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How to use continuous improvement kungfu to pay down technical debt - Kevin Behr & Jesse Palmer
1. how to use
continuous improvement
kung-fu to pay down technical
debt
Kevin Behr
Chief Science Officer Assemblagepointe Inc.
Jesse Palmer
OSS Manager Hedgeserv
Date
Monday, September 30, 13
2. We looked at what was in our way
✤
hyper kinetic team
✤
lacked a structured system of work
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drive by management
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we sit between dev and ops
Monday, September 30, 13
3. so we started experimenting
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needed a rock paper scissor system of work
✤
to contain all commitments and requests
✤
wanted to see backlog and flow of work
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yeah we used a kanban (leankit that is)
✤
we started a light weight continuous improvement kata
Monday, September 30, 13
4. our improvement kata
✤
✤
each morning we have a standup for 15 minutes
✤
Monday, September 30, 13
based on improvement kata used at toyota
go over answers to yesterdays 5Q
6. five questions
✤
what is the target condition?
✤
what is the current condition?
✤
what are a few obstacles to achieving the target condition?
✤
which obstacle will you experiment on today?
✤
What is your experiment?
✤
(when can we go and see the results of your expreiment?)
Monday, September 30, 13
7. what happened
✤
our first target condition was to get all of the work in the kanban and
make it visible.
✤
we did and we started noticing stuff like distractions and interuptions
(aka Newmans)
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we had no idea what we were doing so built simple project plans
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we had lots of issues started doing RCA on breaks
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built a feedback loop to dev to fix issues
✤
we built a list of techical debt projects we wanted to get done
Monday, September 30, 13
8. paying off murphy
✤
we set a new target condition of putting at least half of our effort
toward paying down tech debt as a team and still meeting priorities.
✤
we failed over and over
✤
obstacles
✤
better project plans - not overly planned just needed to est cadence
and prevent driveby’s
✤
we needed dev to fix some things
✤
we needed a mission to help us stay on track
Monday, September 30, 13
9. slog
✤
every day one standup -one obstacle - one experiment - one 5q
✤
like climbing one stair a day
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we hit our target condition once
✤
we hit it twice
Monday, September 30, 13
10. we now believed we could
✤
we realized what we really wanted (our Stake)
✤
we realized unplanned work was getting inour way
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the kanban painted an actual picture
✤
we decided to use the kanban to investigate.
✤
lots of experiments
✤
lots of failure
✤
we recruited help from dev and brough another team in
Monday, September 30, 13
11. it is growing
✤
we are adding another small team to start expreimenting
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they are downstream from the constraint (us)
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we will add another team to our merry band
✤
now dev and engineering can see our backlogs
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we can coordinate ready and doing for faster flow
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we are running the larger system at the speed of the constraint (us)
Monday, September 30, 13
12. throughput is up
✤
we are now all moving toward continuous delivery
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it will be our new target condition
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we will remove or dis-solve all of the obstacles
✤
we have a simple method to navigate uncertainty
(the scientific method)
Monday, September 30, 13
13. current condition
✤
our teams are building faster feedback loops
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we are planning missions together
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we can run “plays”
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we can absorb unexpected events without losing our memory aand
crashing commitments
✤
people wait on us less (lower cycle time)
Monday, September 30, 13