A Siberian tale of two Kanban implementationslkce17.leankanbance.com/assets/slides2017/LKCE17... ·...
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A Siberian tale of two Kanban implementations
LeanKanban Central Europe, 2017
Katya Terekhova
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Introduction
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Arello Mobile - 8 year old outsourcing company, specializing in mobile
development
Pushwoosh - top-3 push-notification service
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Initial state: ‘night is not an obstacle to work’• ~20 developers, 5 testers, 4 managers
• 15-20 ongoing projects
• 10-12h working day
• People often work late
• Lack of trust between us and clients as teams failed to meet delivery dates
• Deterministic planning
• Multitasking is great!
• Time-consuming estimates
• Resource utilisation trap
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Scrum Revolution• Massive resistance
• Developers were sabotaging meetings and trolling Scrum
• Scrum activities sometimes were no more than rituals
• Question: “What could we do differently” was sometimes answered “Stop doing Scrum”
• Developers overestimated features in order to have greater focus factor
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Theory of Constraints
• Got the knowledge of flow, bottlenecks, inventory
• Unfinished things didn’t have value
• Stopped falling into resource utilisation trap
• Didn’t know how to put it into practice
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Kanban ‘discovery’Estimates are not deterministic, you cannot know exact answer to the question “When this item will be done?”
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Board design8
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Default workflow
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New workflow
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Transparency
• There was initial period of resistance
• Eventually people admitted that it is more convenient for everyone: managers saw actual status of work items, while developers were not distracted by questions from managers
• Around 250 work items in progress (!)
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Classes of services
• A tool to fight homogeneity
• 50% of all tasks were expedite request in the very beginning
• Gradually their amount decreased to 10% and less
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Bottleneck detected: QA 13
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“Side-effects”
• Long useless planning meetings fade out since people got their plans from the board
• Fixed-date requests almost disappeared (they were a consequence of no trust between us and clients)
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Irrefutable demand
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Then vs Now
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Then Now
Overburdening
People were often under deadline pressure, long working day, people work late, multitasking, heroic efforts WiP limits -> relief from overburdening
Meet SLATeams constantly failed to meet delivery dates, it was difficult to provide clients with reliable ETA
Trustworthy forecasts, most of the time teams manage to deliver on time
TrustLack of trust, both between us and clients and between developers/managers
Higher trust: fake expedite requests and deadlines disappeared
Estimates Time-consuming 'guesstimates' Estimates, based on historical data
TransparencyLack of transparency, actual status of works items was not clear, couldn't see our bottleneck
Status of work items is clear for both managers and clients, we are able to see queues, bottlenecks and make decisions based on this
CustomersClaiming for detailed long-term plans, abusing words 'Urgent', 'ASAP'
Happier clients, consider our opinion, some are even open to experiments
CollaborationTense relationships, developers did not trust managers, were sabotaging meetings
Improved collaboration, developers and testers are also involved in process improvements
SchedulingLong useless planning meetings, people got their plans but they immediately became irrelevant
Dynamic scheduling, people get their plans from their boards
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Pushwoosh
• Separate product company
• Urgent need for a change - it was the only way to survive
• Used similar approach and steps we did in Arello
• System lead time (85%) is ~1 month instead of 3
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Thank you