Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010

•

5 recomendaciones•2,923 vistas

Presentation on the introduction of Kanban as the Maintenance process for the mobile.international GmbH products. Key messages: Good, flexible agile process for maintenance. Suitable also for teams not that experienced in agile, as it picks up the teams where they are and leads to continous improvement and maturity. Great reduction of cycle and lead time in short time frame after introduction.

Kanban for large scale off-shored
maintenance @ mobile.de

January 26 2010 - Munich

Feedback to mandrezak@team.mobile.de

feedback for all things Kanban at OOP 2010:

#oopkanban

small bugs, small and medium features

Photo by dolorix - http://ﬂic.kr/p/5mTAvT

national vs. international:
dedicated team
Photo © Nasa, visible earth

hard to manage, lots of WIP, hierarchical culture

cycle time = 28 days
lead time = 52 days

you want half of these times?

you have specialized teams?

they are distributed?

10 Photo © Sune Gynthersen, bestbrains.dk

Input Development QA Production
Ongoing Done Ongoing Done

tasks / stories are represented as cards

Input Deelopment QA Production
Ongoing Done Ongoing Done

deﬁnition of Work-In-Progress-limits
(WIP-Limits)
&
Pull

Input Development Acceptance Produktion
5 5
Ongoing Done Ongoing Done

Pull

Fixed WIP-Limits in relevant phases

e.g. weekly prioritization e.g. bi-weekly releases

Input Development Acceptance Production
5 5
Ongoing Done Ongoing Done

Pull

Fixed WIP limits for relevant phases

deﬁnition of done per phase and /
or rules on pulling

Kanban cards visualize overall process state
and clearly indicate bottlenecks in the
process

---> basis for applying TOC
and other bodies of production knowledge

Theory of Constraints (light) - Eliah Goldratt:

identify bottleneck
max. stress on bottleneck
eliminate (or minimize) bottleneck

Eliah Goldratt - „The Goal“

deﬁnition of WIP limits

≈ reduction of batch size

≈ reduction of lead time

(Little‘s law)

Little‘s Law:

lead time = WIP / throughput

easy to change: discipline / hard to change:
Flow mid term change process

estimations

---> calculation of

cycle time and lead time

Chasin‘!
low visibility

my project
Let‘s try!

Photo by Balakov - http://ﬂic.kr/p/6knucL

Things
are slow I like it!

Photo by Dunechaser - http://ﬂic.kr/p/JVEbT

frequent prioritization!
-> weekly

production incidents any time

Output Queue ﬂexibly coupled to release cycle
and hotﬁxes

Photo by Dunechaser - http://ﬂic.kr/p/agZnC

Semi-dictator style

Input Analyse Development QA Published Deployed
2 2 4 5
Ongoing Done Ongoing Done Ongoing Done

feature branches !
Photo by danorbit. - http://ﬂic.kr/p/3Lj2B9

training via

Photo by pt - http://ﬂic.kr/p/VDDV

vacation :-(

Photo by wili_hybrid - http://ﬂic.kr/p/56VmT7

QA „doesn‘t join“ the ﬂow

Photo by fsudaft - http://ﬂic.kr/p/5DiUfn

not enough integration systems

Photo by bobthemtnbiker - http://ﬂic.kr/p/5jpNpM

QA w/ limited availability -> buffer

Photo by rev - http://ﬂic.kr/p/6HWEr3

Development QA Development ready f. QA QA
5 5 5 10 2
Ongoing Done Ongoing Done

ﬂow!

Photo by ViaMoi - http://ﬂic.kr/p/6qLxQz

google docs spreadsheet ...

greenhopper 4.0?

Cycle Time

28
30,0
24

22,5

15,0
8
7,5
august
september 2
october 0
november

51

Lead Time (2-3 weekly releases)

52 60,0

45,0
28
30,0
22
15,0
august
september 0
october
52

good mood in the team through
ﬂow experience

maintenance of whole platform
from Jan 2010 w/ Kanban

heavy discussion with uninvolved

great buy-in with those involved

1PO
1 Technical
Lead 7 developers
1 process guy

introduction of classes of service
for production incidents required:

expedite tickets

to accomodate SLA

Thanks for your time and
attention!

contact:
mandrezak@team.mobile.de
twitter.com/markusandrezak
slideshare.com/mandrezak

more on Kanban
limitedwipsociety.org

02/2010 - 26. Feb 2010

5.3 - Thu 14:30 - 15:30 articles by
Stefan Roock & Bernd Schiffer Stefan Roock &
„Was ist dran an Kaban“ Markus Andrezak

Trainings w/ David Anderson

it-agile.de

feedback on all things kanban at #oop2010:

#oopkanban

Más contenido relacionado

Similar a Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010

Kanban Basics for Beginners Revised

Zsolt Fabok

DevOps Training - Ho Chi Minh City

Christian Trabold

Session Overview : How can continuous improvement culture and mindset be "transformed" with Lean and Kanban? What can corporate culture derive from and expand on cultures that still exist in Lean Manufacturing movement that began with TPS (Toyota Product System)? How can we leverage our knowledge of Lean and Kanban to transform organization's fitness for purpose? This is a workshop about a pictorial case study that shows how to apply Lean Manufacturing values, principles & best practices for continuous improvement in today's fast-paced IT landscape.

Lean Kanban India 2018 | Leveraging Lean and Kanban to implement Continuous ...

LeanKanbanIndia

LKIN2018: leveraging Lean and Kanban to implement continuous improvement

Ravi Tadwalkar

DevOps Meetup Bangkok - Value Stream Mapping for Continuous Delivery

Christian Trabold

“How absurd! She swallowed a bird. She swallowed the bird to catch the spider. She swallowed the spider to catch the fly. I don't know why she swallowed the fly. Perhaps she'll die.” The silly nursery rhyme teaches a serious lesson. Because software products are complex, we seek to manage them by spinning a complex web of processes and tools. Thankfully, not all complex problems demand complex solutions. Join Mike Duskis as he demonstrates how his test team employed kanban practices to manage the test work of a multi-national, multi-project department with a system of index cards on the wall. With the kanban system in place and lean practices driving decisions, the team simplified the prioritization process, improved test visibility, which led to better testing choices. Lean-kanban produced strong results at Mike's shop and could do the same for yours. Join Mike to learn how you can clarify and communicate your test effort—without swallowing any spiders. More Information

Manage a Complex Test Effort with Lean and Kanban

TechWell

Agile metrics and quality

Anu Khendry,ACC,SAFe Aglst, PMI-ACP,CSPO,PMP

Get your kanban on

David Cook

Why Scrum Why Now

mtoppa

The Secret of Flow - My AgileIL11 Talk

Yuval Yeret

7 (+/- 2) Steps to Agility

Tim Gifford

This is the presentation for a pre-LSSC11 webinar on the topic of Lean Product Development flow. I’m going to introduce an approach to mixing Lean and Agile in order to achieve end to end agility. This is a major focus of my work in the recent 2 years with AgileSparks clients. Register for the Webinar which is on 16/3 at http://www.netobjectives.com/free-seminar-schedule/lssc11-session-4-intro-lean-product-development-flow-mar-2011-webinar This is also the topic I will talk about in my Agile Israel 2011 session “Techniques and experiences for managing end to end Releases/Projects/Programs using Kanban and Flow” http://agilesparks.com/KanbanandFlowLecture

Introduction to product development flow

Yuval Yeret

DevOps/Flow workshop for agile india 2015

Yuval Yeret

WP # 2 - Optimizing WIP

Vikram Abrol , PMP

Are you someone who runs multiple stable Scrum teams, but is curious about migrating to Kanban? Do you think Kanban might lead to a loss of team control and productivity? Join me as I first discuss the pros and cons of Scrum and Kanban. Because whichever you choose, it should be for the right reasons. Next, I'll talk about how I used JIRA Software's powerful reports and metrics to migrate three Scrum teams to Kanban, without losing agility or control. I'll highlight some aspects of our migration: - Rituals - How to run metric driven planning meetings and retrospectives in a Kanban oriented team - Estimation - From point estimation to story consistency - Metrics - Fluency and cycle times for estimations Marcio Ghiraldelli, Senior Quality Engineer, Atlassian

Scrum Control or Kanban Agility? You Can Have both, Using Metrics

Atlassian

Intro to Kanban - AgileDayChile2011 Keynote

ChileAgil

Rundeck's History and Future

dev2ops

Talk #1 - Kanban for Developers There is much hype about Kanban since it was perfected and introduced to the world by Toyota. Since then, not only manufacturers but all businesses looked into this simple but extremely powerful approach. As software developers are yearning for better project management and visibility on all aspects of their work, Kanban naturally blipped on their radar. In this session, we will look at the origins of Kanban, how it applies to software development along with misunderstandings and myths. We will also compare manufacturing practices with software development techniques and see how we can benefit from their experiences. During the session we will have some interactive exercises to help us better understand Kanban and becoming more efficient and productive by limiting the amount of work we do. Talk #2 - Kaizen: Continuous Process Improvement Enterprises can utilize Process Improvement to improve their workflow, allowing them to be more efficient, eliminate bottlenecks and problem areas, and as a result, achieve reduced costs, on-time delivery and increased profits. Currently, enterprises are facing stiffer competition to win customer acceptance through quality, and the need to develop more customer-oriented products and services faster than ever before. Einstein said "We can't solve problems by using the same kind of thinking we used when we created them.", and that is what lies at the heart of Kaizen. Improvement comes with a different look at the problems and doing this continuously every day and everywhere. It is more of a company culture than a project. But where do we start improving? British comic writer Douglas Adams said "See first, think later, then test. But always see first. Otherwise you will only see what you were expecting.". And that is exactly where we start. By looking deep into our workflow and process. In this session, we will look at Kaizen philosophy, why change is important and very hard to do. we'll also analyze waste and why it is bad for our business and see how quality-first approach makes us better at what we do. I will also provide some test cases and finish off by looking into implementing a Kaizen culture at the office by involving everybody.

Kanban for Software Development and Kaizen Culture

Acquate

Kanban highlights

Yuval Yeret

AWS Lambda has changed the way we deploy and run software, but this new serverless paradigm has created new challenges to old problems - how do you test a cloud-hosted function locally? How do you monitor them? What about logging and config management? And how do we start migrating from existing architectures? In this talk Yan and Domas will discuss solutions to these challenges by drawing from real-world experience running Lambda in production and migrating from an existing monolithic architecture.

Serverless in production, an experience report (IWOMM)

Yan Cui

Similar a Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010 (20)

Kanban Basics for Beginners Revised

DevOps Training - Ho Chi Minh City

Lean Kanban India 2018 | Leveraging Lean and Kanban to implement Continuous ...

LKIN2018: leveraging Lean and Kanban to implement continuous improvement

DevOps Meetup Bangkok - Value Stream Mapping for Continuous Delivery

Manage a Complex Test Effort with Lean and Kanban

Agile metrics and quality

Get your kanban on

Why Scrum Why Now

The Secret of Flow - My AgileIL11 Talk

7 (+/- 2) Steps to Agility

Introduction to product development flow

DevOps/Flow workshop for agile india 2015

WP # 2 - Optimizing WIP

Scrum Control or Kanban Agility? You Can Have both, Using Metrics

Intro to Kanban - AgileDayChile2011 Keynote

Rundeck's History and Future

Kanban for Software Development and Kaizen Culture

Kanban highlights

Serverless in production, an experience report (IWOMM)

Más de Markus Andrezak

Companies want to grow. To grow, after a while, they need new clients. For these they need to solve new problems. So, at the core of growth is the New. But companies after a while are not good at doing The New. This presentation discusses where the problems are and how they can be addressed. It all starts with understanding the different nature of work in discovery or more explicitly: To understand the core difference between Exploration and Exploitation. Understanding this can then lead to a change in mindset regarding work that needs to be done as well as underlying cultural and organizational aspects. Kotter likes to talk about a dual mode operating system, where both modes have to build upon, and be intertwined the right way, but not in a way that both are working against each other.

Integrate everything - know everything

Markus Andrezak

This talk is about why many companies have a hard time discovering and committing to the new. I look at companies on the extreme of doing the new to see what problems they still have and what they do about it. And how they suffer. In the concrete I look at Pixar and how they manage to get a movie into the cinemas as an engaging No. 1 hit in always 4 years, while always starting with a blank page. From that I derive bliss and some things can help all of us to understand the different nature of work when fining new products and services that will generate money in one or more years time. This is applying the Lean principles of understanding the nature of work before trying to change things. It is crucial for companies' to understand that innovation is work in an area of high uncertainty where things run differently than in what we are used to. The main task is to 'buy' as much valuable information as cheap as possible, which brings with it total different demands on the work. Speed of learning is more important than quality and perfection. This needs to be respected in how we approach that type of work and how we staff the projects we are working in. Also, a culture of candor and understanding of failures must be employed.

Lean product is for the people

Markus Andrezak

Solutionism is doing things for the sake of things, or building things because you can. That may be ok if the risk is clear. The problem is that the world is a complex system with little predictability. Things happen. When building things that interact with real life, we should be cautious and reduce risk by only building things that serve deep needs. We propose to first do proper research on what is required to reduce the number of things to be build and thus reduce risk. We propose simple tools such as "Jobs to be done" to make research accessible to everyone.

Risk of Solutionism in the IoT is squared to Solutionism in Web

Markus Andrezak

This talk at the fantastic Lean UX 2014 conference tried to show that we need to be explicit about the fact that along the way to creating great product very different types of work are involved. We need to acknowledge that fact and try to give each type of work the space it needs without constraining it in the wrong way. Especially, we need more explorative, opening work in the beginning, which brings with it a ll kinds of characteristics we are not used to, like non linearity, high level of uncertainty etc. At the very end, when offering the product, we require a production mindset, linearity and repeatability to scale the product. This explains some of the conflicts we hear and some of the contradictions we here in the world of product development. They are contradictions no longer once we start to realize that they reflect different types of work, required in different phases of product discovery -> development. Very happy for your feedback.

Creation & Production combined - the power of connected worlds.

Markus Andrezak

Enterprise Kanban

Markus Andrezak

A Pecha Kucha on our Journey into the land of agile software development at mobile.international GmbH. This was presented at the XP-Days 2009 in Karlsruhe: http://www.xp-days.de by me. Watch the slidecast w/ german voice here: http://www.youtube.com/watch?v=IlK-2MrWvKI Basically it's the story of a product development department going from one large project mode in to a many projects delivering fast mode. Some pitfalls, which make good retarding moments in the drama, included. Of course, in the end we're all fine. Open to any questions on the context or presenting this at your place.

Journey Into Agile Land / Unsere Reise ins agile Land - Pecha Kucha

Markus Andrezak

Description on how we introduced Scrum at mobile.de across the whole organization, including a Meta-Scrum w/ the Management Team. The introduction took place after a migration of the platform from perl to java. This led to a feature jam, which we could only get rid of by introducing something fundamentally different. Further, we were in a situation, where we needed to change from a single-large-project to a lots of concurrent-projects organization. Even though we strugggled, we managed to get the first 12 projects done in time and budget. The presentation describes how we introduced Scrum and describes some observations.

Scrum-Einführung bei mobile.de

Markus Andrezak

Más de Markus Andrezak (7)

Integrate everything - know everything

Lean product is for the people

Risk of Solutionism in the IoT is squared to Solutionism in Web

Creation & Production combined - the power of connected worlds.

Enterprise Kanban

Journey Into Agile Land / Unsere Reise ins agile Land - Pecha Kucha

Scrum-Einführung bei mobile.de

Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010

1. Kanban for large scale off-shored maintenance @ mobile.de January 26 2010 - Munich Feedback to mandrezak@team.mobile.de

2. feedback for all things Kanban at OOP 2010: #oopkanban

3. small bugs, small and medium features Photo by dolorix - http://ﬂic.kr/p/5mTAvT

5. hard to manage, lots of WIP, hierarchical culture

6. cycle time = 28 days lead time = 52 days

7. you want half of these times? you have specialized teams? they are distributed?

8. Enter Kanban! (signal card)

9. Photo by john w - http://ﬂic.kr/p/8JcFA

11. value stream mapping

12. Input Development QA Production Ongoing Done Ongoing Done

13. design of Kanban cards

14. tasks / stories are represented as cards

15. map cards to value stream on the wall

16. Input Deelopment QA Production Ongoing Done Ongoing Done

17. deﬁnition of Work-In-Progress-limits (WIP-Limits) & Pull

18. Input Development Acceptance Produktion 5 5 Ongoing Done Ongoing Done Pull Fixed WIP-Limits in relevant phases

19. deﬁnition of input and output-cadence

20. e.g. weekly prioritization e.g. bi-weekly releases Input Development Acceptance Production 5 5 Ongoing Done Ongoing Done Pull Fixed WIP limits for relevant phases

21. deﬁnition of done per phase and / or rules on pulling

22. Kanban cards visualize overall process state and clearly indicate bottlenecks in the process ---> basis for applying TOC and other bodies of production knowledge

23. Theory of Constraints (light) - Eliah Goldratt: identify bottleneck max. stress on bottleneck eliminate (or minimize) bottleneck Eliah Goldratt - „The Goal“

24. deﬁnition of WIP limits ≈ reduction of batch size ≈ reduction of lead time (Little‘s law)

25. Little‘s Law: lead time = WIP / throughput easy to change: discipline / hard to change: Flow mid term change process

26. estimations ---> calculation of cycle time and lead time

27. @

28. Maintenance - own track

29. why does Kanban match our requirements?

30. Chasin‘! low visibility my project Let‘s try! Photo by Balakov - http://ﬂic.kr/p/6knucL

31. Things are slow I like it! Photo by Dunechaser - http://ﬂic.kr/p/JVEbT

32. estimations not required

33. frequent prioritization! -> weekly production incidents any time

34. Output Queue ﬂexibly coupled to release cycle and hotﬁxes

35. how did we implement it?

36. Photo by Dunechaser - http://ﬂic.kr/p/agZnC Semi-dictator style

37. I wanted desperately

38. ﬁrst process draft

39. Input Analyse Development QA Published Deployed 2 2 4 5 Ongoing Done Ongoing Done Ongoing Done

40. feature branches ! Photo by danorbit. - http://ﬂic.kr/p/3Lj2B9

41. training via Photo by pt - http://ﬂic.kr/p/VDDV

42. vacation :-( Photo by wili_hybrid - http://ﬂic.kr/p/56VmT7

43. QA „doesn‘t join“ the ﬂow Photo by fsudaft - http://ﬂic.kr/p/5DiUfn

44. not enough integration systems Photo by bobthemtnbiker - http://ﬂic.kr/p/5jpNpM

45. QA w/ limited availability -> buffer Photo by rev - http://ﬂic.kr/p/6HWEr3

46. Development QA Development ready f. QA QA 5 5 5 10 2 Ongoing Done Ongoing Done

47. ﬂow! Photo by ViaMoi - http://ﬂic.kr/p/6qLxQz

48. Tools!

49. google docs spreadsheet ... greenhopper 4.0?

50. enter: sucess, results

51. Cycle Time 28 30,0 24 22,5 15,0 8 7,5 august september 2 october 0 november 51

52. Lead Time (2-3 weekly releases) 52 60,0 45,0 28 30,0 22 15,0 august september 0 october 52

53. once Chaos now controlled

54. good mood in the team through ﬂow experience

55. great communication tool

56. maintenance of whole platform from Jan 2010 w/ Kanban

57. heavy discussion with uninvolved great buy-in with those involved

58. 1PO 1 Technical Lead 7 developers 1 process guy

59. Kanban adjustments required

60. introduction of classes of service for production incidents required: expedite tickets to accomodate SLA

61. Thanks for your time and attention! contact: mandrezak@team.mobile.de twitter.com/markusandrezak slideshare.com/mandrezak

62. more on Kanban limitedwipsociety.org 02/2010 - 26. Feb 2010 5.3 - Thu 14:30 - 15:30 articles by Stefan Roock & Bernd Schiffer Stefan Roock & „Was ist dran an Kaban“ Markus Andrezak Trainings w/ David Anderson it-agile.de feedback on all things kanban at #oop2010: #oopkanban

Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010

Recomendados

Recomendados

Más contenido relacionado

Similar a Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010

Similar a Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010 (20)

Más de Markus Andrezak

Más de Markus Andrezak (7)

Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010