key note - agile & beyond - stop doing agile! start thinking agility

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Agile and Beyond Dearborn, Michigan 10 March Untitled a keynote David J. Anderson David J. Anderson & Associates, Inc. [email protected] Twitter @agilemanager

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Untitled - a key note Designed not to freak out 500 Agile believers in Dearborn Michigan, this presentation documents looks at the true principles of the Agile movement and the motivation for the Kanban Method. Identifying it as an alternative path to agility. It asks the audience to stop the pursuit of "doing Agile" and asks them to "start thinking agility".

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Page 1: Key Note - Agile & Beyond - Stop Doing Agile! Start Thinking Agility

Agile and BeyondDearborn, Michigan10th March 2012

Untitleda keynote

David J. AndersonDavid J. Anderson & Associates, Inc.

[email protected] @agilemanager

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Agile Manifesto

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11 years on

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STOP

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doing Agile

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Start!

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Making agile organizations

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Think Agility!

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Act locally in your context

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How to Think Agility!

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Make progress with imperfect information

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Foster a high trust

culture

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Develop capability to respond to unfolding events

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Treat WIP inventory as a liabilityrather than an asset

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Respond faster with improvedlead times

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Knowledge work is perishable

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Create feedback loops and enable a capability to adapt (evolve)

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Embrace a craft ethic and pursue high quality through pride of workmanship

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My philosophy

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Don’t try to do Agile

Instead

Start with what you do nowand improve your agility

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Minimize resistanceto adoption of new ideas

and ways of workings

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Identify problems one at a time

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Make IncrementalEvolutionary

Changes

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Don’t ask people to change

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Respect current job titles,roles & responsibilities

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Since 2004 kanban systems have been used to get beyond Agile and

deliver improved agility

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White boards were introduced in 2007 to visualize workflow and work items flowing through the process

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WIP limits are used to create a pull system &and the board visually signals pull to make a kanban system

Pull

Flow – from Engineering Ready to Release Ready

WIP Limit – regulates work at each stage in the process

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Kanban board simulation

5 4 43 2 2

Flow

InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

DevelopmentAnalysis

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How does Kanban help with agility?

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Make progresswith imperfect information

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Encourage craftsmanshipand pride of workmanship

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Pull criteria policies encourage a focus on quality & progress with imperfect information

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InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

DevelopmentAnalysis

Policies~~~~~~~ ~ ~ ~

Policies~~~~~~~ ~ ~ ~

Policies~~~~~~~ ~ ~ ~

Policies~~~~~~~ ~ ~ ~

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Foster a High Trust Culture

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1 2Transparency of process. Collaboration and openness

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1 2Empowerment through explicit policies

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1 2Reporting of demand versus capability

Device Management Ike II Cumulative Flow

020406080

100120140160180200220240

Time

Fe

atu

res

Inventory Started Designed Coded Complete

WIP

Avg. Lead Time

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1 2Understanding (lead time) capability

SLA expectation of51 days with 98% on-time

Lead Time Distribution

0

0.5

1

1.5

2

2.5

3

3.5

Days

CR

s &

Bu

gs

SLA expectation of44 days with 85% on-time

Mean of 31 days

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1 2Understanding (velocity) capability

Courtesy Mattias Skarin client in 2009/2010, plotted weeklyMean 42, +1 sigma = 55, -1 sigma = 29 (+/- 1.4x)

0

10

20

30

40

50

60

70

80

90

DBA Team Velocity

Total Velocity

Small support tasks

(not includedin total velocity)Trend

Week of Christmas

Trend

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Create a capabilityto respond to

unfolding events

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Example classes of service

Expedite Significant immediate cost of delay

Fixed Delivery Date Significant delay incurred on or

from a specific date in near future Standard Class

(Near) linear cost of delay either immediate or near future

Intangible Class No tangible cost of delay within a

reasonable lead time delivery window

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Allocate capacity across classes of service mapped against demand

5 4 43 2 2= 20 total

Allocation

10 = 50%

+1 = +5%

4 = 20%

6 = 30%

InputQueue

DevReady In Prog DoneDoneIn Prog

DevelopmentAnalysis BuildReady Test

ReleaseReady

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Cost of Delay function sketches to delineate classes of risk

Expedite – white; critical and immediate cost of delay; can exceed other kanban limit (bumps other work); 1st priority - limit 1

Fixed date – orange; cost of delay goes up significantly after deadline; 2nd priority

Standard - yellow; cost of delay is shallow but accelerates before leveling out; 3rd priority

Intangible – blue; cost of delay is not incurrent until significantly later; 4th priority

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Knowledge work is perishable

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Limiting WIP delays commitment

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Only commit when work itemsare pulled into the queue

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Tickets on the board are committed. Items in the backlog are merely options

5 4 43 2 2

InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

DevelopmentAnalysis

Commitment point

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Highlight delays

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Tickets on the board are committed. Items in the backlog are merely options

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InputQueue

DevReady In Prog Done

BuildReady

Test ReleaseReady

Stage Prod.DoneIn Prog

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Pink tickets show blocking issues

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Create Feedback Loops

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1 2Team-level Kaizen events happen naturally

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1 2Operations reviews drive inter-team kaizen events

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The Kanban Method

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Foundational Principles

1. Start with what you do now

2. Agree to pursue incremental, evolutionary change

3. Initially, respect current roles, responsibilities & job titles

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5 core practices for successful Kanban adoption

1. Visualize

2. Limit Work-in-Progress

3. Manage Flow

4. Make Policies Explicit

5. Improve Collaboratively(using models & scientific method)

Dep

th

Shallow

Deep

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Book PublishedApril 2010

A 72,000 wordintro to the topic

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http://www.limitedwipsociety.org

Yahoo! Groups: kanbandev

Yahoo! Groups: kanbanops

http://leankanbanuniversity.com

LinkedIn Groups: Software Kanban

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IsraelAmdocsAnswers.comTypeMock

AustraliaLonely PlanetTelstra

New ZealandMinistry of Social Development

BrazilPetrobrasCESARPhidelilsO GloboArgentina

HuddleThomson-Reuters

Kanban System Adoption Examples GloballyUSAMcKessonVanguardGoDaddyXboxMotley FoolCityGrid MediaUltimate SoftwareConstant ContactSEPREIRobert Bosch

UKBBCIPC MediaFinancial TimesMicrosoft

ScandinaviaUnibetVolvoSkaniaSpotifyEricsson

Mainland EUUbuntuXingBWinASR

China & HKThomson-ReutersNike

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Kanban System Adoption by Industry

Media Includes BBC, Sky, Lonely Planet, Time/Life, IPC,

Mobile.de, O Globo, Financial Times, NBC Universal, Thomson-Reuters

Games Mostly small studios includes video arcade thru

mobile games to online gambling such as Unibet & Bwin

Manufacturing Includes Robert Bosch, Volvo, Skania, Petrobras, Nike

Finance & Insurance Vanguard, Motley Fool, Chase, ASR

Software & Telecoms Amdocs, Ultimate, Constant Contact, Phidelis, SEP,

Huddle, CESAR, Ubuntu Public Sector

Ministry of Defence (Denmark), Ministry of Social Development (New Zealand)

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Keynotes by: Gregory Howell Steven Spear Yochai Benkler

Want higher value, more predictable deliveries?Looking for better risk management?

Interested in Lean and Kanban?

HEAR KANBAN CASE STUDIES

LEARN THE MECHANICS

CONNECT WITH THE GLOBAL COMMUNITY

http://lssc12.leanssc.org/

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Conclusion

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STOP

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doing Agile

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Start!

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Thinking Agility!

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Act locally in your context

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to create agile organizations

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Make Progress with Imperfect Information

Foster a High Trust Culture

Treat WIP as a liability, delay commitment

Reduce Lead Times, minimize Cost of Delay

Encourage Quality of Workmanship

Create Feedback Loops

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Page 70: Key Note - Agile & Beyond - Stop Doing Agile! Start Thinking Agility

Agile and BeyondDearborn, Michigan10th March 2012

Stop doing Agile!Start Thinking Agility!

David J. AndersonDavid J. Anderson & Associates, Inc.

[email protected] @agilemanager

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Thank you!

[email protected]://djaa.com/

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About…David Anderson is a thought leader in managing effective software teams. He leads a consulting, training and publishing and event planing business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management of knowledge workers.

He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola.

David is the author of two books, Agile Management for Software Engineering – Applying the Theory of Constraints for Business Results, and Kanban – Successful Evolutionary Change for your Technology Business.

David is a founder of the Lean Kanban University, a business dedicated to assuring quality of training in Lean and Kanban throughout the world.

http://leankanbanuniversity.comEmail: [email protected] Twitter: agilemanager