose to try and “Kanbanize” Scrum. & Limitations
- 13. 1-800-215-2314 www.berteig.com Approach – Use STATIK A repeatable, humane, and iterative process for helping an organization apply and use the Kanban Method. S ystems T hinking A pproach T o I mplementing K anban 1-800-215-2314 www.berteig.com
- 14. 1-800-215-2314 www.berteig.com Internal Dissatisfactions ● Staff overburdened which affected productivity and morale. ● Tyranny of the Urgent = Constant Changing Priorities. ● Sprints felt like an artificial time box especially for high priority and small work. ● Constant investigate and research interruptions, many of which felt redundant. The team felt they could never get ahead, that they could not focus and solve a problem, and that the organization was very siloed This was eventually Identified as the key constraint
- 15. 1-800-215-2314 www.berteig.com External Dissatisfactions ● Lack of visibility to work and status. ● Unpredictable delivery. ● Inability to respond quickly to emergencies. ● Delays resulted in significant risk exposure. ● Loss of key customer confidence to manage risk. ● Most Sprint Reviews were frustrating or didn’t provide value – why wait for urgent or small work? Stakeholders were frustrated with delays and unpredictable delivery. Key customers were losing confidence in the organization.
- 16. 1-800-215-2314 www.berteig.com Demand by Source Observations ● 65% of stakeholders (13 of 20) came from 2 uncoordinated Lines of Business (LOBs) (*) and were the source of about 71% of all requests (32 of 45). ● A single department was the source of 78% (14 of 18) of that LOBs requests for service. Note that all 6 expedited work items were from the same department (different stakeholders). ● 79% (11 of 14) of expedited work requests came from same two uncoordinated LOBs (*). The data identified a lack of stakeholder coordination and an opportunity to better manage requests prior to the team. Line of Business # Requestors # Requests # Commit # Expedited Wealth Management 5 5 5 2 Retail Banking 1 3 1 0 Capital Markets 1 5 4 1 Mortgages & Lending * 7 18 13 6 Foreign Investment & Transactions * 6 14 12 5 TOTALS 20 45 35 14 Numbers are per quarter averages from 2 years of historical data (2016-2017)
- 17. 1-800-215-2314 www.berteig.com Additional Demand Observations Observations ● 22% (10 of 45) of total requests turned out to be redundant within LOBs. ● 90% (9 of 10) of redundant requests came from the 2 uncoordinated LOBs (*). ● 13% (6 of 45) of total requests were redundant to others across the Enterprise. ● Approximately 17% of the team’s effort was spent reviewing and assessing redundant requests. ● The data supported the team’s suspicions that an excessive amount of requests were redundant, which required team capacity to investigate. Line of Business # Requests # Redundant in LOB # Redundant in Enterprise Wealth Management 5 1 1 Retail Banking 3 0 0 Capital Markets 5 0 1 Mortgages & Lending * 18 5 2 Foreign Investment & Transactions * 14 4 2 TOTALS 45 10 6 Numbers are per quarter averages from 2 years of historical data (2016-2017) ”Redundant” means “similar to” or “the same as”.
- 18. 1-800-215-2314 www.berteig.com Capability Analysis Observations ● Over 2016-2017 demand typically exceeded capability by approximately 8% so the queue continued to grow (continued through early 2018). ● Increasing capacity or flow should help alleviate some of the overburdening. ● Reducing or limiting the demand (queue) and placing WIP limits may also help.
- 19. 1-800-215-2314 www.berteig.com Delivery Analysis Two different subtypes of work Overall delivery histogram shows LOTS of noise, low predictability, low confidence for forecasting. But it’s a start! Delivery on cadence with Sprints Delivery on cadence with Sprints Delivery on cadence with 30, 45 and 60 day Milestones (fixed dates) Delivery on cadence with 30, 45 and 60 day Milestones (fixed dates) Cluster of issues that took a long time to deliver
- 21. 1-800-215-2314 www.berteig.com Goals Key Align stakeholders and improve upstream request management approach. (to reduce redundancies and investigations) This bottleneck was identified as a key constraint. Other Goals ● Provide increased visibility to work. ● Don’t “force” a cadence on work that does not fit nicely in to a time box. ● Increase focus (reduce start-stop work). ● Reduce overburdening of staff. ● Develop a more predictable delivery system. ● Define explicit rules (policies) for accepting, executing and delivering work. ● Increase stakeholder and key customer satisfaction (L2R). 1-800-215-2314 www.berteig.com
- 22. 1-800-215-2314 www.berteig.com 1-800-215-2314 www.berteig.com Kanban’s evolutionary approach was preferred and welcome. The department and organization were change weary, under financial restrictions, and they recognized they did not have authority to elicit widespread process and policy changes outside their group.
- 23. 1-800-215-2314 www.berteig.com Key Changes – Upstream ● Created an Enterprise Risk Managment Committee – to align all stakeholders on their requests (Process) – Each LOB appointed stakeholders to collaborate on the Risk Management Committee. – Meant to ensure upstream alignment, communication and transparency. ● Appointed a Service Request Facilitator (Fraud Governance Director – “Chief PO”) – Led the Risk Management Committee. – Manage the marshalling of options and work items (Upstream Kanban). – Has authority to either add them, consolidate them, or discard them (Policy). – Agreed to funnel the “top 10” requests to the team biweekly as part of replenishment (Policy).
- 24. 1-800-215-2314 www.berteig.com Key Changes – Team ● The team redefined their own goals from collaboration and teamwork to predictability, smooth flow, and sustainability, while explicitly identifying a customer first focus. ● Iteratively changed their Scrum Board:(GOAL: increase visibility) – Expanded “In Progress” column to show multiple in-progress activities. – Added swim lanes for different work types. – Eventually modeled different work flows on the board (e.g. policy work different than process or IT work). – Defined personal WIP limits to focus effort and work (used avatars). (GOAL: focus) ● Daily Scrums kept but shifted from answering the 3 questions to reviewing key work items. (GOAL: focus - on work and not individuals by walking the board right-to-left) ● Retrospectives kept, but expanded to include improving their system. (GOAL: improve system) ● Delivery cadence kept to every 2 weeks (original Sprint length). However decoupled expedited, high risk, and small effort work items to deliver on demand and not end of Sprint. (GOAL: reduce reliance on Sprint cadence)
- 25. 1-800-215-2314 www.berteig.com Key Goal/Outcome Achieved Reduced effort spent on pre-investigation of work items from 17% of total effort to about 5%, thereby providing the team with about 42-43 person hours of more capacity per week. Other Related Successes ● Provided substantial increased visibility into work (subjective measure). ● Provided team members focus and ability to stop starting start finishing. ● Eliminated the reliance on an artificial delivery cadence and enabled on demand delivery for small, high risk, or high priority work items. ● Reduced overburdening of staff (see above ► still need better metrics). ● Defined explicit rules (policies) for accepting, executing and delivering. ● Customer Cycle time reduced for high risk and high priority items. ● Key customer satisfaction rating (NPS) up 6 basis points since Q2 2018. Internal stakeholder satisfaction rating up 13 points in same time period. 1-800-215-2314 www.berteig.com Successes!
- 26. 1-800-215-2314 www.berteig.com Next Steps 1-800-215-2314 www.berteig.com Some ideas being explored are… ● Define explicit WIP on unbounded queue between Risk Management Committee and Team (to help measure flow and make it smoother). ● Make policies for the Enterprise Risk Management Committee more explicit. Have risk based on Cost of Delay, probability, impact and other known risk factors. Make priority a data driven decision. ● Include downstream and other connected work (e.g. Legal, Compliance, Learning & Development, Production, Operations) in the system (very large cultural rock to move). ● Get higher predictability and reduce reliance on estimates by using historic data to determine SLAs. Using Kanban at an ML1 (emerging) maturity with small signs of ML2 (starting to consider flow and connected services), so there are still many improvement opportunities and experiments to try.
- 27. 1-800-215-2314 www.berteig.com In Conclusion 1-800-215-2314 www.berteig.com Scrum and Kanban can work well...together!