Operation and Support using Agile

using an Agile/Kanban Recipe

Tal Aviv
tal@AgileSparks.com
Talaviv@hotmail.com

Agenda

• Introduction
• Agile Overview
• Agile and non-development groups
• Example – The Agile Support center

About the Speaker Tal Aviv/Ovadia

http://il.linkedin.com/pub/tal-aviv/2/76/586

Blog: Duckmanagement.blogspot.com

Who are we?

• People from Development? Business?
Operations?
• People who know Agile?
• People who know LEAN or TOC?
• People who know ITIL?

What is Agile? Key Principles

• Agile is a process improvement methodology
that focuses on:
– Individuals and interactions over processes and
tools
– Working software over comprehensive
documentation
– Customer collaboration over contract negotiation
– Responding to change over following a plan

Agile Basics - Key Principles
Key Agile principles are:

Focus on customer value – Employ business-driven prioritization
of features.

Iterative & Incremental Delivery –Create a flow of value to
customers by “chunking” feature delivery into small increments.

Intense Collaboration – Face-to-face communication via
collocation, etc; diversified roles on integrated teams.

Self Organization – Team members self-organize to fulfill a shared
project vision.

Continuous Improvement – Teams reflect, learn and adapt to
change; work informs the plan.

User Stories

• User Stories: one or more sentences in the everyday
or business language of the end user that captures
what the user wants to achieve.
• User stories are for the basis of what features that
can be implemented.
• Each user story is limited, so it fits on a small paper
note card to ensure that it does not grow too large.

User Stories

• Quick way of handling customer requirements without having
to elaborate vast formalized requirement documents and
without performing overloaded administrative tasks related to
maintaining them.
• The intention of the user story is to be able to respond faster
and with less overhead to rapidly changing real-world
requirements.

As a user, I want to search for my customers by their first
and last names.

Sprint

• Sprints are made of user stories, have a
fixed duration and a definition of Done.
High
{ Each iteration implement the highest-
Priority priority requirements

Each new requirement is
prioritized and added to
the stack

Requirements may be
reprioritized at any time

Requirements may be
removed at any time

Low
Priority
Requirements Copyright 2004 Scott W. Ambler

Signal – Kanban Board

• Kanban literally means “visual card,”
“signboard,” or “billboard.”
• Kanban cards limit excess work in progress
• Kanban cards act as a form of “currency”
representing how WIP is allowed in a system.

Identifying bottlenecks using Kanban

Lean Continuous Improvement Cycle
Continuously improve in the pursuit of
perfection
Specify value in the eyes of 1)
the customer

Identify the value stream and 2)
eliminate waste

Make value flow at the “pull” 3)
of the customer

Involve and empower 4)
employees

Continuously improve in the 5)
pursuit of perfection

Agile: A Lean Execution Engine

Agile methods can be interpreted as a
Lean approach to Operations, project
Lean Principle / Practice Agile Principle / Practice
management and execution.
Kaizen Iteration Planning Sessions
Continuous improvement Process & Project Reflections
Kanban Product backlogs
Information radiation and project transparency Iteration backlogs
Daily Standups
Burndown charts
Project and quality sliders
Automated test dashboards
Setup reduction Automated builds
Adaptability to rapid change Continuous integration
Test-driven development
Automated testing
Takt time Iterative development cycles
Delivery based on customer demand Incremental development
Work cells Cross-functional teams
Co-located resources for a given task Collaborative team environments
Generalizing specialist roles
Pair Programming

Lean Execution via Agile: The Mechanics
Agile practices include:

• Release Planning (1)
(creates Product backlog)

• Iteration Planning (2)
(creates Iteration backlog)

• Daily Standup

• Fixed-length iterations and
small releases

• Feature Review (3)

• Process Reflection (4)

Identify top-priority
items and deliver them
early and often.

Why do we care?

Agile is a methodology for
development but it is not
limited for development.

How would we
Agile apply to
operations?

Common Language

• CNN NASA lost a 125 million Mars orbiter
because a Lockheed Martin engineering
team used English units of measurement
while the agency’s team used the more
conventional metric system for a key
spacecraft operation, according to a review
finding released Thursday.
http://articles.cnn.com/1999-09-30/tech/9909_30_mars.metric.02_1_climate-orbiter-
spacecraft-team-metric-system?_s=PM:TECH

Who is the customer?

Operations and business
development the customers
of the development teams,
but they are also the partners
of the development team

Who is the customer?
• Ops turn in request to
High
{ Each iteration implement the highest-
development team in Priority priority requirements

stories format
Each new requirement is
– Bug reports prioritized and added to
the stack
– Enhancement
Requirements may be
requests reprioritized at any time
– Improvement
Requirements may be
suggestions removed at any time

• Product owner Low
prioritize the stories Priority
Requirements Copyright 2004 Scott W. Ambler

• Work is added to
back log.

Customer collaboration over contract
negotiations

Don't go to the contract every time
there is an issue, collaborate
with your customer.

Working software over comprehensive
documentation

• Get the system working.
• Bugs and requests as user
stories

Responding to change over working a
plan

• Stuff happens, deal with
changes don't just stick to a
plan that is no longer valid

Individual and interaction over process
and tools

• Get the right tools to the right
people.
• Kiss, sometimes a piece of
paper is more useful than
complicated tools

Self managing teams

• Kanban Board
• Pull
• WIP limits
• Due Date Priority system

Service – User story with SLA &
Definition of done

• Operations define services in the same
manner as User Stories.
• User stories have a description of what
needs to be done and what is the definition
of done.
• Any service that is bigger than a user story
will be broken down to parts.

IT Operations Support as
an example

A little bit of history: Where are we today and how did we get here?

FORCES THAT SHAPE IT
SERVICES

Growing Pains – How did we
get here?
• Organizations started with a single Person IT
department.
• Growth led to increased IT needs.
• Growth led to Complexity.
• Complexity led to splitting IT into specialized
groups.
• Pressure for Cost cutting led to off shoring and
out sourcing.

Customer
Local Optima is The organization is satisfaction goes
encouraged less flexible down while costs go
up

Matrices created for
group performance Service Delivery
Additional rules and Managers are Proj mgr added for
procedures are brought on board to coordination
created coordinate Cust/IT between groups
Pressure to increase
efficiency

Quality of Service is Delivery time is
reduced missed

IT groups take
longer to respond

Coordination
between team is
more complicated
IT’s Current
Communication with
remote team is more
Each team is
specialized in it own
Reality Tree
complicated area

Use specialized
Use less expensive teams to gain
resources Outsource IT groups
economy of scale

Cut IT expenses

Market forces People are the most
IT is not a profit demand cut in IT expensive resource
center expenditure

Complexity in IT Additional IT
grows Resources needed

IT Dept growth
IT Is Expensive

Organization growth

Current State - Impact on Users

Confusion

Delays

Management
intervention

Current State - Impact on Users

Users feel that Quality of service
goes down due to:
Delays.
Missed due dates.
System complexity.
Total System unpredictability

Current State - Impact on IT
Groups
Work in FIFO mode (unless work
is expedited).

Constant expediting led to
conflicting demands.

Conflicting demands led to
heavy multi tasking.

Groups
 Specialized groups caused “silos”
and local measurements.

 Specialized teams led to complex
coordination.

 Complex Coordination led to more
management oversight.

Groups
Longer SLA in order to ensure work is
completed in the time promised.

short “touch time”
VS.
Long “wait time”.

Groups

Complexity leads to
increase in operating
costs.

Example
How can we break the cycle?

March 1st Req. Date < SLA Real life problems
Requested Projected
RM Number Opened Date Due Date End Date Status Brief Description
RM10818090 1/10/11 2/7/11 2/21/11work in progress Add port 443 to efs.disney.com
RM10839292 1/31/11 2/8/11 3/14/11work in progress corp-pc-reverse Proxy request- for Rostr application--
RM10863474 2/22/11 3/4/11 4/5/11work in progress Set up external reverse proxy for Aprimo
RM10823279
RM10780366
1/14/11
11/23/10
1/31/11
11/30/10
1/31/11work in progress
Due Date missed
New GlobalScape FTP Site
create globalscape ssh private key
RM10867039 2/25/11 3/11/11 3/11/11work in progress New GlobalScape ftp site for sftp with external vendor.
Add Theresa Gallo GALLT001 to Business Objects
Due Date missed 2/15/11
RM10854853 2/14/11 2/18/11work in progress Group Members in Identity Manager
RM10856644 2/15/11 2/17/11 2/17/11work in progress DCL West Coast Office needs abiltiy to reset passwords
RM10864590 2/23/11 3/2/11 3/2/11work in progress IDM Access for STORM app
RM10867477 2/25/11 3/2/11 3/10/11work in progress Create new OU in EC for MetaData/Storm
Requesting siteminder authentication for Casting
RM10828286 1/20/11 2/22/11 2/22/11work in progress Factory website
RM10830017 1/21/11 1/24/11 2/11/11work in progress
Req. Date < SLA
SETUP SITEMIDER TO DI WEB SERVER
Need access to database to authenticate EISS users
RM10842863 2/3/11 2/11/11 2/24/11work in progress through their HUB ID and PWD
dis/pc/siteminder - requesting integration with
RM10846983 2/7/11 2/11/11 2/28/11work in progress playtest metrics
RM10804573 12/22/10 1/5/11 1/19/11work in progress Gate New Siebel Development and Test Servers
Siteminder installation for new Windows 2008 server
RM10814291 1/6/11 1/14/11 1/27/11pending (.net)
Install Siteminder agent for new Cognos 10 Tm1 for
RM10819539 1/11/11 1/14/11 2/1/11pending Req. Stuck in Queue
deployment on iis webservers.
Reverse Proxy Siteminder setup request for
RM10842520 Progress even though
Work in 2/2/11 2/18/11 2/23/11pending mobilebi.disney.com
Siteminder QA installation for new Windows 2008
we have lots of time
RM10864079 2/23/11 2/25/11 3/16/11work in progress server (.net)
RM10866148 2/24/11 3/2/11 3/17/11work in progress Setup new Site Minder for new application for Aprimo
RM10866656 2/25/11 3/11/11 3/18/11work in progress DCP - add siteminder to PDL Dev
Request to change siteminder protected directory to /
RM10866934 2/25/11 2/28/11 3/18/11work in progress from /transfer

Requested Date before SLA Date
Requested Projected
RM Number Opened Date Due Date End Date Status Brief Description
RM10823279 1/14/11 1/31/11 1/31/11work in progress New GlobalScape FTP Site
RM10780366 11/23/10 11/30/10 12/7/10work in progress create globalscape ssh private key
RM10854853 2/14/11 2/15/11 2/18/11work in progress Group Members in Identity Manager
RM10856644 2/15/11 2/17/11 2/17/11work in progress DCL West Coast Office needs abiltiy to reset passwords
RM10864590 2/23/11 3/2/11 3/2/11work in progress IDM Access for STORM app
RM10867477 2/25/11 3/2/11 3/10/11work in progress Create new OU in EC for MetaData/Storm
RM10828286 1/20/11 2/22/11 2/22/11work in progress Factory website
RM10830017 1/21/11 1/24/11 2/11/11work in progress SETUP SITEMIDER TO DI WEB SERVER
RM10846983 2/7/11 2/11/11 2/28/11work in progress playtest metrics
Siteminder installation for new Windows 2008 server
RM10814291 1/6/11 1/14/11 1/27/11pending (.net)
RM10819539 1/11/11 1/14/11 2/1/11pending deployment on iis webservers.
RM10842520 2/2/11 2/18/11 2/23/11pending mobilebi.disney.com

no correlation between requested date
RM10864079
RM10866148
2/23/11
2/24/11
2/25/11
3/2/11
server (.net)
Setup new Site Minder for new application for Aprimo

to the projected date
RM10866934 2/25/11 2/28/11 3/18/11work in progress
from /transfer

Define Services and SLA

Service Is a user story that
define the action from the
point of view of the user and
has a definition of done.

Define Services and SLA

• No request will be allowed to enter the
queue with requested date less then SLA
date.
• Special emergencies will be allowed only
by approval from queue manager
• Separate Requests from Incidents

Define Services and SLA – Why?

Predictability Leads to Trust
Users will know exactly what
they get and when they are
going to get it.

Missed Due Date
Requested Projected End
RM Number Opened Date Due Date Date Status Brief Description
RM10823279 1/14/11 1/31/11 1/31/11work in progress New GlobalScape FTP Site
RM10780366 11/23/10 11/30/10 12/7/10work in progress create globalscape ssh private key
Add Theresa Gallo GALLT001 to Business Objects Group
RM10854853 2/14/11 2/15/11 2/18/11work in progress Members in Identity Manager

Many requests still miss
RM10856644
RM10864590
RM10867477
2/15/11
2/23/11
2/25/11
2/17/11
3/2/11
3/2/11
DCL West Coast Office needs abiltiy to reset passwords
IDM Access for STORM app
Create new OU in EC for MetaData/Storm

their projected end date
Requesting siteminder authentication for Casting Factory
RM10828286 1/20/11 2/22/11 2/22/11work in progress website
RM10830017 1/21/11 1/24/11 2/11/11work in progress SETUP SITEMIDER TO DI WEB SERVER
dis/pc/siteminder - requesting integration with playtest
RM10846983 2/7/11 2/11/11 2/28/11work in progress metrics
RM10814291 1/6/11 1/14/11 1/27/11pending Siteminder installation for new Windows 2008 server (.net)
RM10819539 1/11/11 1/14/11 2/1/11pending deployment on iis webservers.
RM10842520 2/2/11 2/18/11 2/23/11pending mobilebi.disney.com
Siteminder QA installation for new Windows 2008 server
RM10864079 2/23/11 2/25/11 3/16/11work in progress (.net)
RM10866148 2/24/11 3/2/11 3/17/11work in progress Setup new Site Minder for new application for Aprimo
RM10866934 2/25/11 2/28/11 3/18/11work in progress from /transfer

Establish flow based on
Prioritization and coordination
scheme

Is everyone on the
What is urgent?
same page?

WHAT IS
NEXT?

Did we miss
Is anything stuck?
anything?

What do we want?
• Self managed teams
• Reduced Multitasking
• Focus
• Increase flow

Rules of the game
Establish Priority System
Due Date is King !
Subordinate priority decisions
to the Due Date

Rules of the game
Simple and to the point
• Limit the WIP – No work can become work
in progress if there are X number of
requests in the queue.
• SLA is published
• Requests should be processed by SLA
time.

Rules of the game
Establish Priority Visual
System
• Requests will be color coded (for example):
– Green – More then 66% of time is
available
– Yellow – Between 10% - 66% of time is
available
– Red – Less then 10% of time is available –
We are at risk of missing due date

Rules of the game
Establish Visual Priority
System
Requests that missed their due date will
be color coded in BLACK
– Each Black request will be prioritized case by
case.
– Usually Black requests will either be
prioritized or due date will be renegotiated.

Opened Projected March 1st 2011 Green Yellow Red
RM Number Date Req. Date Date SLA 3/1/2011Status Brief Description Level Level Level
RM10818090 1/10/11 2/7/11 2/21/11 41 -8.00work in progress Add port 443 to efs.disney.com 27 14 4
corp-pc-reverse Proxy request- for Rostr
RM10839292 1/31/11 2/8/11 3/14/11 41 13.00work in progress application-- 27 14 4
RM10863474 2/22/11 3/4/11 4/5/11 41 35.00work in progress Plenty of time for
Set up external reverse proxy for Aprimo 27 14 4
RM10823279 1/14/11 1/31/11 1/31/11 16 -29.00work in progress New GlobalScape FTP Request
Green Site 11 5 2
RM10780366 11/23/10 11/30/10 12/7/10 13 -84.00work in progress create globalscape ssh private key 9 4 1
New GlobalScape ftp site for sftp with external
RM10867039 2/25/11 3/11/11 3/11/11 13 10.00work in progress vendor. 9 4 1
Yellow2/14/11 are
RM10854853 Req. 2/15/11 2/18/11 3 -10.88work in progress Group Members in Identity Manager 2 1 0
DCL West Coast Office needs abiltiy to reset
2/15/11 next
RM10856644 2/17/11 2/17/11 1 -12.00work in progress
Red Request, Deal
passwords 1 0 0
RM10864590 2/23/11 3/2/11 3/2/11 6 1.00work in progress IDM Access for STORM app 4 2 1
RM10867477 2/25/11 3/2/11 3/10/11 12 9.00work in progress
with it NOW !
Create new OU in EC for MetaData/Storm 8 4 1
RM10828286 1/20/11 2/22/11 2/22/11 32 -7.00work in progress Factory website 21 11 3
RM10830017 1/21/11 1/24/11 2/11/11 20 -18.00work in progress
BLACK Request will be dealt
SETUP SITEMIDER TO DI WEB SERVER13
7 2

RM10842863 2/3/11 2/11/11 2/24/11 21 -5.00work in progress
with case by case basis
through their HUB ID and PWD 14
7 2

RM10846983 2/7/11 2/11/11 2/28/11 20 -1.00work in progress playtest metrics 13 7 2
RM10804573 12/22/10 1/5/11 1/19/11 27 -41.00work in progress Gate New Siebel Development and Test Servers 18 9 3
Siteminder installation for new Windows 2008
RM10814291 1/6/11 1/14/11 1/27/11 20 -33.00pending Pending Request might need to 7
server (.net) 14
2

RM10819539
Due date is King, all 2/1/11
1/11/11 1/14/11 20 -28.00pending get back into queue 7
deployment on iis webservers. 13
2

RM10842520
priority2/2/11 2/18/11 are
decisions 2/23/11 20 -6.00pending mobilebi.disney.com
13 7 2

RM10864079 2/23/11 2/25/11 3/16/11 20 15.00work in progress server (.net) 14 7 2
subordinated to the due Setup new Site Minder for new application for
RM10866148
RM10866656
date! 3/11/11 3/17/11
2/24/11
2/25/11
3/2/11
3/18/11
20
20
16.00work in progress
17.00work in progress
Aprimo
DCP - add siteminder to PDL Dev
13
14
7
7
2
2
Request to change siteminder protected directory
RM10866934 2/25/11 2/28/11 3/18/11 20 17.00work in progress to / from /transfer 13 7 2
Color Coded Priority System

Visual Management - Cleaning
up
• Visual Simplicity is the key for
self management.
• You cant improve if you cant
see.
• Start by cleaning up!

First, Clean Up the Queue
• Some of the Old work was removed
• New Due Date negotiated for some of the Black requests
• 2 Black requests are approved to be priority
Opened Projected Green Yellow Red
RM Number Date Req. Date Date SLA 3/1/2011 Status Brief Description Level Level Level
RM10818090 1/10/11 2/7/11 2/21/11 41 -8.00 work in progress Add port 443 to efs.disney.com 27 14 4

Cleaning up the mess
RM10839292 1/31/11
RM10863474 2/22/11
2/8/11
3/4/11
3/14/11 41
4/5/11 41
13.00 work in progress application--
35.00 work in progress Set up external reverse proxy for Aprimo
27
27
14
14
4
4
New GlobalScape ftp site for sftp with

makes it easier for the team
RM10867039 2/25/11

RM10856644 2/15/11
3/11/11

2/17/11
3/11/11 13

3/17/11 29
10.00 work in progress external vendor.
16.00 work in progress passwords
9

19
4

10
1

3

member to understand
RM10864590 2/23/11
RM10867477 2/25/11
3/2/11
3/2/11
3/2/11
3/10/11 12
6 1.00 work in progress IDM Access for STORM app
9.00 work in progress Create new OU in EC for MetaData/Storm
Requesting siteminder authentication for
4
8
2
4
1
1

RM10828286 1/20/11 2/22/11 3/22/11 60 21.00 work in progress Casting Factory website 40 20 6

what he/she needs to work
RM10842863 2/3/11 2/11/11 3/24/11 49
Need access to database to authenticate
23.00 work in progress EISS users through their HUB ID and PWD
dis/pc/siteminder - requesting integration
32 16 5

RM10846983 2/7/11

RM10864079 2/23/11
on
2/11/11

2/25/11
2/28/11 20

3/16/11 20
-1.00 work in progress with playtest metrics
Siteminder QA installation for new Windows
15.00 work in progress 2008 server (.net)
13

14
7

7
2

2
Setup new Site Minder for new application
RM10866148 2/24/11 3/2/11 3/17/11 20 16.00 work in progress for Aprimo 13 7 2
RM10866656 2/25/11 3/11/11 3/18/11 20 17.00 work in progress DCP - add siteminder to PDL Dev 14 7 2
Request to change siteminder protected
RM10866934 2/25/11 2/28/11 3/18/11 20 17.00 work in progress directory to / from /transfer 13 7 2

Visualize the work
, establish flow
Kanban

Setting up a simple Kanban system
starts to focus the team on the cycle-
time of delivered work and gives a way
to detect and begin to resolve
bottlenecks

57

Visualize the work - Kanban

• Queue manager transfer request from
Service Center to Kanban board based on
color priority
• Team members pull work based on order
• WIP limit is strictly enforced

WIP Limit 6 WIP Limit 3
Backlog Ready In Progress Customer
Acceptance
RM10864079
RM10864590
RM10866148
RM10818090 Use Kanban
RM10856644
RM10846983 Board for Visual
RM10866148
RM10839292 Self
RM10866656
RM10866934
RM10867039 Management
Definitions
Queue
Manager to Item pulled
All open Item that was work
ensure that no by a team
requests waiting completed and
information is member and
to be processed moved to customer
missing from is being
for approval.
the request worked on.
before entering
ready state

Acceptance
RM10864079
RM10864590 Top 3 requests from
RM10866148 the ready queue are
RM10818090
pulled in to work in
RM10856644 progress
RM10846983
RM10866148
RM10839292
RM10866656
RM10867039
RM10866934
RM10867477

March 1st 2011

Tech Team Pull work while keeping WIP Limits

The Next Day – March 2nd

• The Red request and 2 black are completed
• 3 New requests came in
RM10839292 1/31/11 2/8/11 3/14/11 41 12.00 work in progress application-- 27 14 4
RM10863474 2/22/11 3/4/11 4/5/11 41 34.00 work in progress Set up external reverse proxy for Aprimo 27 14 4
New GlobalScape ftp site for sftp with
RM10867039 2/25/11 3/11/11 3/11/11 13 9.00 work in progress external vendor. 9 4 1
RM10856644 2/15/11 2/17/11 3/17/11 29 15.00 work in progress passwords 19 10 3
RM10867477 2/25/11 3/2/11 3/10/11 12 8.00 work in progress Create new OU in EC for MetaData/Storm 8 4 1
Requesting siteminder authentication for
RM10828286 1/20/11 2/22/11 3/22/11 60 20.00 work in progress Casting Factory website 40 20 6
Need access to database to authenticate EISS
RM10842863 2/3/11 2/11/11 3/24/11 49 22.00 work in progress users through their HUB ID and PWD 32 16 5
Siteminder QA installation for new Windows
RM10864079 2/23/11 2/25/11 3/16/11 20 14.00 work in progress 2008 server (.net) 14 7 2
Setup new Site Minder for new application
RM10866148 2/24/11 3/2/11 3/17/11 20 15.00 work in progress for Aprimo 13 7 2
RM10869023 3/1/11 3/5/11 3/5/11 3 3.00 work in progress Urgent class request 2 1 0

Acceptance
RM10864079
RM10864590
RM10866148
RM10818090
RM10856644
RM10846983
RM10866148
RM10839292
RM10866656
RM10867039
RM10866934
RM10867477

March 2nd 2011
RM10869023
RM10869012
RM10869001

Acceptance
RM10864079
RM10864590
RM10866148
RM10818090
RM10856644
RM10846983
RM10866148
RM10839292
RM10866656
RM10867039
RM10866934
RM10867477 As work is being
RM10869023
completed, new work can
RM10869012 flow into the queues, based
on color priority
RM10869001

March 2nd 2011

Acceptance
RM10869023 RM10864590
RM10866148 RM10839292 RM10818090
RM10856644 RM10867039
RM10846983
RM10866148 RM10867477

RM10866656 RM10869012
RM10866934 RM10864079
RM10869001

March 2nd 2011

March 3rd

• 2 urgent requests came in
RM10839292 1/31/11 2/8/11 3/14/11 41 11.00 work in progress application-- 27 14 4
RM10863474 2/22/11 3/4/11 4/5/11 41 33.00 work in progress Set up external reverse proxy for Aprimo 27 14 4
New GlobalScape ftp site for sftp with external
RM10867039 2/25/11 3/11/11 3/11/11 13 8.00 work in progress vendor. 9 4 1
RM10856644 2/15/11 2/17/11 3/17/11 29 14.00 work in progress passwords 19 10 3
RM10867477 2/25/11 3/2/11 3/10/11 12 7.00 work in progress Create new OU in EC for MetaData/Storm 8 4 1
RM10828286 1/20/11 2/22/11 3/22/11 60 19.00 work in progress Factory website 40 20 6
RM10842863 2/3/11 2/11/11 3/24/11 49 21.00 work in progress through their HUB ID and PWD 32 16 5
RM10864079 2/23/11 2/25/11 3/16/11 20 13.00 work in progress server (.net) 14 7 2
Setup new Site Minder for new application for
RM10866148 2/24/11 3/2/11 3/17/11 20 14.00 work in progress Aprimo 13 7 2
RM10866934 2/25/11 2/28/11 3/18/11 20 15.00 work in progress to / from /transfer 13 7 2

Acceptance
RM10866656 RM10867477 RM10869023 RM10864590
RM10866934
RM10869012 RM10839292 RM10818090
RM10869001
RM10864079 RM10867039
RM10846983
RM10866148

RM10856644

RM10866148

March 3rd 2011
RM10869077
RM10869097 Color system keeps it simple
RM10869101

Acceptance
RM10869077 RM10867477 RM10869023 RM10864590
RM10869097 RM10869012 RM10839292 RM10818090
RM10864079 RM10867039
RM10846983
RM10866656
RM10866148
RM10866934
RM10856644
RM10869001
RM10866148
RM10869101

March 3rd 2011

Acceptance
RM10869077 RM10839292 RM10864590
RM10869097 RM10869012 RM10867039 RM10818090
RM10864079 RM10867477 RM10846983
RM10866656
RM10866148
RM10869023
RM10866934
RM10856644
RM10869001
RM10866148
RM10869101

March 3rd 2011

RESULTS
• Standard flow
• Self Managed teams
• Clear priority system
• Reduced time to market
• Predictability – Trust –
Customer Satisfaction

How do we coordinate
several groups?
• Each Service will have tasks for
one or multiple groups.
• Each task will have an SLA.
• Each group will use the color
coding system to prioritize work
towards a common Service due
date (see example).

Acceptance
RM10864088
Request RM10864079 has 3
RM10864079-1 tasks that go to 3 separate
groups.
Based on the Service SLA,
each group will have a sub
RM10864079-2 SLA for its task.
RM10864099

If there are dependencies,
the Queue Manager will not
RM10864079-3 designate his task as ready
until work on the previous
RM10867039
task is in Customer
RM108640192 Acceptance

Use the same principles to coordinate between teams

Acceptance
RM10864088

RM10864079-1

RM10864079-2
RM10864099

RM10864079-3
RM10867039
RM108640192

Color of task might have Acceptance
RM10864088 changed while in the works

RM10864079-1

RM10864079-2
RM10864099

RM10864079-3
RM10867039
RM108640192

We gained even more

• Management oversight for
coordination was reduced.
• Increase cross team
collaboration.
• Increased transparency.
• Reduced Complexity and
Operating costs.

RESULTS
• Standard flow
• Self Managed teams
• Clear priority system
• Reduced time to market
• Management oversight for coordination was reduced.
• Increase cross team collaboration.
• Reduced Complexity and Operating costs.

Predictability
Trust
Customer Satisfaction

Frequently Asked Questions
• What if the customer does not
approve?
– Requests not approved by the customer
will go back to the queue with priority
Red and flow through the process again.
• Why do we need Ready queue?
– In order to ensure that work flows
through the process, we need to ensure
that all information is available to the
technical staff. The ready queue is for
work ready to be processed and all
information is available

• How do we ensure that Green tickets
will be done on time?
– The color of the ticket will change with
time. If we penetrate the buffer and the
ticket becomes yellow or red, it will
automatically move up on the priority
list
• What about super urgent work such as
incidents?
– Incidents might need to be a separate
class of service. Prioritization of
incidents might be based on Severity and
not by due date

• How do we find the right SLA?
– Too many green – SLA too big
– Too many Red – SLA too short

For Additional
Information
tal@agilesparks.com
talaviv@hotmail.com

Cleaning up
• Phases of LEAN 5S
– 1.1 Sorting (Seiri)
– 1.2 Straightening or setting in order /
stabilize (Seiton)
– 1.3 Sweeping or shining or cleanliness /
systematic cleaning (Seiso)
– 1.4 Standardizing (Seiketsu)
– 1.5 Sustaining the discipline or self-
discipline (Shitsuke)

How to set up a Kanban
board for development
Jeff Patton
AgileProductDesign.com
jpatton@acm.org

Download this presentation at:
www.agileproductdesign.com/downloads/patton_kanban.ppt

1. Define a work process flow

This simple process flow has the steps:
elaboration & acceptance criteria.1
development.2
test.3
deployment.4

• Look at the typical flow for features, stories, or work
packages and describe typical process steps
86

2. Lay out a visual Kanban board

Place an expedite track above the main
left to right queue

Place “done and waiting” queues between
each work queue
(in this example they’re placed below)

• Place a goals column on the left, then a waiting queue,
the process steps, and a final “done” column to the right
87

3. Decide on limits for items in queue and
work in progress

This board uses painters tape to indicate
available “slots” for work in progress

• A good limit is a factor of the number of people in a role that can
work on an item in a given process step. Start with number of
people * 1.5 88

4. Place prioritized goals on the left column of
the board

Having goals visible:
promotes focus •
helps us prioritize•
helps us manage feature scope & •
requirements

• A good goal describes the outcome we hope to achieve after
software ships. Goals help keep focus on the larger outcome.
89

5. Start the board by placing stories or features
in queue

Product owners manage the waiting
queue

• Mark on the story or feature card the date it entered the queue.
This begins our measurement of cycle time.
90

6. Move features through the process flow as
work is completed

• As the story enters the first process step, mark that date on the
card. This is the start date. As it’s finished, mark that date on the
card. This is the finish date. 91

7. Use the dates on the cards to calculate cycle
time

Cycle time = finish date – start date
The average cycle time from the date the
item enters the board is the wait time
from this point in the queue

• Use average cycle time to set wait times from different points on the
board. Pay attention to flow and bottlenecks: relieving bottlenecks
as quickly as possible. 92

Decreasing Lead Time
Steven Borg (@stevenborg)
Principal Consultant Northwest Cadence

Little’s Law – “Two Minutes of
Math”

Little’s Law – “Two Minutes of
Math”
• Delivery Rate = Work-in-Progress ÷ Lead
Time
implies
Lead Time = Work-in-Progress ÷ Delivery
Rate
thus

• WIP is a LEADING metric
for Lead Time

Operation and Support using Agile

Operation and Support using Agile

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