kanban for sw projects v1.5 final
Post on 11-May-2015
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KANBAN for Software ProjectsA Practioner’s View of PULL in Projects
Govindarajan S
Not a Tutorial
Experiences from the Ground
Chronicles the Evolution
Our Worlds are Un Predictable !
Increase in Project Success Rate
From the 1994 levels
100%
34%
an
Source: Standish Report on project success rate
“The primary reason is the projects have gotten
a lot Smaller. Doing projects with
Iterative processing as opposed to the waterfall method,
which called for all project requirementsto be defined up front, is a major step forward.”
Project Cadence!
Faster Turnaround
Iteration Time box is Restrictive ?
Customer’s world is fluid
4New
Cus
tom
Dev
elop
men
t
Rapid DeliveryRe-engineering of Platform
Regression Test
Performance Based Contract
Legacy Code
No Sound Eng Practices
Rapid Response
Well defined Backlog
Milestone Releases
Learn Adapt & Respond
Short Iterations
Team Stalls
Lack of Stories
Rapidly changing backlog
Routine Levers Didn’t Work
No Control on Story ThrottleFluid Requirements landscapeInventories caused wastage
How Real was the
Backlog ?
Flexible Process
Response1
Build A
StrategicBuffer
LimitIn Process
Stories
Focus on doingEnd to End
WIP In Action
WIP CausedPULL
Realization of Constraints• What is the teams capacity ?
Mindset on Fixed Backlog
Streamlining of Analysis WorkVisible Slack in the System
Questions Still Lingered …
Sudden Burst in Velocity
Consistency of Story Sizes
2 Response
Coarse Grained Estimation
Small
Medium
Large
Throughput
How many ?
Vs
How long ?
What do we Stand For ?
What is the Value Adding Process ?
3 Response
What is in Control ?
Requests from Users
Planned for Development
Elaborate Requirements Development Test Merge and
Validate
Deploy
Set Of Activities that matters !
Evolve From Requirements
To Development Done
From Requirements
ToAutomation
Clarity to the Process
Requests from Users
Planned for Development
Deploy
Well Defined Value ChainProvides
Clarity of Purpose
Call for Action8 Cards In Process – How to Restore Limit ?
1
2
3 4
56
7
Call for ActionCapacity Available for New Work
How does Pull Work – Scene 1
BacklogIdentified
Analysis Ready forDEV
In DEV DEV Done In QA QA Done AtmnDone
Merged
Backlog In Process Done
Deployed
WIP Limit 10
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 1
Stage Limit: 1
Stage Limit: 2
Stage Limit: 1
• DEV completed triggers upstream pull• Signals Bas / Product Owners to line up the next
high priority story for playAdvantages• Commit late to the stories to play• Automatic signaling for the next activity
BacklogIdentified
Analysis Ready forDEV
In DEV DEV Done In QA QA Done AtmnDone
Merged
Backlog In Process Done
Deployed
WIP Limit 10
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 1
Stage Limit: 1
Stage Limit: 2
Stage Limit: 1
• Critical limit reached for Deployment• Can be taken into deployment at any point of timeAdvantages• Deployment cadence• On Demand or frequent deployment
How does Pull Work – Scene 2
BacklogIdentified
Analysis Ready forDEV
In DEV DEV Done In QA QA Done AtmnDone
Merged
Backlog In Process Done
Deployed
WIP Limit 10
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 2
Stage Limit: 1
Stage Limit: 1
Stage Limit: 2
Stage Limit: 1
• Limit reached. Bottleneck at Automation• Don’t pull in new Story• Instead automate and push the story out into
Ready for Merge.
How does Pull Work – Scene 3
4 Response
Cycle Time Replaced Velocity
Measure Throughput
Cycle Time
Lead Time
Wait Time
Metrics
Just in Time assures RelevancyInventory was reduced
Pull Assures Throughput
Value chain improvement resulted in Quality
Iteration was a checkpoint
Iteration ?
Flexible on Rituals
Swarm to Retrospect
Team Obsessed with WIP
Swarming to Remove Bottlenecks
Awareness on Taking in Inventory
Process change for Inclusive Delivery
Awareness of Team ThroughputAffinity with the Wall to pick cuesTake One Step at a Time
Explicit Process SpecificationsFlexibility in the Rituals
Learn Continuously
Looking Back
Theory Of Constraints
• Focus on throughput, rather than improving individual processes
• Enables one to look at the process in terms of the weakest link
• Manage the constraint to get a grip on the throughput
• Enables you to have a good measure on the Capacity
“Kanban to promotes flow and reduced cycle-
time by limiting WIP and pulling value through in a visible manner.”
“Kanban helps our team contribute to the business by promoting flow and reducing cycle-time through a limited WIP and a fully
transparent value pulling system.”“Value Pull, Limited WIP, and Visibility can create an ecosystem
where teams have the opportunity to improve.”
Source: www.limitedwipsociety.org
Finally….•Start slowly•Focus on Your Value Chain•Accurately Measure Progress•Retrospect•Use Stand ups to pull and adapt•Inculcate a culture of continuous improvement
Image Credits: www.sxc.hu
Questions ?
govinds@thoughtworks.com
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