7. We didn’t ask for this
Top-down change forced upon team
Forcing to overcome the resistance to change
Focus on changing existing roles (threatening jobs)
8. This doesn’t work for us
‘Why are we changing?’ is not clear
Failure to identify the right problems and tampering with
things that work
Lack of discipline
9. It’s not me, its you!
Coaching style does not match the team phase
Forcing a method in challenging environment
10. “There is an
epidemic failure
within the game to
understand what is
really happening”
- MONEYBALL (2013)
11. “
”
A hammer. Usually used on delicate devices when a real
screwdriver would be better. Refers to the habit of a
Birmingham inhabitant (i.e. simpleton] to take a rather
simplistic view of maintenance. Similar to percussive
maintenance.
If it don't work - hit it.
If it still don't work, use a bigger hammer.
FROM: HTTP://WWW.URBANDICTIONARY.COM/DEFINE.PHP?TERM=BIRMINGHAM%20SCREWDRIVER
The Birmingham Screwdriver
12. “
”
If all you have is a hammer,
everything looks like a nail
A. MASLOW
14. STATIK
1. Identify Sources of dissatisfaction
2. Analyze demand & capability
3. Identify work item types
4. Model the knowledge discovery process
5. Identify Classes of Service
6. Design kanban systems
7. Implement!
15. Why did the approach work?
Principles
Current process as starting point
Respecting existing role
Gradual change
Practices
Transparency
Feedback loops
Success of the team created a bottleneck elsewhere
17. Kanban principles & practices
Principles:
1. Start with what you do now
Understanding current processes, as actually
practiced
Respecting existing roles, responsibilities &
job titles
2. Gain agreement to pursue improvement
through evolutionary change
3. Encourage acts of leadership at all levels
Practices:
Visualize
Limit WiP
Manage flow
Make policies explicit
Feedback loops
Evolve collaboratively
18. Why the Kanban method is useful
In certain situations disruptive changes are not wanted
Introducing scrum elements in an evolutionary way
As a coaching tool
If tutoring and mentoring are not appropriate
Team phase calls for a non-directive coaching style
Improving situations perceived as scrumbut
….thereby building shared commitment
20. Common motivations for change
External
It always takes a long time!
I want it NOW (= yesterday)
It is unclear how long it takes
You build too many bugs!
When will my task be build?
You always miss your deadlines
Internal
We are extremely dependent on external
(third) parties
We are highly specialized
We have multiple product owners
We are waiting forever for requirements
We start something and the customer is
no where to be seen
Our work is too small to write a task for
We have many ad hoc tasks
21. Problem:
Scrum Team with many ad
hoc requests
Solution:
Introduction of Classes
of Service within the
sprint
23. Common motivations for change
External
It always takes a long time!
I want it NOW (= yesterday)
It is unclear how long it takes
You build too many bugs!
When will my task be build?
You always miss your deadlines
Internal
We are extremely dependent on external
(third) parties
We are highly specialized
We have multiple product owners
We are waiting forever for requirements
We start something and the customer is
no where to be seen
Our work is too small to write a task for
We have many ad hoc tasks
26. Common motivations for change
External
It always takes a long time!
I want it NOW (= yesterday)
It is unclear how long it takes
You build too many bugs!
When will my task be build?
You always miss your deadlines
Internal
We are extremely dependent on external
(third) parties
We are highly specialized
We have multiple product owners
We are waiting forever for
requirements
We start something and the customer is
no where to be seen
Our work is too small to write a task for
We have many ad hoc tasks
29. Common motivations for change
External
It always takes a long time!
I want it NOW (= yesterday)
It is unclear how long it takes
You build too many bugs!
When will my task be build?
You always miss your deadlines
Internal
We are extremely dependent on external
(third) parties
We are highly specialized
We have multiple product owners
We are waiting forever for requirements
We start something and the customer is
no where to be seen
Our work is too small to write a task
for
We have many ad hoc tasks
31. Not sure what work to
do first. Many
“Product Owners” that
need stuff from the
team
“We have work that is
done externally and
we know it’ll take 3
weeks to return”
32. Common motivations for change
External
It always takes a long time!
I want it NOW (= yesterday)
It is unclear why it takes this long
You build too many bugs!
When will my task be build?
You always miss your deadlines
Internal
We are extremely dependent on
external (third) parties
We are highly specialized
We have multiple product owners
We are waiting forever for
requirements
We start something and the customer
is no where to be seen
Our work is too small to write a task for
We have many ad hoc tasks
33. Problem:
High degree of specialization
among team members
Solution:
Pre-assignment
Set Policies
35. Common motivations for change
External
It always takes a long time!
I want it NOW (= yesterday)
It is unclear why it takes this long
You build too many bugs!
When will my task be build?
You always miss your deadlines
Internal
We are extremely dependent on external
(third) parties
We are highly specialized
We have multiple product owners
We are waiting forever for requirements
We start something and the customer is
no where to be seen
Our work is too small to write a task for
We have many ad hoc tasks
37. Too much Ad-Hoc
(unplannable) work
Long Lead times
(>30 days)
Many external
dependencies
Low predictability
of lead times
High amount of work
items that are discarded
mid process
High degree of
specialization. Strong
need for knowledge
sharing
Kanban Board yes yes With “parkingspace” yes
Mainly for refinement
process
yes
Risk categories on board
With post-it color or on
board
op board
WIP limits Per person per column
Yes, not on the
parkingspace
per person
Operations Review
Meeting
Monthly Monthly Monthly
Backlog Refinement weekly
Demo yes ja ja
Retrospective Every 2 weeks monthly monthly Every 2 weeks Every 2 weeks Every 2 weeks
Daily Stand up yes 1-2 x per week. More if
needed
1-2 x per week. More if
needed
yes yes yes
Lead Time / Control
Chart
yes yes
*Empty cells are optional, but recommended
My little cheat sheet on when to introduce Kanban practices
38. To summarize:
Teams that get stuck or improve less can accelerate by using Agile practices
The Kanban Principles and Practices provide a great way to introduce change
with minimal resistance and maximum support
Every team is different, but some patterns are more common
The cheat sheet may help you in finding (initial) solutions!
39. Thank you
very much!
Applying
Kanban
practices to
accelerate
agile teams
Jasper Sonnevelt
Agile Consultant @ Xebia
Contact me:
Email: jsonnevelt@xebia.com
Linkedin: jaspersonnevelt
Twitter: @jaspersonnevelt
Hinweis der Redaktion
1min pitch over mijzelf.
….in de opdrachten die ik tegen kom.....
….veel teams werken met scrum. In het kort de flow doorlopen.
“Herkennen jullie de PO?”
Herken je dat ook?
[1] Sprint commitments niet halen
[2] Ontevreden product owner
[3] Team dat het wel prima vindt
[4] Adviezen van de coach niet opgevolgd worden…..
Eigen verhaal vertellen: (1) context schetsen, (2) handen in het haar. Wat nu? (3) oplossing vertellen, (4) eind goed al goed.
[5] Succesvol team!
Optioneel!
Op flip-over doen of deze slide
Voor ‘The Agie Chef’ op een flip-over
Symptomen bestrijden zonder een idee te hebben van de oorzaak.
Probleem komt in een andere (nog onbekende) vorm terug.
Vaak een complex aan factoren; empirisch stapje voor stapje
Dit is precies wat scrumban doet!
***Regie: Accenten
Pauzes na belangrijke dingen
Terugpakken: 2, 3, 5 op verhaal in het begin
“Behoeft geen aandachten, wel afvinken”
[Eventueel beetje aanpassen aan het verhaal/ervaring hiervoor]
Fysiek ondersteunen met gebaren:
Links en rechts,
Kleine stapjes
Starten door:
Vanuit huidige proces, of
Deels nieuw proces (halve scrum)
Overeenkomen te veranderen
Respecteren huidige rollen en verantwoordelijkheden
‘Acts of leadership’
Principles = basis verandermanagement aanpak
Practices = hoe je het doet
Principles: eventueel terughalen naar het verhaal
Practices met de zaal doorlopen: dat je dat met scrum eigenlijk ook al doet.
See story at start for gradually introducing scrum
Not delivering in production in sprint
Coping with dependencies
Ad hoc work, e.g. incidents, business requests, daily operations, ….. [24 devops team]
2 or more DoDs….. [harmonica bord]
Separate test team [Aegon voorbeeld, met grafiek]
Team with (super)specialists
Cases:
Starten: dev & test team gescheiden
Starten: veel ad hoc werk
Scrum: dev & ops
Scrum: deployment duurt lang
Scrum: complex voorproces: ready kanban
Scrum: mix van allerlei werk
Noem top 10 patterns: op flip-over doen!!
Ad hoc requests (business), run of platform, ops tasks, incidents etc.
