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Agile NCR 2016 - Accelerating agile teams with Kanban practices

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In this presentation I share tips and proven practices on how to accelerate Agile teams from both business, marketing, IT and business operations with the use of practices from the Kanban method. This presentation was delivered at Agile NCR in Gurgaon (India).

If you'd like to use (parts of) this presentation, please send me an email.

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Agile NCR 2016 - Accelerating agile teams with Kanban practices

  1. 1. Applying Kanban practices to accelerate agile teams  Jasper Sonnevelt
  2. 2. Job Clients Contact Jasper Sonnevelt Agile Consultant & Trainer jsonnevelt@xebia.com jaspersonnevelt @jaspersonnevelt Financials, Telecom, Insurance, Government
  3. 3. By: Daniel Burm SCRUM
  4. 4. 58% uses Scrum From: 10th State of Agile Survey – VersionOne
  5. 5. Results stall - Stable predictability - Stable velocity - Few improvements - Lost that initial energy - Not sure what the problem is
  6. 6. Reasons agile adoptions fail IN THREE CATEGORIES
  7. 7. We didn’t ask for this  Top-down change forced upon team  Forcing to overcome the resistance to change  Focus on changing existing roles (threatening jobs)
  8. 8. This doesn’t work for us  ‘Why are we changing?’ is not clear  Failure to identify the right problems and tampering with things that work  Lack of discipline
  9. 9. It’s not me, its you!  Coaching style does not match the team phase  Forcing a method in challenging environment
  10. 10. “There is an epidemic failure within the game to understand what is really happening” - MONEYBALL (2013)
  11. 11. “ ” A hammer. Usually used on delicate devices when a real screwdriver would be better. Refers to the habit of a Birmingham inhabitant (i.e. simpleton] to take a rather simplistic view of maintenance. Similar to percussive maintenance. If it don't work - hit it. If it still don't work, use a bigger hammer. FROM: HTTP://WWW.URBANDICTIONARY.COM/DEFINE.PHP?TERM=BIRMINGHAM%20SCREWDRIVER The Birmingham Screwdriver
  12. 12. “ ” If all you have is a hammer, everything looks like a nail A. MASLOW
  13. 13. STATIK SYSTEMS THINKING APPROACH TO INTRODUCING KANBAN
  14. 14. STATIK 1. Identify Sources of dissatisfaction 2. Analyze demand & capability 3. Identify work item types 4. Model the knowledge discovery process 5. Identify Classes of Service 6. Design kanban systems 7. Implement!
  15. 15. Why did the approach work?  Principles  Current process as starting point  Respecting existing role  Gradual change  Practices  Transparency  Feedback loops  Success of the team created a bottleneck elsewhere
  16. 16. Applying the Kanban Method in a Scrum context Scrumban is…..
  17. 17. Kanban principles & practices  Principles: 1. Start with what you do now  Understanding current processes, as actually practiced  Respecting existing roles, responsibilities & job titles 2. Gain agreement to pursue improvement through evolutionary change 3. Encourage acts of leadership at all levels  Practices:  Visualize  Limit WiP  Manage flow  Make policies explicit  Feedback loops  Evolve collaboratively
  18. 18. Why the Kanban method is useful  In certain situations disruptive changes are not wanted  Introducing scrum elements in an evolutionary way  As a coaching tool  If tutoring and mentoring are not appropriate  Team phase calls for a non-directive coaching style  Improving situations perceived as scrumbut  ….thereby building shared commitment
  19. 19. Cases & Examples
  20. 20. Common motivations for change External  It always takes a long time!  I want it NOW (= yesterday)  It is unclear how long it takes  You build too many bugs!  When will my task be build?  You always miss your deadlines Internal  We are extremely dependent on external (third) parties  We are highly specialized  We have multiple product owners  We are waiting forever for requirements  We start something and the customer is no where to be seen  Our work is too small to write a task for  We have many ad hoc tasks
  21. 21. Problem: Scrum Team with many ad hoc requests Solution: Introduction of Classes of Service within the sprint
  22. 22. Incidents Standard Daily jobs Business Requests Introduction of Classes of Service Scrum team with Ad hoc tasks
  23. 23. Common motivations for change External  It always takes a long time!  I want it NOW (= yesterday)  It is unclear how long it takes  You build too many bugs!  When will my task be build?  You always miss your deadlines Internal  We are extremely dependent on external (third) parties  We are highly specialized  We have multiple product owners  We are waiting forever for requirements  We start something and the customer is no where to be seen  Our work is too small to write a task for  We have many ad hoc tasks
  24. 24. Problem: Poor Quality Unexplainable lead times Solution: Visualization Set policies
  25. 25. Long “unexplainable” lead times Poor quality in the team
  26. 26. Common motivations for change External  It always takes a long time!  I want it NOW (= yesterday)  It is unclear how long it takes  You build too many bugs!  When will my task be build?  You always miss your deadlines Internal  We are extremely dependent on external (third) parties  We are highly specialized  We have multiple product owners  We are waiting forever for requirements  We start something and the customer is no where to be seen  Our work is too small to write a task for  We have many ad hoc tasks
  27. 27. Problem: Many tiny tasks Solution: Set policies rethink board design
  28. 28. “This is too small to write a stickie for!”
  29. 29. Common motivations for change External  It always takes a long time!  I want it NOW (= yesterday)  It is unclear how long it takes  You build too many bugs!  When will my task be build?  You always miss your deadlines Internal  We are extremely dependent on external (third) parties  We are highly specialized  We have multiple product owners  We are waiting forever for requirements  We start something and the customer is no where to be seen  Our work is too small to write a task for  We have many ad hoc tasks
  30. 30. Problem: Many product owners External Dependencies Solution: Parking space Top 10 column
  31. 31. Not sure what work to do first. Many “Product Owners” that need stuff from the team “We have work that is done externally and we know it’ll take 3 weeks to return”
  32. 32. Common motivations for change External  It always takes a long time!  I want it NOW (= yesterday)  It is unclear why it takes this long  You build too many bugs!  When will my task be build?  You always miss your deadlines Internal  We are extremely dependent on external (third) parties  We are highly specialized  We have multiple product owners  We are waiting forever for requirements  We start something and the customer is no where to be seen  Our work is too small to write a task for  We have many ad hoc tasks
  33. 33. Problem: High degree of specialization among team members Solution: Pre-assignment Set Policies
  34. 34. “We are highly specialized in the work we do”
  35. 35. Common motivations for change External  It always takes a long time!  I want it NOW (= yesterday)  It is unclear why it takes this long  You build too many bugs!  When will my task be build?  You always miss your deadlines Internal  We are extremely dependent on external (third) parties  We are highly specialized  We have multiple product owners  We are waiting forever for requirements  We start something and the customer is no where to be seen  Our work is too small to write a task for  We have many ad hoc tasks
  36. 36. A cheat sheet To help you get started
  37. 37. Too much Ad-Hoc (unplannable) work Long Lead times (>30 days) Many external dependencies Low predictability of lead times High amount of work items that are discarded mid process High degree of specialization. Strong need for knowledge sharing Kanban Board yes yes With “parkingspace” yes Mainly for refinement process yes Risk categories on board With post-it color or on board op board WIP limits Per person per column Yes, not on the parkingspace per person Operations Review Meeting Monthly Monthly Monthly Backlog Refinement weekly Demo yes ja ja Retrospective Every 2 weeks monthly monthly Every 2 weeks Every 2 weeks Every 2 weeks Daily Stand up yes 1-2 x per week. More if needed 1-2 x per week. More if needed yes yes yes Lead Time / Control Chart yes yes *Empty cells are optional, but recommended My little cheat sheet on when to introduce Kanban practices
  38. 38. To summarize:  Teams that get stuck or improve less can accelerate by using Agile practices  The Kanban Principles and Practices provide a great way to introduce change with minimal resistance and maximum support  Every team is different, but some patterns are more common  The cheat sheet may help you in finding (initial) solutions!
  39. 39. Thank you very much! Applying Kanban practices to accelerate agile teams Jasper Sonnevelt Agile Consultant @ Xebia Contact me: Email: jsonnevelt@xebia.com Linkedin: jaspersonnevelt Twitter: @jaspersonnevelt

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