kanban experience @ sky's lightning talks 17-12-2013
DESCRIPTION
a 10 minutes lightning talk about my experience with Kanban in my previous workplace http://goo.gl/u36FOiTRANSCRIPT
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Kanban Experience
Evolutionary software development - by Mattia Battiston -
Tales of...
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Welcome to P-Lab!
● IT consulting agency (custom software for companies + support)
● about 8 devs + 3 managers ● one big bank client
● Joined in October 2011 (until september 2013) ● found total chaos! ● Waterfall, command & control, micro management,
continuous interruptions, etc. etc. etc. ● Demotivated people, low quality products, fire fighting, long
hours
Nothing was ever improving!
Mattia
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new big project: CFI
WE’RE GOING ON AN ADVENTURE!
Rewrite a COBOL app
But can’t talk to users
QA at the end
600 days; will 400 do?
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discovering Kanban...
MANAGE FLOW
EVOLVE EXPERIMENTALLY
FEEDBACK LOOPS
EXPLICIT POLICIES
LEADERSHIP AT ALL LEVELS
INCREMENTAL, EVOLUTIONARY CHANGES
START WITH WHAT YOU DO
RESPECT CURRENT ROLES
VISUALIZE
LIMIT WIP
values
practices
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Visualize
Step 1: value stream mapping
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Visualize
Step 2: first board
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Step 3: evolve to keep aligned with reality
Visualize
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Visualize: lesson learnt
Reflect reality Be creative & use different levels
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Visualize: NIM
From this...
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Visualize: NIM
...value stream mapping...
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Visualize: NIM
...to this!
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NIM: The horizon
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Limit WIP
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WIP Limits in action
TODO DEV (2) DEPLOY INT. (2)
TEST INT. (2) DONE
A
B
C
D
E
F
One day in Kanban-land
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WIP Limits in action
TODO DEV (2) DEPLOY INT. (2)
TEST INT. (2) DONE
A
B
C
D
E
F
MAMMA MIA, THE DEPLOY IS BROKEN!
One day in Kanban-land
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WIP Limits in action
TODO DEV (2) DEPLOY INT. (2)
TEST INT. (2) DONE
A
B
C
D
E
F
YEAH, C IS FINISHED! HANG ON, I CAN’T MOVE IT FORWARD!
One day in Kanban-land
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WIP Limits in action
TODO DEV (2) DEPLOY INT. (2)
TEST INT. (2) DONE
A
B
C
D
E
F
LET’S WORK TOGETHER AND FIX THE DEPLOY
One day in Kanban-land
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WIP Limits in action
TODO DEV (2) DEPLOY INT. (2)
TEST INT. (2) DONE
A
B
C
D
E
F
I COULD START D, BUT...I BETTER FINISH A FIRST AND THEN CONCENTRATE ON D
One day in Kanban-land
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WIP Limits in action
TODO DEV (2) DEPLOY INT. (2)
TEST INT. (2) DONE
A
B
C D
E
F
One day in Kanban-land
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Limit WIP: lesson learnt
● Avoid local optimization, always look at the whole process ● Made problems emerge
○ where things got stuck it meant we had a problem, the process had to improve ● Forced us to solve the problems
○ when something was stuck we had to unblock it ● Forced us to finish stories rather than starting new ones
○ when choosing what to do we always preferred to work on something on the right to get it done
● Forced us to concentrate just on what we were doing ○ reduced context switch -> work faster ○ higher quality
● Forced us to have slack (or “extra capacity”) ○ when the limit was full we’d help others, discuss improvements, refactor, etc. ○ great for dealing with interruptions
● Start generous and keep tightening ● Play games to gain hindsights
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WIP LIMITS ARE COUNTERINTUITIVE
PEOPLE ARE WATCHING YOU, AND MIGHT NOT UNDERSTAND
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Limit WIP: NIM
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Manage Flow: standup
Standup: from zombies...
I WORKED ON A STORY
I WORKED ON A STORY
RELEASE TESTING
I CAN’T REMEMBER
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Manage Flow: standup
… to FLOW
2 questions: ● what can be pulled to DONE today? ● what’s stopping each card from flowing
to DONE?
read from right to left
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Manage Flow: iteration
Monday morning checkpoint: “iteration planning” ● week review: what have we done last week? ● on the fly informal retrospective: what has slowed us down? what would make us go
faster? ● bigger view: where are we in the project? how much is left to do? will we make it at
this pace? ● this week: what should we work on?
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Manage Flow: story size
● features broken into very small tasks e.g.: draw simple page using dummy service; implement one happy path in the service; implement another happy path; handle errors; make list paginated on the page; etc.
● each task flowed through the board ● benefits: easy to know when task is done; easy to test; sense of accomplishment;
often parallelizable; reactive to interruptions; can decide to stop at any point;
SMALL TASKS AND WIP LIMIT MADE US REALLY FAST!
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Manage Flow: metrics
PROJECT BURNUP CHART CUMULATIVE FLOW DIAGRAM
VELOCITY
TRACKING TASKS AT PROJECT LEVEL PROVED TOO FINE GRAINED
AT THE TIME WE WERE DOING IT WRONG. NOW I KNOW IT’S VERY USEFUL
CONFIRMED OUR FEELINGS, GREAT FOR FORECASTING
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Manage Flow: lesson learnt
● small tasks with WIP limit made us go very fast ● focus on what you can finish instead of what you can start ● difficult to get metrics right: collect data instead and wait until you’re sure ● visualize at different levels: portfolio, project, iteration
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NIM: CFD
WIP
LEAD TIME
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Feedback loops
● ● team culture: don’t blame people, blame the process => ● celebrate problems! it’s the process telling you loud and clear where you can improve
SOFT ON PEOPLE, HARD ON PROCESS
“95% of the performance of an organization is attributable to the system and 5% is attributable to the people” - E. Deming
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Moral: Kanban values
● start with what you do now & respect current roles ○ we didn’t and resulted in fights with management
● agree to pursue incremental, evolutionary change ○ visualize, limit wip, manage flow, feedback loops ○ improve everyday, don’t wait for a retro ○ your board, your charts, your metrics, your people, are trying to tell you
something: listen!
● encourage act of leadership at all levels ○ don’t let politics stop you from improving
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Books + references
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