Kanban Style at The NET-A-PORTER Group David Lowe.
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Transcript of Kanban Style at The NET-A-PORTER Group David Lowe.
![Page 1: Kanban Style at The NET-A-PORTER Group David Lowe.](https://reader037.fdocuments.us/reader037/viewer/2022102814/5517c0c855034616658b4787/html5/thumbnails/1.jpg)
Kanban Styleat
The NET-A-PORTER Group
David Lowe
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THE NET-A-PORTER GROUP "the leading fashion, media and commerce group whose aim is to
make the world a more stylish place through entrepreneurship,
innovation, creative thinking, pioneering technology and
challenging the norm."
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Over 500 leading designersShip to over 170 countries
9m visitors/month
… all 3 brands 100% online
“A tech company that sells fashion”
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The
Team
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“For me, the even flow, the less worrying about how long things
were going to take, and the more attention to actually getting things
done PROPERLY, were the main reasons to try Kanban.”
Developer
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Key
Less
ons
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Resu
lts
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“It has revolutionised the way our stream works: enabling us to ship
more, quicker, and give the team a higher level of energy and purpose
around each story they tackle.”
Product Owner
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Appl
y th
e br
akes
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Kanb
an ri
sott
o
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“I’ve have found it far easier to get buy in from development teams …
They like the flexibility it brings and particularly like the focus on getting
things to done.””
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“Kanban boards are better at highlighting pain points in a team’s
processes””
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“The process has been liberating. We’re no longer bound by iteration commitments, and so it’s easier to be realistic about moving priorities and delivery. If only as an exercise for the team to redesign the way
they work, it has been worthwhile.”
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“Most POs will, when asked to prioritise work for an upcoming
sprint, reserve the right to change anything that hasn’t been started after planning by the team. With Kanban, we don’t have to worry about that affecting the team’s ability to deliver on their sprint
commitment.”
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“The flexibility of the format works as long as you keep other measures and check-ins in place. For example,
monitoring lead times, managing blockers, and have regular
sizing/planning/retros in place.””
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“Limited knowledge and experience of Kanban causes nervousness … We found it hard to get buy-in from our
PO”
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“… difficult to communicate timescales for a feature set or story,
or to build any real confidence in the team’s ability to deliver””
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“It can be tricky. Getting the team to keep within WIP limits, swarm on stories to get them complete, and keep to the backlog priority can be
challenging.”
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Kanb
an o
utsi
de IT
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“How can we keep track of progress for all roles?”
“How can we report progress back to the various teams/departments?”
“How can we make sure team members aren’t being overloaded?”
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“It is a refreshing, potentially revolutionary, way of working to
recruit more effectively”
HR
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The
futu
re