Given at the BCS in Edinburgh on the 1/8/2012. Talk about change and failed attempt to introduce XP into an organisation. Suggests potential reasons for the failure, introduces Kanban and then speculates as to how change might have been more successful in an evolutionary manner with Kanban.
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Agile Evolution with Kanban
1. Agile revolution or an
agile evolution?
Chris McDermott
@chrisvmcd
chris.v.mcdermott@gmail.com
2.
3.
4. Planning game
Release planning
Iterations Small releases
5. Planning game
Release planning
Iterations Small releases
Common code ownership
Test driven development
Refactoring Emergent design
Pair programming
Continuous integration
6. Planning game
Release planning
Iterations Small releases
Common code ownership
Test driven development
Refactoring Emergent design
Pair programming
Continuous integration
Code as documentation
Generalists On site customer
Sustainable pace
7. Planning game Stand up meetings
Release planning Retrospectives
Iterations Small releases
Common code ownership
Test driven development
Refactoring Emergent design
Pair programming
Continuous integration
Code as documentation
Generalists On site customer
Sustainable pace
15. Test driven
development Sustainable pace
Continuous
Common code integration
ownership Emergent design
Developers
Refactoring
Pair programming
On site customer
Generalists
16. Automated testing
Sustainable pace
QA
Generalists
Documentation light
25. Kanban Method
• A change management system that uses kanban
systems to provoke change
• Catalyst for evolutionary change
• Can help to create an culture of continuous
improvement
26.
27. Microsoft XIT
Worst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
30. Principles
• Start with what you do now
• Agree to pursue incremental, evolutionary change
• Initially, respect the current process, roles,
responsibilities & job titles
• Encourage leadership at all levels
41. Type: Feature 2146767
Work item type
Digital tracking
- Bug
number
- Feature Ability to search by product
- Non Functional
- etc
Cust: Chris
BA: Mike Due: 09/06
Dev: Liz Start: 07/06
QA: Brian End: 08/06
Tracking dates
Contacts
- Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
Background\nReason for Kanban\n
Changed the way the work works\n
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does not prescribe a specific set of roles or process. \n\n\n\n
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Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack for improvement\n
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flow should be monitored, measured and reported\nchange can be evaluated\n
SPC - Variation in lead time\nCFD - Check that the Kanban System is working correctly\n
SPC - Variation in lead time\nCFD - Check that the Kanban System is working correctly\n
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- hard to discuss improvement if the system is not understood\n - with explicit policies discussions are emotional and anecdotal \n - facilitate consensus around improvement suggestions\n - Leads to a self organising team\n
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FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n