Kanban One-Day Workshop

Transcription

1 Kanban One-Day Workshop

2 Copyright Net Objectives, Inc. All Rights Reserved 2

3 Copyright Net Objectives, Inc. All Rights Reserved 3 Lean for Executives Product Portfolio Management Business Product Owner Business technical Team process Lean-Agile Kanban / Scrum ATDD / TDD / Design Patterns Lean Enterprise Manage ment Lean Management Project Management ASSESSMENTS CONSULTING TRAINING COACHING

4 Copyright Net Objectives, Inc. All Rights Reserved 4 Agenda 1. Intros 2. Cause of waste 3. Gameplay (3-4 weeks) 4. Discussions on Business Driven ATDD Swarming Vs Dynamic Feature Teams 5. Wrap up thinking points

5 he Structure Our People Work Copyright Net Objectives, Inc. All Rights Reserved 5 ithin Inspired by Dan North, BSC/ADP 2012

6 tructure of Our Work Copyright Net Objectives, Inc. All Rights Reserved 6

7 e Manage This Way Copyright Net Objectives, Inc. All Rights Reserved 7 Even though our value flows this way

8 Copyright Net Objectives, Inc. All Rights Reserved 8 Hierarchical Vs Lean Management What They Can Manage His/her folks How busy they are Their productivity The quality of work of their people What They Need To Manage Time to market Effects of upstream groups on their teams Effects of downstream groups on their teams

9 Copyright Net Objectives, Inc. All Rights Reserved 9 Who is managing the value?

10 ime to Market Copyright Net Objectives, Inc. All Rights Reserved 10

11 here Is Our Time Spent? Copyright Net Objectives, Inc. All Rights Reserved 11 What per cent of our time do we spend working versus waiting? How would you know? No one is managing this in most companies. Waiting Waiting Adding Value Adding Value Adding Value Adding Value Adding Value Adding Value

12 Copyright Net Objectives, Inc. All Rights Reserved 12 What Happens When Adding Value Is Delayed? Between getting requirements and using them? Between writing a bug and it being detected? Between two groups getting out of synch?

13 he Whole Picture Copyright Net Objectives, Inc. All Rights Reserved 13

14 irst Order Solution Copyright Net Objectives, Inc. All Rights Reserved 14

15 irst Order Solution Copyright Net Objectives, Inc. All Rights Reserved 15

16 Copyright Net Objectives, Inc. All Rights Reserved 16

17 Copyright Net Objectives, Inc. All Rights Reserved 17

18 Copyright Net Objectives, Inc. All Rights Reserved 18 Here s a spot! And another!

19 Copyright Net Objectives, Inc. All Rights Reserved 19 value risk Incrementally Realizing Business Value What risks do these approaches lower? risk Evolving the System value

20 usiness Backlog for STP Program: No touch STP Bus Inc Bus Inc Bus Inc Bus Inc Bus Inc High Low Plan Setup Ent. Data Workflow Auto. STP 9 months Plan Setup Ent. Data Workflow Auto. STP 6 months! 4 months 1 month of a dev team s vs. Realizing value 3 months sooner! 80% 10% 10% Copyright Net Objectives, Inc. All Rights Reserved 20

21 Copyright Net Objectives, Inc. All Rights Reserved 21 Vertical not Horizontal Technically-driven vs. Feature-driven Iterative = Start with what we know, implement some, show the customer, adjust Incremental= Feature Driven... Value in short cycles... Slices vs. Layers BIG Batch C small Incremental VALUE C UX UX Client Client MORE BUSINESS VALUE... OR DONE Server Server DB schema DB schema

22 Input Iteration 0 Copyright Net Objectives, Inc. All Rights Reserved 22 value stream BUSINESS DISCOVERY BUSINESS DELIVERY c h u n k i n g s l i c i n g Business Priority Business Planning Business Staging Ready to Pull Iterative Development Incremental Deployment Support & Feedback Decision High enough business value? Decision Technically feasible, sufficient ROI? Decision Is there capacity? Decision Ready to release? Review business value, approve, and prioritize Define value increments and sequence Define acceptance criteria and feature sequence Define product backlog Build iteratively, deploy incrementally w h a t i s f a s t e r?

23 Entry Exit Kanban Board Copyright Net Objectives, Inc. All Rights Reserved 23 VPC PRB Business Product Owner: Paul H Prioritize Specify Execute Deploy & Ready to Use Implement 4

24 ntry and Exit Criteria Exit Entry Exit Entry Copyright Net Objectives, Inc. All Rights Reserved 24 Readiness Specify SME defined < 5 requests, sequenced order Dev Stories written Complete design review Test cases UAT & IST defined

25 Copyright Net Objectives, Inc. All Rights Reserved 25 Evolving the Kanban board 1. Start with what you do now 2. Modify it slightly to implement pull 3. Use a transparent method for viewing work, and organizing the team 4. Limit WIP and pull work when the team has capacity 5. Evolve from there by recognizing bottlenecks, waste and variability that affect performance 6. Continuously (and incrementally) improve the process

26 A kanban board simulation Bus Req Spec. Spec. Comp. Dev. ready Dev. Dev. Comp. Build ready Test Release ready Stage Prod. Standard Blocked Flow Defect Fixed Date Courtesy Olav Maassen QNH Copyright Net Objectives, Inc. All Rights Reserved 26

27 Monitoring flow: Kanban for portfolio Status Backlog Specify (right size) Execute Validate Done/ Released From Roadmap Support Project X Project Y Project Z WIP Limit Smooth Flow Copyright Net Objectives, Inc. All Rights Reserved 27

28 anban Stand-up Copyright Net Objectives, Inc. All Rights Reserved 28

29 Kanban Stand-up Copyright Net Objectives, Inc. All Rights Reserved 29 Who Talks? Only Pod members moving stickies across the board! Do This Start from the right Work by the highest priority Pay attention to: o Oldest o Blocked o Class of Service o SLA in jeopardy Ask o Do we have a bottleneck (congestion or gaps in the queues)? o Do we have a blocker not dealt with? o Are we keeping to our WIP limits? o Are priorities clear? When done Update the board Remove done items off the board

30 Copyright Net Objectives, Inc. All Rights Reserved 30 Lean limits time Kanban queue size limits

31 Copyright Net Objectives, Inc. All Rights Reserved 31 Potential Business & Systems Capabilities Kanban Boards Across the Enterprise MBIs MBI MBI MBI MBI MBI MBI

32 Copyright Net Objectives, Inc. All Rights Reserved 32 Potential Business & Systems Capabilities Kanban Boards Across the Enterprise MBIs MBI MBI MBI MBI MBI MBI Identify Dependencies / Architecture Review Comp Comp Comp Comp

33 Copyright Net Objectives, Inc. All Rights Reserved 33 Potential Business & Systems Capabilities Kanban Board Team A Kanban Board Team B Kanban Boards Across the Enterprise MBIs MBI MBI MBI MBI MBI MBI Identify Dependencies / Architecture Review Kanban Board Team C Kanban Board Team D Put the components on the backlogs of their associated teams Comp Comp Comp Comp

34 Copyright Net Objectives, Inc. All Rights Reserved 34 Potential Business & Systems Capabilities Kanban Board Team A Kanban Board Team B Kanban Boards Across the Enterprise System Integration & QA MBIs MBI MBI MBI MBI MBI MBI Kanban Board Team C Identify Dependencies / Architecture Review Kanban Board Team D Deployment and Ops Comp Comp Comp Comp

35 Copyright Net Objectives, Inc. All Rights Reserved 35 kanban improves quality and lowers cost by eliminating delays by managing WIP

36 Purpose Kanban Is a Transition Method People don t like big changes Sometimes solutions to impediments are not obvious Need to build trust by making agreements and delivering on them

37 Getting started with kanban Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 37

38 Getting started with kanban Agree to goals Map the value stream Define where you start Define where you finish Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 38

39 Getting started with kanban Agree to goals Map the value stream Define a set of work item types User stories Bugs Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 39

40 Getting started with kanban Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Set WIP limits Agree to input cadence Agree to delivery cadence Agree to classes of service (minimum 2, typically 5-6). Agree to cycle cadence for each level of service Create board for tracking Agree to standup Agree to operational review Educate the team David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 40

41 Getting started with kanban Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 41

42 Getting started with kanban Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 42

43 Getting started with kanban Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 43

44 Getting started with kanban Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 44

45 Getting started with kanban Agree to goals Map the value stream Define a set of work item types Meet with external stakeholders Create board for tracking Agree to standup Agree to operational review Educate the team Start doing it David Anderson. XTC, London 2009, October Copyright Net Objectives, Inc. All Rights Reserved 45

46 Copyright Net Objectives, Inc. All Rights Reserved 46 The Challenge of Transition Knowing What to Do Is Less than Half the Problem

47 cenarios OW COMPLEXITY Copyright Net Objectives, Inc. All Rights Reserved 47

48 cenarios ED COMPLEXITY Copyright Net Objectives, Inc. All Rights Reserved 48

49 cenarios IGH COMPLEXITY Copyright Net Objectives, Inc. All Rights Reserved 49

50 Copyright Net Objectives, Inc. All Rights Reserved 50 Unit 7: Lean-Agile Team Practices 1. Iteration 0 2. Product Backlog Management 3. Build Quality In 4. Decomposition and Writing Stories 5. Estimating 6. Iteration Meetings Move testing forward Testing is validation Testing as documentation The role of Quality Assurance thinking points

51 DILBERT: Scott Adams/Dist. by United Feature Syndicate, Inc. Copyright Net Objectives, Inc. All Rights Reserved 51

52 Customer: I need new features yesterday code base: Exponential increase in time to add features Devs hear: Get it done; Fast, at all costs! code base: Increased defects code base: Sloppy changes code base: Increased complexity Copyright Net Objectives, Inc. All Rights Reserved _s 52

53 Testers are overloaded further delays in feedback Testing occurs long after coding Testers w/more work Systems w/more defects Devs don t get immediate feedback Devs create more defects Copyright Net Objectives, Inc. All Rights Reserved _s 53

54 Copyright Net Objectives, Inc. All Rights Reserved 54

55 Copyright Net Objectives, Inc. All Rights Reserved 55 Finding defects is waste. Preventing defects is essential

56 Copyright Net Objectives, Inc. All Rights Reserved 56 BUILD QUALITY IN Acceptance-centric Continuous integration Collaboration Minimize technical debt Minimize process waste All process visible

57 Copyright Net Objectives, Inc. All Rights Reserved 57

58 Copyright Net Objectives, Inc. All Rights Reserved 58 ROUP DISCUSSION About Poor Quality What causes poor quality?

59 xample: Acceptance TDD Copyright Net Objectives, Inc. All Rights Reserved 59 Basic Employee Compensation Each week, hourly employees are paid A standard wage per hour for the first 40 hours worked 1.5 times their wage for each hour after the first 40 hours 2 times their wage for each hour worked on Sundays and holidays Payroll.Fixtures.WeeklyCompensation Standard Hours Hol/Sun Hours Wage Pay()

60 xample: Acceptance TDD Copyright Net Objectives, Inc. All Rights Reserved 60 Basic Employee Compensation Each week, hourly employees are paid A standard wage per hour for the first 40 hours worked 1.5 times their wage for each hour after the first 40 hours 2 times their wage for each hour worked on Sundays and holidays Payroll.Fixtures.WeeklyCompensation Standard Hours Hol/Sun Hours Wage Pay() $ $ $1520

61 Copyright Net Objectives, Inc. All Rights Reserved 61 Product Owner refines stories & tests BEFORE ITERATION PLANNING Team add detail ITERATION PLANNING Team refine tests get tests to pass DEVELOPMENT STORY ACCEPTANCE Team Add to regression test suite Acceptance Test Timeline

62 Copyright Net Objectives, Inc. All Rights Reserved 62 Test-Later Design the code "in your head" or using design artifacts Verify this structure mentally, if you think of it, and have the time (how do you test your design?) Automated tests are hard to add (code not always designed for them) Intentions are recorded separately from the code Implementation-centric Test-First Analysis/design is done in the context of acceptance tests, written for each story. Every aspect of the solution is verified quickly and repeatable Code is designed to be inherently testable from the beginning Tests record intent and provide examples Tests give insight about design quality Interface-centric

63 Copyright Net Objectives, Inc. All Rights Reserved 63 the New and proper role of Quality Assurance is preventing defects and improving process

64 Copyright Net Objectives, Inc. All Rights Reserved 64

65 Transition -> Phase 1 Target 1) Pre-Implementation Not in evidence 2) Beginning Practice has been introduced 3) Recognizable 4) Stabilizing 5) Sustainable Copyright Net Objectives, Inc. All Rights Reserved 65

66 Please let me know if I can help Please contact me for more information on: Lean SAFe Gap Analysis Technical (ATDD, TDD, Patterns) Team methods (Scrum, Kanban) Copyright Net Objectives, Inc. All Rights Reserved 66