Practical Experiences and Tools Applied to a Kanban Sustaining
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Transcript of Practical Experiences and Tools Applied to a Kanban Sustaining
Practical Experiences and Tools Applied to a Kanban Sustaining
Engineering System
Alisson ValeTechnical Leader
http://alissonvale.com/
Looking for Sustentability in
Software Development
Practical experiences using Lean and Kanbansince Jan/2008...
...and tooling experimentations.
some self-introduction...
Coming from...
Brazil
1994 2003
Developer
Business Analyst
System
Architect
Manager
Professional Timeline
2009
Brasília
1994 2003
Programmer
Business Analyst
System
Architect
Manager
Professional Timeline
2009
Brasília
1994 2003
Professional Timeline
2004
1994 2003
Professional Timeline
2004 2008 2009
Vitória
1994 2003
Professional Timeline
2004 2008 20092006
Heavy paticipation inBrazilian Agile Community
1994 2003
Professional Timeline
2004 2008 2009
1994 2003
Professional Timeline
2004 2008 2009
1994 2003
Professional Timeline
2004 2008 2009
Where do I Came From?
Brazil
Who are we?...
We offer software
and services for educationalinstitutions
ERPfor
Universities and Schools
More than200
operations
100%Web-based
1.000 webpages
almost 1Milion
lines of C# code
about our product...
We have two types of customers...
The big ones..15,000 students or more
Requireconstant evolution andcustomization
The big ones..15,000 students or more
higher budget for IT
The small ones..3,000 students or less
Very low budget for IT services
The small ones..3,000 students or less
constant evolution is not required but is welcome
The small ones..3,000 students or less
no hosting infra-structure(a shared datacenter is used)
both are looking for a stable and long term relationship with their software vendor(SaaS)
Contracts andAgreements
We have long term contracts that provide
sustainability for us and stability for them
our agreements
Quick resolution of problems
Help in using and getting benefits from the product
Problem Solving Agreement
Support Agreement
Improvements for Sustainability
Keeping the current business processes running by doing adaptations and customizations
New Value Agreement Keeping the product up-to-date, adding new capabilities and generating new business opportunities
These agreements are conflicting perceptions of
Value
A Mutual Trust Relationship emerges
when we create balancebetween those agreements
The Management Model
Most obvious Management Model
Support Team Development Team
Group for unplanned work
ServicesNew
SoftwareBugs and
emergencies
Most obvious Management Model
Support Team Development Team
Group for unplanned work
ServicesNew
SoftwareBugs and
emergencies
Different, non-integrated and non-value based purposes
X
Poor communication
unpredictable
X
Negative influences
Competition over collaboration
Our Management Model
Create sustainability and a Mutual Trust Relationship with
our customers by delivering software and services
continuously
Integrated Work Cells
Single Purpose
Our Management Model
DemandManagement
WIP Management
Delivery Management
Agreements and Classes of Services
Problem Solving Agreement
Support Agreement
Improvements for Sustainability
New Value Agreement
Different perceptions of value are integrated in a single piece flow through the process
Demand Managementthe injection of work into the system
Size ApplicabilityTime
Associated SLAVisual
Signalization
Reference-1The size reference.
1 or 2 days 3 days
Reference-3Three times more
complex or difficult
than the reference.
3 or 4 days 5 days
Reference-5Five times more
complex or difficult
than the reference.
5 to 10 days 15 days
Setting ExpectationsSLA References
The Front of the System
The Front of the SystemPreparation Areas: Planned and Unplanned
The 7 most important items
2 weeks of work in average for planned items
The Front of the SystemPlanned and Unplanned Areas
The slot is empty because the item was pulled
PULL
The Front of the SystemPlanned and Unplanned Areas
The new empty space formed at the bottom signalizes the need to pull another card from the previous stage
PULL
The Front of the SystemWaiting for LRM Area
The previous stage contains 14 cards waiting for a chance to go forward along the prioritization filter
The Front of the System
Waiting for a chance to reach the next level on the priority filter
The Backlog
The prioritization filter makes the demand flow until reaching the WIP
area
Some tools are available to help us with the
prioritization process
Information about the percentage of demand injected for each customer
Spliting System Capacity
serving smallercustomers andcontinuously improvingwith surplus capacity
Spliting System Capacity
What about the work that is being done right now?
WIP Management
We have areas where each Team Member organizes the work that they are involved in at the moment.
What cards are we working onright now?Limit = 1/team member
The Team is responsiblefor the quality assurance ofits own work
Everyone is a qualityinspector
Cards are assigned for inspections using twopolicies:
#1 – A queue for team members#2 - Expertise
Something went wrong here!
Policy: Stop and Fix it!
Pre-assigned or interrupted work
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4
5
What is the most important thing to do next?
Policy1. Feedback First 2. Inspection 3. Enqueued 4. In Progress 5. Input Area
This panel signalizes team overloading
PolicyWhen the WIP level gets high we stop pulling from input and start helping each other finish what is in progress
Preventing excessive injection of work into the WIP area
Collaboration is a key mechanism to balance WIP levels by
Promoting faster reduction of the work level in WIP
X
Collaboration
Cards move vertically to get more people involved
Collaboration
“hands-off” is motivated by the need of Collaboration
not Specialization
Collaboration
These vertical movements generate small and self-organized groups around a card without management intervention
Collaboration
A card might become an invitation for collaboration and conversation
Collaboration
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The Team is notified when a card is moved on the Kanban board or when someone adds a note to it
Electronic tools keep the team aware of what is happening
Collaboration
Delivery Management
Business Activities
It’s not just about
features
Business Activities
Their progress is followed by Parking Lots on our board
Business Activities are Atomic!
Finished cards associated to Business Activities remain in a “Waiting for Release” stage until the whole package is done
They move to the “Release Ready Area” as one single package.
While other cards go to this area individually
The Release Ready Area contains features and
services ready to be sent back to the customer
A Sign to stop the line...
7304
2.0.6.807
7286
2.0.6.806
Release Ready
WIP
The build 807 is suspected because there is a previous version which is
still in WIP
A red light warns the team not to release the
Build
After we send the release or service back to the customer,
we finally label the work as “Delivered.”
Traceability andRelease per Feature
TraceabilityFrom the board to
theTracking System
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TraceabilityFrom the
board to theBuild Report
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Full Automated Deployment
...is about manage the risks involved in advancing from
release N to N+1
Delivery Management...
Quick Demo
Read more...Blog Articleshttp://alissonvale.com/englishblog
Interview on InfoQ Brazil (Portuguese)http://www.infoq.com/br/news/2009/01/brasil-representacao-conferencia
The History of a Kanban System (Portuguese)http:// alissonvale.com/englishblog/post/A-Historia-de-um-Sistema-Kanban.aspx
Kanban: When Signalization Mattersalissonvale.com/englishblog/post/Kanban-When-Signalization-Matters.aspx
ContactMail: [email protected]: http://alissonvale.com/englishblogTwitter: http://twitter.com/alissonvale
Thank You!
