Kanban @ nine.ch

How we introduced and implemented Kanban for both a software and a system engineering team @ nine.ch, a leading provider for managed Linux server in Switzerland.

Transcript

1. KANBAN @ NINE.CH Matías E. Fernández nine.ch DEV DAY — 2014-06-05
2. INITIAL SITUATION • work overload • too much simultaneous work in progress • unclear priorities • undefined cycle times
 things just happened … somehow
3. REQUIREMENTS • we didn’t want to turn everything upside down • evolutionary change process towards a sustainable system
4. ALTERNATIVES • Scrum • Kanban
5. SCRUM • too many prerequisites • time boxing doesn’t work well with day-to- day work
6. THE KANBAN METHOD 1. Start with what you do now. 2. Agree to pursue incremental, evolutionary change. 3. Respect the current process, roles, responsibilities & titles.
7. THE CHANGE CURVE time competence and emotion shock denial insight acceptance training awareness integration
8. CORE PRACTICES • Visualise • Limit Work in Progress (WiP) • Manage flow • Make policies explicit • Improve collaboratively, evolve experimentally (using models and the scientific method)
9. VISUALISE CORE PRACTICES
10. WHAT DOES A BUSY CONSTRUCTION WORKER LOOK LIKE?
11. He’s busy!
12. WHAT DOES A CONSTRUCTION WORKER LOOK LIKE WHEN HE’S HAVING A BREAK?
13. They’re having a break.
14. WHAT DOES A BUSY SOFTWARE ENGINEER LOOK LIKE?
15. She’s busy!
16. WHAT DOES A SOFTWARE ENGINEER LOOK LIKE WHEN SHE’S HAVING A BREAK?
17. She’s having a break.
18. How do you know whether the software engineer has time to fix your super urgent request?
19. KNOWLEDGE WORK IS NOT VISIBLE … YOU HAVE TO MAKE IT VISIBLE!
20. KANBAN BOARD
21. BURN UP CHART
22. LIMIT WORK IN PROGRESS CORE PRACTICES
23. STOP STARTING AND START FINISHING!
24. EXPERIMENT • Time yourself counting from 1 to 26. • Time yourself saying the alphabet a to z. • Add up the times. • Now time yourself counting from 1 to 26 while alternating saying the alphabet, so 1, a, 2, b, 3, c, etc. • Were you faster at saying each sequence individually or when you alternated?
25. WIP LIMITS
26. MANAGE FLOW CORE PRACTICES
27. KNOW THE PHYSICS OF YOUR SYSTEM • cylinder capacity: 2 L • power: 125 kW (170 PS)
28. KNOW THE PHYSICS OF YOUR SYSTEM • team members: 7 people • ticket throughput: ?
29. DATA DRIVEN DECISIONS BUILD MEASURE LEARN
30. MANAGING FLOW • Open Prio Meeting • no backlog! • Cumulative Flow Diagram
 http://brodzinski.com/2013/07/cumulative-flow-diagram.html
31. CUMULATIVE FLOW DIAGRAM
32. MAKE POLICIES EXPLICIT CORE PRACTICES
33. POLICIES • write them down and repeat them often! • examples: – orders are delivered the next business day – bugs have higher priority than features • Open Prio Meetings
 http://www.lkce13.com/app/download/8243817195/Jimdo_Booklet_English.pdf
34. IMPROVE COLLABORATIVELY, EVOLVE EXPERIMENTALLY CORE PRACTICES
35. “Not every change is an improvement, but every improvement is necessarily a change” Eliezer Yudkowsky
36. IMPROVE • small continuous, incremental and evolutionary changes that stick • shared understanding of theories about work, workflow, process, and risk • feedback loops
37. KAIZEN: CONTINUOUS IMPROVEMENT • Open Prio Meetings
 http://www.lkce13.com/app/download/8243817195/Jimdo_Booklet_English.pdf • regular team retrospectives • small incremental improvements • some ideas may result in bigger projects
38. CORE VALUES STRATEGY, ALIGNMENT AND CULTURE • The Boy Scout Rule • Zero Waste • Consistency • Explicitness over Implicitness • YAGNI, You Ain't Gonna Need It • DRY, Don’t Repeat Yourself
39. BOOK RECOMMENDATIONS
40. ! Kundenname, Präsentationstitel Nine Internet Solutions AG Albisriederstr. 243a CH-8047 Zürich Tel +41 44 637 40 00 Fax +41 44 637 40 01 info@nine.ch QUESTIONS?