David Joyce - Journey To Systemic Improvement

Download David Joyce - Journey To Systemic Improvement

Post on 13-May-2015

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Presentation by David Joyce of BBC Worldwide to http://www.agileyorkshire.org/

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  • 1.A Journey to Systemic Improvement David Joyce BBC Worldwide 1

2. Kanban Kanban is a transparent, work-limited, value pulling system.Eric Willeke - Kanbandev Yahoo! group 2 3. Start with what you do now. Modify it slightly to implement pullUse a transparent method forviewing work, andorganising theteamLimit WIP and pull work whenthe team hascapacity. Evolvefrom there by recognising Stop Starting - Start Finishing!bottlenecks, waste and variability thataffect performanceDavid Anderson3 4. Kanban began in one product team in mid 2008 Continually evolving... 4 5. Kanban began in one product team in mid 2008 Continually evolving... 4 6. Kanban began Dev limits in one productteam in mid 2008Continually evolving...4 7. Kanban began in one product team in mid 2008 Handoff Continually evolving... 4 8. Kanban began in one product team in mid 2008 Continually evolving... 5 9. Kanban began Engineering Done one product in team in mid 2008 Continually evolving... 5 10. Kanban beganin one productteam in mid 2008 Batched Releases Continually evolving... 5 11. Kanban began MMFs in one productteam in mid 2008Continually evolving...5 12. Kanban beganin one productteam in mid 2008 Ideation BoardContinually evolving...5 13. Kanban beganin one productteam in mid 2008Goals & Objectives Continually evolving... 5 14. Kanban beganin one productteam in mid 2008 Express Lane Continually evolving... 5 15. Kanban began in one product team in mid 2008 Hidden WorkContinually evolving...5 16. Kanban beganin one productteam in mid 2008 DependenciesContinually evolving... 5 17. Kanban beganin one productteam in mid 2008 Systest Constraint Continually evolving... 5 18. The Kanban usoon spreads toother teamsApplication Support6 19. The Kanban u soon spreads to Classes of service other teamsApplication Support6 20. The Kanban u soon spreads to Estimation other teams Application Support 6 21. The Kanban u soon spreads to other teams Application Support T-Shirt Sizing 6 22. Standard Work The Kanban usoon spreads toother teamsApplication Support6 23. The Kanban usoon spreads toother teamsApplication Support Order point6 24. The Kanban usoon spreads toother teamsLarge StandupApplication Support6 25. The Kanban usoon spreads toother teamsApplication Support Pro duct Teams 7 26. The Kanban u soon spreads to other teams2nd Product Team Application SupportPro duct Teams7 27. The Kanban usoon spreads toother teamsApplication SupportMMF BreakdownPro duct Teams 7 28. The Kanban usoon spreads toother teamsApplication Support Pro duct Teams MMF Queue 7 29. The Kanban usoon spreads toother teams Application SupportPro duct Teams Reduced Board Size7 30. The Kanban usoon spreads toother teamsApplication Support Pro duct Teams Design Team 8 31. The Kanban usoon spreads toother teams Application Support Pro duct TeamsDesign TeamDesign Board 1 8 32. The Kanban u soon spreads to other teamsApplication Support Pro duct TeamsDesign Team Design Board 2 8 33. The Kanban u soon spreads to other teamsApplication Support Pro duct TeamsDesign Team Design Board 3 8 34. The Kanban usoon spreads toother teamsApplication Support Pro duct Teams Design Team CO TS Team 9 35. The Kanban u soon spreads to other teamsApplication SupportPro duct Teams Design Team CO TS TeamCOTS Main Board9 36. The Kanban usoon spreads toother teamsApplication SupportPro duct Teams Design Team CO TS Team3rd Party Board 9 37. Now entering newterritory Had looked at Agile beforesmall team sizes didnt t specialisation constant mix of new development & support irregular release cadence 10 38. Now entering newterritoryExcel BoardHad looked at Agile before small team sizes didnttspecialisationconstant mix of newdevelopment & supportirregular releasecadence10 39. Now entering new territoryFirst Board Had looked at Agile beforesmall team sizes didnt t specialisation constant mix of new development & support irregular release cadence 10 40. 11 41. Programme BoardWIP Board 11 42. BlockersFuture Media & Technology! 11 43. Kaizen Board Future Media & Technology!11 44. Winter Olympics Board Future Media & Technology!11 45. No Single Solution Recipe for successFocus on Quality Based on a set ofReduce WIP, Deliver principlesOftenBetter practice NOT Balance Demand againstbest practiceThroughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to Let the data tell yo u, reect, adapt and what to do w ith the data improveControlStatisticalDavid Anderson12 46. Mean reduced from 22 to 14 days (33%) Lead Time 50% drop in the spread in variation. Each of the outliers were proved to be special cause.Data split at nancial year end and in July 13 47. Mean reduced from 9 to 3 days (67%)77% drop in the spread in variation. Development Time The major reduction factor has been to limit work inprocess.Data split at nancial year end and in July14 48. Reduction in lead and cycle times, and increase inthroughput are not at the expense of quality. # Live Defects Number of live bugs is within statistical control, andseeing a reduction since July. Data split at end and in July 15 49. Mean reduced from 25 to 5 days (81%)Large drop in the spread in variation. # Days Blocked The outliers was proved to be special cause, waitingfor a 3rd party. # blockers actually increased.Data split at nancial year end and in July16 50. Scrum to KanbanData split at end and in July Mean reduced from 10 to 4 days (60%)Engineering Time 64% drop in the spread in variation.17 51. Systems ThinkingThe means to obtain knowledge, and act with prediction and condence ofimprovement. John Seddon - Freedom from Command & Control 18 52. Kanban encourages a whole Are we just buildingsystem view rather than ahe wrong th ing righter?t locally optimised IT view Often IT develop solutions based onsub optimised status quo areSoftwt ProjecProjects often focus on the needs of a single business unit If we build an IT system around a wasteful process, then we arelocking in that process for longer David Anderson & Dr. Peter Middleton19 53. Sales Marketing FinanceHRUpper Management IT 20 54. Sales Marketing FinanceHRUpper Management IT 20 55. Upper Management MarketingFinance Sales HR IT Hidden costs 20 56. Upper Management .T. S IED Marketing N EFinance SalesHRITHidden costs20 57. Upper Management Flow MarketingOutside Finance Sales HR IT in Hidden costs20 58. There is little merit in a wellSince IT can executed project that no one sho uld it?wants the output from.Focus on customer needs, and theorganisation as a system Many of the previous problems, that apparently required software projects, may well have been dissolved The improvement effort can be targeted to where it has most benet. Dr. Peter Middleton21 59. The thing that makes technologywork is not the technology Does this mean the end of IT? There is a better way to approach the use of IT. Understand and improve, then ask if IT can further improve.Larger gains can be achieved through better thinkingaround the design and management of work.Then pulling IT into the work as needed.Tripp Babbitt22 60. Un derstan d Purpose - look outside in Learn about nature of demands (in customer terms) response to demand causes of failure demand capability and predictability ow - end to end 23 61. Impro veImprove performance withoutusing ITIf the current work uses IT thenleave it in place, work with it, or treat it as a constraintDont do anything to changethe IT Value demand Clean owDesign SystemSet work cleanaro un d these Failure demand Act on the system Eliminate Causes conditions impeding ow John Seddon24 62. Can IT further impro vethis process or system?Now we can see potentialbenets, from a position of knowledge, about the work.We can therefore predict theThe result is always less investment in IT, and much more benets IT solutions will bringvalue from itIT is pulled into the work, ratherthan dictating the way work works John Seddon25 63. Measure improvement results Use o perational perfor mance data Split dataafter a change26 64. A better m etho d for IT SystemUn de rstan d Me asurePull ITImprove the work 27 65. A better m etho d for IT SystemUn de rstan d Me asurePull ITImprove the work 27 66. To be continued... Toyota say they still have 70% waste intheir system 28 67. More information on KanbanMy blog http://leanandkanban.wordpress.com/ Kanban community site http://www.limitedwipsociety.org Kanban for Software Engineering http://bit.ly/hz9Ju Soon to be published academic paper on BBCW and Kanban case studyMore information on Systems ThinkingUnderstanding variety of demand http://bit.ly/tnnmI Freedom from Command and Control http://bit.ly/1OUCnS Economies of Flow http://bit.ly/tGw3U 29 68. Any Questions ?I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT30