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1COPYRIGHT © 2011 ALCATEL-LUCENT SHANGHAI BELL. ALL RIGHTS RESERVED.
2COPYRIGHT © 2011 ALCATEL-LUCENT SHANGHAI BELL. ALL RIGHTS RESERVED.
Visualization Management Pulls Continuous Improvement可视化管理拉动持续改进
袁店明Dynesy YUANJune 2012
3COPYRIGHT © 2011 ALCATEL-LUCENT SHANGHAI BELL. ALL RIGHTS RESERVED.
• 袁店明(Dynesy):敏捷布道者
• 致力于探索团队发展和组织转型,目前对团队引导、可视化管理、组织转型、持续集成、欣赏式探询、演讲和培训比较感兴趣。
• Mail: 80yuandm@sina.com
• 微博: @袁店明Dynesy
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AGENDA
1. 团队管理现状
2. 可视化管理的目的
3. 可视化管理的原则
4. 可视化管理的主要内容
5. 可视化管理牵引团队改进
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漂亮的Excel团队计划表
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完美的Microsoft Project项目计划表
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非常齐全的各类统计数据、团队和个人的考核数据
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每个人忙忙碌碌、埋头苦干
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是时候需要可视化管理了!
那可视化管理的目的是什么呢?
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可视化管理的目的:辅助团队的工作
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可视化管理的目的:提高团队凝聚力
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可视化管理的目的:持续改进
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可视化管理的原则:无侵入式信息收集
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可视化管理的原则:第一手、非加工过的数据
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可视化管理的原则:直观展现问题
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过程性数据
结果性数据
可视化管理的原则:过程性数据 over 结果性数据
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可视化管理的原则:可视化一切
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可视化管理的主要内容
• 团队计划
- Product roadmap, Product backlog, Sprint backlog, daily commitment
• 团队状态
- Release burn-up, Sprint Burn-down
• 工作过程
-CI可视化:当前构建状态、整个团队的构建统计、构建中的问题
• 产品质量
• 项目风险和异常管理:问题列表,Blocked Items
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Level 1 – Product VisionLevel 2 – Product RoadmapLevel 3 – Product BacklogLevel 4 – Sprint BacklogLevel 5 – Daily Commitment
Individual daily work plan
团队计划
Vision
Roadmap 123456
7
8
n
User Stories
Product Backlog
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团队状态
Release Burn-upRelease Burn-up
Sprint Burn-downSprint Burn-down
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工作过程(1/3)
当前构建状态当前构建状态
团队提交状态团队提交状态
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工作过程(2/3)
构建中的问题构建中的问题
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工作过程(3/3)
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产品质量
• 代码行覆盖率
• 路径覆盖率
• 圈复杂度
• 每个函数/方法有效代码行统计
• 重复代码统计
• 传入耦合和传出耦合
• ……
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圈复杂度
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异常管理
Impediments
•Hareware issue: we need two more PCs. AP: xxx•Xxxxxxxxx. AP: xxx.•Xxxxxxxxx. AP: xxx.
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项目风险
影响程度
发生概率
HighLow
High
Low
测试设备短缺
春节放假
XX离职CI可视化显示器
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关键是要做到可视化公开
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出成果靠的是“改善”,不是“现场“-摘自”丰田可视化管理方式“
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团队持续改进方向一
• 团队响应速度
- 统计用户故事从开始到最后交付的leading time
- 统计团队缺陷响应时间,即从收到缺陷到最后修复缺陷的leading time
全功能团队 个人多技能发展
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团队持续改进方向二
• 在团队交付产品后的缺陷数量
产品质量
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团队持续改进方向三
• 团队的Velocity
开发效率
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______________Lead time
Value Added time
团队持续改进方向四
• Value Stream Mapping
减少浪费 提升整个组织工作效率
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团队持续改进方向五
• 代码质量提升
五步走:讲道理->定标准->辅导->稳定标准->提升标准
降低开发成本
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团队持续改进方向六
• 工作习惯的改进
- 单兵作战->团队合作
- 每天至少完成一个具体的任务
- 每天至少提交一次代码
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持续改进的过程和结果可视化同样重要!
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从可视化开始,走向我们团队的持续改进之路……
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