Kanban and Government

•

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Nick Oostvogels

Negócios

Jean - François
IT Dev background
Team lead
Agile virus
CSM + CSPO
Continuous
improvement
Pragmatic

Context
Business Process Re-engineering
Architectural Renewal
Unstable legacy apps

Government Stereotypes
Slow decision making

Government Stereotypes
Fire fighting

http://www.flickr.com/photos/roberto_ferrari/139349655/

Government Stereotypes
Election Fever

http://www.flickr.com/photos/andresrueda/3407340937

Government Stereotypes
Low personal motivation

http://www.flickr.com/photos/code_martial/4145914957/

Context
Agile coaching efforts
• Planning
• Communication
• Process visualization
• Continuous improvement
• Stakeholder management
• Self-organization

Context
Why me?
A man without government for 327 days!

One month ago in Poland

A man without government for 291 days!

the Results
Agile made problems visible
Fight for resources / priority
Disruptions made planning hard >
expectations not met
Big variety of work
Specialists
Not giving good customer service

Need for Change
Focus was too narrow
suboptimizing

input
WE output

THEM THEM

Kanban adoption
1 pilot product

How do we start?
“Draw the workflow!”

Improving
1st Retrospective
• WIP limits well respected –+ visualization of issues
• Missing visualization of detailed tasks
• Missing a planning meeting

Improving
1st Retrospective (cont’d)
• Needed different level of feature detail

Business request:
“Customers have to be able to fill in a reservation,
send it to the planning department and get a
confirmation email with pdf attachment”

Agile team would split this into:

1. As a user I want to fill in a new reservation...
2. As a user I want to send my reservation...
3. As a user I want to receive an e-mail
confirmation with my reservation in pdf
attachment so that I ...

Suppose we used user stories in the
flow:
As a user I As a user I As a user I want
want to fill want to send to receive an
in a new my e-mail
reservation reservation... confirmation ...

TOO Low TOO Low TOO
Not all
Level for Level too OK OK Low
applicable
Stakeholders early Level
READY Analysis DESIGN DEV TEST VALI PROD
2 2 1 2 2 1

Improving
1st Retrospective (cont’d)
• Walking the board took longer than daily
standup
• Big difference in size of work items
• Need for progress visualization

Discoveries
2nd Retrospective
• Easier prioritization
• Easier validation

“A politician needs the ability
to foretell what is going to happen
tomorrow, next week, next month,
and next year.

And to have the ability afterwards
to explain why it didn't happen.”

W. Churchill

Discoveries
2nd Retrospective (cont’d)
• Limitations of the physical task
board
• Bigger teams ~ distributed
• More administration ~ measuring
• Progress visualization

Discoveries
2nd Retrospective (cont’d)
• Lost focus

Discoveries
2nd Retrospective (cont’d)
• WIP limits + pull made things happen
• People idle causes action!

WIP limits enable more cross-
functional collaboration

Discoveries
2nd Retrospective (cont’d)
• Still fight for resources / priorities

Why? Step out, watch from
customer viewpoint

1 project asks to put stuff in queue
& prioritize
What about non-project related
work?

Confusing for stakeholders

Hybrid

KANBAN
SCRUM

1 st
Release

New Product
Development Product Maintenance & Extension

Service Levels
1. % of total capacity / project

Service Levels
2. Classes of service / project

Service Levels
No percentiles yet
No cost of delay yet

The Future
Full Kanban flow? With cadance?
Product Development +
Product Maintenance & Extension

Faster & smaller deployment

In many organizations today
dev dev dev sys sys sys

READY ... ... ... ... ... ... PROD
2 1 2 3 2 1

In some organizations tomorrow?
dev sys dev sys dev sys

READY ... ... ... ... ... ... PROD
2 1 2 3 2 1

Afterthoughts

Is Kanban less
team focused?

Afterthoughts

Do you need this
in a highly mature,
stable business setting?

Afterthoughts

What added value
would Kanban bring
in Government?

Conclusion
We owe it to ourselves!
Government must keep trying to
improve

We’re paying for it!

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Kanban and Government

2. Once upon a time...

3. Jean - François IT Dev background Team lead Agile virus CSM + CSPO Continuous improvement Pragmatic

4. Context Business Process Re-engineering Architectural Renewal Unstable legacy apps

5. Government Stereotypes Slow decision making

6. Government Stereotypes Fire fighting http://www.flickr.com/photos/roberto_ferrari/139349655/

7. Government Stereotypes Election Fever http://www.flickr.com/photos/andresrueda/3407340937

8. Government Stereotypes Low personal motivation http://www.flickr.com/photos/code_martial/4145914957/

9. Context Agile coaching efforts • Planning • Communication • Process visualization • Continuous improvement • Stakeholder management • Self-organization

10. Context Why me? A man without government for 327 days!

11. One month ago in Poland A man without government for 291 days!

12. the Results Agile made problems visible Fight for resources / priority Disruptions made planning hard > expectations not met Big variety of work Specialists Not giving good customer service

13. Need for Change Focus was too narrow suboptimizing input WE output THEM THEM

14. Kanban adoption 1 pilot product How do we start? “Draw the workflow!”

15. Kanban adoption 1 st attempt

16. Kanban adoption 2 nd attempt

17. Kanban adoption Initial workflow

18. Improving 1st Retrospective • WIP limits well respected –+ visualization of issues • Missing visualization of detailed tasks • Missing a planning meeting

19. Improving 1st Retrospective (cont’d) • Needed different level of feature detail Business request: “Customers have to be able to fill in a reservation, send it to the planning department and get a confirmation email with pdf attachment”

20. Agile team would split this into: 1. As a user I want to fill in a new reservation... 2. As a user I want to send my reservation... 3. As a user I want to receive an e-mail confirmation with my reservation in pdf attachment so that I ...

21. Suppose we used user stories in the flow: As a user I As a user I As a user I want want to fill want to send to receive an in a new my e-mail reservation reservation... confirmation ... TOO Low TOO Low TOO Not all Level for Level too OK OK Low applicable Stakeholders early Level READY Analysis DESIGN DEV TEST VALI PROD 2 2 1 2 2 1

22. Improving 1st Retrospective (cont’d) • Walking the board took longer than daily standup • Big difference in size of work items • Need for progress visualization

23. Improving Result

24. Improving

25. Improving

26. Discoveries 2nd Retrospective • Easier prioritization • Easier validation

27. “A politician needs the ability to foretell what is going to happen tomorrow, next week, next month, and next year. And to have the ability afterwards to explain why it didn't happen.” W. Churchill

28. Discoveries 2nd Retrospective (cont’d) • Limitations of the physical task board • Bigger teams ~ distributed • More administration ~ measuring • Progress visualization

29. Discoveries 2nd Retrospective (cont’d) • Lost focus

30. Discoveries 2nd Retrospective (cont’d) • WIP limits + pull made things happen • People idle causes action! WIP limits enable more cross- functional collaboration

31. Discoveries 2nd Retrospective (cont’d) • Still fight for resources / priorities Why? Step out, watch from customer viewpoint

32. 1 project asks to put stuff in queue & prioritize What about non-project related work? Confusing for stakeholders

33. Hybrid KANBAN SCRUM 1 st Release New Product Development Product Maintenance & Extension

34. Service Levels 1. % of total capacity / project

35. Service Levels 2. Classes of service / project

36. Service Levels No percentiles yet No cost of delay yet

37. The Future Full Kanban flow? With cadance? Product Development + Product Maintenance & Extension Faster & smaller deployment

38. The Future 1st step to DevOps?

39. In many organizations today dev dev dev sys sys sys READY ... ... ... ... ... ... PROD 2 1 2 3 2 1

40. In some organizations tomorrow? dev sys dev sys dev sys READY ... ... ... ... ... ... PROD 2 1 2 3 2 1

41. Afterthoughts Is Kanban less team focused?

42. Afterthoughts Do you need this in a highly mature, stable business setting?

43. Afterthoughts What added value would Kanban bring in Government?

44. Conclusion We owe it to ourselves! Government must keep trying to improve We’re paying for it!

Kanban and Government

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