saulius kaukenas. lessons learned using kanban
DESCRIPTION
What to expect choosing KanBan as a development approach? What are the risks, what works and what doesn't when you are in the position of external supplier. Experiences and lessons learned from real life projects executed at Agmis that every manager should take into account. What should be discussed and cleared up among the customer and supplier before the project begins. What customer should ask about their suppliers and vice versa.TRANSCRIPT
Lessons Learned using KanBan Outsourced Development Services Supplier Point of View
Saulius Kaukėnas
Agile Tour Vilnius, 10/09/14
Just-in-time
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JIT Principles
„The philosophy of JIT is simple: the storage of unused inventory is a waste of resources.“ –Wikipedia.
JIT = minimal inventory. In IT - minimal possible number of features being developed in parallel.
JIT = waste elimination. Waste = production of unneded products, rework, waiting time. In IT -unneeded features, change requests for features, waiting time.
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1997. Rock Solid Documentation
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Trying to Follow RUP
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…and XP (Agile)
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What about Outsourcing?
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KanBan. 1st Try
Fits for support projects
Stumbled on larger development projects
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1st Try Retrospective
In Agile everyone should be Agile:
Your customer
Your suppliers
3rd parties involved
Everyone becomes part of the process
You can be Agile without other parties, or you need to be Agile WITH other parties
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Agile = Assembly Line
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JIT Supply Chain - It’s All Connected
Sometimes it is not even obvious how tight the JIT supply chain dependency is.
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Agile in Outsourcing
Equivalent to JIT supply chain.
Delays should be avoided at all costs.
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Making JIT Supply Chain Work
1. Long term relationships.
2. Joint process certification.
3. Co-locate facilities to reduce transport. Minimize feedback loops, keep everyone involved.
4. Stabilize delivery schedules. Discipline.
5. More inventory. Projects from other customers in the pipeline? Have your customers wait in the line
6. Multiple sourcing.
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15 Smells for Agile Process Refactoring
Guidelines for reducing delays (#1-#7): ensure optimal flow of joint assembly line.
Guidelines for internal affairs (#8-#12): do your homework. Continuously.
Guidelines for scope management (#13-#14): fixed price and warranty.
Guideline for sales (#15): have customers waiting in line.
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Ensure optimal flow of joint assembly line.
Guidelines for reducing delays (#1-#7)
#1: (Web Services) Integration
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Illusion: Web services cannot be frozen, mocked up and so on as then development doesn‘t remain agile per se.
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#1: Web Services Integration
Hints:
Make sure web services development is done in iterations, in parallel.
Ensure direct developer communication on both ends.
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#2: You’re Subcontractor
What about feedback from the end customer?
Is he aware abou tyou?
Hints:
Direct customer communications to get the feedback in time.
No “Chinese whispers”.
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#3: Third Parties Another supplier or subcontractor.
May turn up only when the contract is inked.
Hint: Test him, ensure that you are both talking Agile.
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#4: Customer‘s People
Are here „to help you“ or lower the cost.
Hint:
Very risky. Avoid if you can.
Ensure control and process adherence.
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#5: Customer Staff’s Priorities
„Higher priority“ tasks.
“Committee cannot decide”.
Hints:
Ensure that your customer understands that delays = stop of flow = higher cost.
Encourage culture and accountability of the supplier.
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#6: Focus on delivery terms and price
Or even worse, solely on price.
Hints:
Focus on process.
Agile contract negotiation (I&I).
Focus on how both of you ensure flow via supply chain to assembly line.
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#7: Customer Wants Agile Supplier
Suspicious if too emphasized.
May hear surprisingly interesting versions.
KanBan <> Scrum or TDD.
Agile <> Unit tests.
Hint: Test how Agile is customer in his kitchen.
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Continuously do your homework.
Guidelines for internal affairs (#8-#12)
#8: Separate KanBans
Might be easier for project but not for the company.
Hints:
Single KanBan works better.
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#9: Heroes
Some people are simply not fit for the teamwork.
Hint:
The „heroes“ make perfect consultants.
It‘s people business, know everyone in your team.
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#10: High Expectations
Illusions:
Easy Win is Near
Most Agile are simple.
Hints:
Set expectations right.
It’s a continuous process.
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#11: Project Manager’s Time Saved!
Teams started to manage themselves!!!
At a price.
Hints: Guess who is responsible for..
Process following by all parties.
Process improvement.
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#12: Just Implemented Agile!
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#12: Just Implemented Agile!
“if it works, don't touch it“, right?
Project nature may change
Hints:
Agile implementation is a process: continuous and incremental.
Separate tools might not be enough.
Where is the next waste?
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Manage Scope.
#13: Fixed Price
Accolades at the beginning of the day..
“Agile doesn't mean that you don't have to complete ALL the features FOR THE SAME PRICE”… at the end of the day.
Hint: Avoid it, unless contract allows for scope flexibility.
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#14: Warranty Period?
Can customer be sure that everything is error free when closing the sprint?
Hints:
Always discuss it before project start.
Maintenance agreement (3 mo to 6 mo – 50%, up to 1 year – 25%, etc.).
Or, factor that into hourly rate.
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#15: Customers Waiting in Line
Who wouldn‘t want that, huh?
Hint: Think of what could make customers want it?
Quick Ramp-up time.
A discount?
Possibility to work with you?
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Tested At Agmis
KanBan. Team building. Internal experience sharing sessions. Keeps
everyone involved into continuous process improvement.
Code reviews. Probably the most efficient form of inside training.
Close-outs (Retrospectives). Shorter iterations (or, longer iterations DIDN‘T
work). Aim at having them 3 weeks or shorter.
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FailBox
Version 2.0 delivered constant cash flow.
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Agile in Outsourcing
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Parameter Internal, Product Agile Agile for Outsourcing
Complexity 1 2-3
Implementation Continuous Continuous
Risks Delays, Customer PrioritiesCustomer Agility, Supplier Agility
Warranty Part of the process Needs to be discussed
Contract focus (if any) Quality, TTM Process, quality, TTM
PM focus Process following and improvement
Process following and improvement, external communications
Integrations Medium risk factor High risk factor
Conclusions
Agile for outsourcing IS more complex.
Involves more risks to be managed.
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Questions? Comments?
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Thank You!
agmismpowering companies
t: +370-687 81204
europos pr. 121, LT-46339, kaunas, lithuania
e-mail: [email protected]
(c) agmis, 2014