KANBAN @ NINE.CHMatías E. Fernández

nine.ch DEV DAY — 2014-06-05

INITIAL SITUATION

• work overload

• too much simultaneous work in progress

• unclear priorities

• undefined cycle times

things just happened … somehow

REQUIREMENTS

• we didn’t want to turn everything upside down

• evolutionary change process towards a sustainable system

ALTERNATIVES

• Scrum

• Kanban

SCRUM

• too many prerequisites

• time boxing doesn’t work well with day-to-day work

THE KANBAN METHOD

1. Start with what you do now.

2. Agree to pursue incremental, evolutionary change.

3. Respect the current process, roles, responsibilities & titles.

THE CHANGE CURVE

time

com

pete

nce

and

emot

ion

shock

denial

insight

acceptance

training awareness integration

CORE PRACTICES

• Visualise

• Limit Work in Progress (WiP)

• Manage flow

• Make policies explicit

• Improve collaboratively, evolve experimentally (using models and the scientific method)

VISUALISECORE PRACTICES

WHAT DOES A BUSY CONSTRUCTION WORKER LOOK LIKE?

He’s busy!

WHAT DOES A CONSTRUCTION WORKER LOOK LIKE WHEN HE’S HAVING A BREAK?

They’re having a break.

WHAT DOES A BUSY SOFTWARE ENGINEER LOOK LIKE?

She’s busy!

WHAT DOES A SOFTWARE ENGINEER LOOK LIKE WHEN SHE’S HAVING A BREAK?

She’s having a break.

How do you know whether

the software engineer has time

to fix

your super urgent request?

KNOWLEDGE WORKIS NOT VISIBLE …

YOU HAVE TO MAKE IT VISIBLE!

KANBAN BOARD

BURN UP CHART

LIMIT WORK IN PROGRESS

CORE PRACTICES

STOP STARTING AND START FINISHING!

EXPERIMENT

• Time yourself counting from 1 to 26.

• Time yourself saying the alphabet a to z.

• Add up the times.

• Now time yourself counting from 1 to 26 while alternating saying the alphabet, so 1, a, 2, b, 3, c, etc.

• Were you faster at saying each sequence individually or when you alternated?

WIP LIMITS

MANAGE FLOWCORE PRACTICES

KNOW THE PHYSICS OF YOUR SYSTEM• cylinder capacity: 2 L

• power: 125 kW (170 PS)

KNOW THE PHYSICS OF YOUR SYSTEM• team members: 7 people

• ticket throughput: ?

DATA DRIVEN DECISIONS

BUILD

MEASURELEARN

MANAGING FLOW

• Open Prio Meeting

• no backlog!

• Cumulative Flow Diagram http://brodzinski.com/2013/07/cumulative-flow-diagram.html

CUMULATIVE FLOW DIAGRAM

MAKE POLICIES EXPLICIT

CORE PRACTICES

POLICIES

• write them down and repeat them often!

• examples: – orders are delivered the next business day – bugs have higher priority than features

• Open Prio Meetingshttp://www.lkce13.com/app/download/8243817195/Jimdo_Booklet_English.pdf

IMPROVE COLLABORATIVELY, EVOLVE EXPERIMENTALLY

CORE PRACTICES

“Not every change is an improvement, but every improvement is necessarily a change”

Eliezer Yudkowsky

IMPROVE

• small continuous, incremental and evolutionary changes that stick

• shared understanding of theories about work, workflow, process, and risk

• feedback loops

KAIZEN: CONTINUOUS IMPROVEMENT

• Open Prio Meetingshttp://www.lkce13.com/app/download/8243817195/Jimdo_Booklet_English.pdf

• regular team retrospectives

• small incremental improvements

• some ideas may result in bigger projects

CORE VALUESSTRATEGY, ALIGNMENT AND CULTURE

• The Boy Scout Rule

• Zero Waste

• Consistency

• Explicitness over Implicitness

• YAGNI, You Ain't Gonna Need It

• DRY, Don’t Repeat Yourself

BOOK RECOMMENDATIONS

!Kundenname, Präsentationstitel

Nine Internet Solutions AG Albisriederstr. 243a CH-8047 Zürich

Tel +41 44 637 40 00 Fax +41 44 637 40 01 info@nine.ch

QUESTIONS?