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Are You Really Using Kanban or Just Making a List of Issues
- 1. Are You Really Using Kanban? Or Just Making a List of Issues?
- 2. Who the heck are you? › Tom Cudd › 2004 University of Nebraska-Lincoln graduate, B.S. in Computer Engineering › Work at VML in Kansas City, MO
- 3. Why should I listen to you?
- 4. Clients I’ve worked on › Colgate › Hershey’s › Premier League › Korean Air › Kellogg’s › Wendy’s › BridgeStone › Sprint › Ford
- 5. Technology Stacks › Java › AEM › Tomcat › WebSphere › Etc. › .NET › Sitecore › Umbraco › Etc. › PHP › Wordpress › Drupal › Etc. › Whatever else the client decides to throw at us and someone has said “yeah, we know that” (but we really don’t) › Joomla › Oracle › DotNetNuke › Etc.
- 6. Platforms › Adobe http://www.adobe.com/in/ › Acquia https://www.acquia.com/ › Oracle https://www.oracle.com/index.html › Open Text http://www.opentext.com/ › Squarespace https://www.squarespace.com/ › IBM https://www.ibm.com/in-en/ › epi http://www.episerver.com/ › Joomla https://www.joomla.org/ › Sitecore http://www.sitecore.net/ › Telerik http://www.telerik.com/ › Microsoft https://www.microsoft.com/en-in/ › Pantheon https://pantheon.io/ › Wix http://www.wix.com/ › OpenCms http://www.opencms.org/en/ › WordPress https://wordpress.com/ › Symphony http://www.getsymphony.com/ › Drupal https://www.drupal.org/ › Umbraco https://umbraco.com/ › DotCMS http://dotcms.com/ › Tumblr https://www.tumblr.com/ › Blogger https://www.blogger.com/home › Magnolia https://www.magnolia-cms.com/
- 7. The Mess We Were/Are In › The tyranny of the immediate › Important, competing, contradictory priorities › Disparate, parallel business and technology processes › “What are you working on?” › “Are you busy right now?”
- 8. How Did We Get Out of It › Analyze › Read › Think › Ok, now what?
- 9. DevOps! › Wait, what? No! › Philosophy of rescue doesn’t interest a person in a burning building › We needed a firehose or a ladder › “The Phoenix Project” while helpful for a future state road map, introduced to us to one particular practical solution, Kanban
- 10. Kanban › An Intro › History › Details › Use outside manufacturing
- 11. A Curious Kanban
- 12. Kanban History › Kanban › Promoted manufacturing efficiency › Avoiding overload › Toyota Production System (management philosophy and practice) › Studied how customers shopped in grocery stores › How stockers replenished shelves › Lean Manufacturing › Eliminate waste › Improve flow › Just In Time Manufacturing › Align inventory with production › Improvement methods › Improvement Kata › A3 › PDCA › OODA
- 13. Curious Kanban Concepts › Core Concepts › Visualizing the work › Limiting the work in process › Focus on the flow of work › Continuously improve › Tangential concepts › Planning › Context Switching › Prioritization › Sources: https://leankit.com/learn/kanban/what-is-kanban/ and https://www.atlassian.com/agile/kanban
- 14. Visualize
- 15. Visualize
- 16. Visualize
- 17. Limit Work In Process
- 18. Limit Work In Process › WIP Limits Should Hurt Part of the purpose of WIP limits is to reveal opportunities for improvement. Imposing WIP limits will focus attention on work which is blocked or hard to complete, since our inability to complete it prevents us picking up new work. At this point, it’s tempting to relax WIP limits to make sure “something is getting done.” It’s essential to avoid this temptation and address the sources of the problem instead. - Lean Enterprise
- 19. Focus on Flow
- 20. Focus on Flow Development Complete – Ready for QA QA In Progress DoneReady for Development Development In Progress
- 22. Planning
- 24. Context Switching › Subtle "switching" costs cut efficiency, raise risk. › “…even brief mental blocks created by shifting between tasks can cost as much as 40 percent of someone's productive time.” › Source: http://www.apa.org/research/action/multitask.aspx
- 25. Context Switching › We spend an average of just 1 minute and 15 seconds on a task before being interrupted. › It takes an average of 25 minutes to resume a task after being interrupted. › Heavily multitasking can temporarily lower your IQ by up to 15 points. › Source: http://blog.trello.com/why-context-switching-ruins-productivity
- 26. Prioritization
- 27. Prioritization › Cost of Delay › Don’t just ask what is the most valuable. Ask the question, “what will cost us the most, by delaying its delivery?” That’s really what we’re doing. We’re not profiting from a feature that is not in production, so therefore, we are losing money every day it’s not there. › Source: https://www.leadingagile.com/2015/06/an-introduction-to-cost-of-delay/
- 28. Prioritization › Task A: 2 weeks, CoD $250,000 / week › Task B: 1 week, CoD $100,000 / week › Source of example: Lean Enterprise
- 29. Prioritization
- 30. Prioritization
- 31. Prioritization
- 32. How to start? › Understand your process (write it down, draw it out) › Where things start, where they end › Start today, right now, using whatever methods you can › Physical cards/post-its, a wall/whiteboard › Trello.com › Atlassian JIRA › Kanbanflow.com › Many other COTS products › Start working › Start now › Evaluate often › Sources: http://kanbanblog.com/explained/GettingStarted.html and http://www.everydaykanban.com/what-is-kanban/
- 33. All The Links › http://www.everydaykanban.com/what-is-kanban/ › https://en.wikipedia.org/wiki/Kanban › http://kanbanblog.com/explained/ › http://kanbanblog.com/explained/GettingStarted.html › https://leankit.com/learn/kanban/what-is-kanban/ › https://www.atlassian.com/agile/kanban › http://www.apa.org/research/action/multitask.aspx › https://www.leadingagile.com/2015/06/an-introduction-to-cost-of- delay/ › http://blog.trello.com/why-context-switching-ruins-productivity
- 34. All The Books › https://www.amazon.com/Phoenix-Project-DevOps-Helping- Business/dp/0988262509/ › https://www.amazon.com/DevOps-Handbook-World-Class- Reliability-Organizations/dp/1942788002/ › https://www.amazon.com/Lean-Enterprise-Performance- Organizations-Innovate/dp/1449368425/ › https://www.amazon.com/Continuous-Delivery-Deployment- Automation-Addison-Wesley/dp/0321601912/
- 35. The Episode
- 36. Thanks! › Twitter: @tomcudd › Website: https://tomcudd.com/ › Carrier Pigeon: Bob.
Notes de l'éditeur
- A Kanban board. Most people with Agile or Scrum experience of any kind are going to recognize the basic concept of what a board is with sticky notes attached to it. Each note represents a corresponding issue. But a true Kanban process can be so much more than just tracking a handful of issues. Exercises around prioritization, planning, and execution can make a huge difference in how useful this board becomes to your team.
- I’ve had a handful of IT jobs moving from desktop support specialist, to dial up internet employee, to WISP network engineer, to doing traditional ITIL in a Financial Services company. I landed at VML over 7 years ago thinking a year or so of contract work at a Digital Marketing Agency would lead me (somewhere else) to some interesting and stable technology work at a quote unquote real technology focused company (my thought were geared towards the sort of big 3 in KC being Garmin, Cerner, Sprint).
- Using the techniques and processes we’ll go over today, I’m going to show you how a team of 7 Technology Operations Engineers (including myself in this list) doubled the resolved ticket output. I’ll also go over what we have to continually work on to maintain that productivity, and the steps we’re taking to improve what we do even more.
- So yeah, this turned into the interesting and stable job I was looking for, but as will soon become apparent, it was a road less travelled. Site Reliability efforts, New project builds, maintenance efforts, migration work, it all came in, and many overlapped for various periods of time. As we took on each new project that grew in scale and complexity, it felt like joining a new startup every 6 months within the organization. My TechOps team has grown from 6 to 20 in North America in 6 years, of which I’m responsible for managing myself and 6 engineers.
- Why? Because VML isn’t a product company, we’re a client services company. Which means every client can potentially their own tech teams and backgrounds to the table.
- I have logged into every platform on the command line (or RDP) listed here in my time at VML. Even if for 1 day, the members of Technology are often asked to become the insta-experts.
- Open office plan is synonymous for “constant interruption”. As a technologist, work requires chunks of time to complete work. As a manager, dealing with the interruptible is crucial. I have to find a balance with all the above considerations.
- Around 2013, I started following professional technologists on twitter, reading technology books every week, and learning about processes and ways to work in a fast-paced environment. My direct supervisor has a Masters and a philosophy background, so we talk and process through each of our major bottlenecks.
- I know, it’s got a bazillion definitions and it’s either the bane of existence or the savior of all mankind. DevOps was just a buzzword that turned into an industry term. Jez Humble, Gene Kim, et. Al. created a movement, a philosophy, but that didn’t help us solve our immediate issue.
- So let’s talk about Kanban now. It’s what we all came for. But allow me do an intro to it in an interesting way.
- This is my 5 year old son, Eli. He LOVES Curious George. It is the most tolerable children’s show for an adult to follow along. One particular episode exploded my brain. It will take 10 or 11 minutes or so, and I think it’s worth all of us watching for reasons which will become apparent soon. Roll it.
- This is all just what it looks like Wikipedia throws up on your screen. Anybody can look these items up for sure. But know that these methods are highly based in a scientific rigor requiring constant self-evaluation and continuous improvement.
- In order to see the sum total of work in the backlog, in process, and completed, it’s important to actually “SEE” this work. Our brains are excellent at pulling patterns from visual cues.
- Our first Kanban board, where we had standup every day. This was critical to understanding the current work state in the system and how the work flowed through the system.
- Visualization helps with identifying column constraints, and what potential WIP limits should be. Which gets me to my next point.
- In Kanban methods, often times, nothing else is as important as the work you are doing right now. And when you have two people, and two stacks of cards, it makes sense for your WIP to be right around 2 instead of 1.
- I look at this quote every day. Seriously. It should go on an inspirational poster like with an eagle flying over a mountain or a kitten hanging on for dear life.
- The visualization helps with flow focus as well. It’s easy to see that things would be simpler by following a geographic pattern instead of a 1st come 1st serve, since the completion date expectation were the same for all tasks that Bill and George’s excellent job service had.
- By visualizing things like “buffer time” between teams, backlogs start to become apparent and can be identified as opportunities for improvement. Any time spent on any effort that isn’t the bottleneck is a wasted effort. The best efforts for improvement should be spent on areas identified as the next major problem. But in order to justify that, sometimes you need a pretty chart to show to upper middle management (and honestly, lower middle management like myself included in there).
- It’s important to recognize when new constraints are injected into the system, and how to quickly identify them, and adjust accordingly. The constraint of bad weather was not anticipated and the outset of their planning, but they recognized, adjusted (and after some freaking out), still made their goal with the same resources as they had in place before the changes.
- I know that Kanban is designed to deal with a great quantity of unknown work, but that doesn’t mean that you should stop resourcing and forecasting activities. Prepare for the natural ebbs and flows that come with unplanned work.
- There’s an overhead associated with switching tasks, which is why the focus on completion is so important. Just like travel time between two tasks can eat into the time meant to complete the work, switching between two complex mental tasks can mean 15-20 minutes of effort just to get in the correct mindset. If you switch to 1 new task every hour in your job, you could be spending 2 hours every day just ramping your mind up to the next task at hand. And goodness forbid if you have 16-20 tasks in a day, half of your time would be spent dealing with context switching overhead.
- If it’s good enough for the American Psychological Association, it’s good enough for me.
- That’s right, it’s literally making us dumber.
- Sandwiches are important. What else is important (especially to the people you work for)? Lettuce. The green stuff. Money. And prioritization should take into consideration things like how much revenue certain tasks bring to the table and prioritize those. For instance, let’s say I have 3 clients. 1 is forecasted to reserve 3 people, 1 is forecasted to reserve 1 person, and 1 is forecasted to reserve 0.5 of an engineer. Guess which one gets priority? It doesn’t matter if the work is less interesting or not bleeding edge, exciting stuff. It still has to get done. So you have to deliver value.
- I know, money, right. There are some real tangible impacts to choosing the “wrong” thing to work on. Since Kanban is so focused on the completion of work, if you’ve started and subsequently spent your time working on a particular issue, you are essentially betting with your time/money (salary) with the decisions you make to work on something. Cost of Delay helps us assign monetary or financial impact value to tasks.
- Yeah, trying to do both things at once, cost the most amount of money because it delayed the completion of both tasks, and there were penalties associated with not completing each task in a time frame.
- The biggest difference between a list of issues and a process such as Kanban is how they’re planned for and visually organized. Lists often imply order, but really, the order does not matter if you’re doing things in a list. They’re arbitrarily organized. For instance, look at writing out your grocery list. Imaging you just wrote down everything and just went in that order throughout the store. But then one day you decided to order them by aisle location in incrementing order. Imagine the time savings.
- https://www.amazon.com/George-Buys-Kite-Train-Light/dp/B00CHU5B3C/ref=sr_1_2