Transcript Entertainment - AvailAgility

KFC Development
Karl Scotland
KFC Development
• Kanban
– Controlling the Workflow
• Flow
– The Work in the System
• Cadence
– Commitment & Reliability
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Kanban
Controlling the Workflow
Definition
Kanban (in kanji 看板 also in katakana
カンバン, where kan, 看 カン, means
"visual," and ban, 板 バン, means
"card" or "board")
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Origin
“The two pillars of the Toyota production
system are just-in-time and automation
with a human touch, or autonomation.
The tool used to operate the system is
kanban.”
Taiichi Ohno, Toyota Production System (adopted 1962)
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Kanban 101
Work Items
Step 1
Queue
In
Process
Step 2
Queue
…
In
Process
Queue
…
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Step n
In
Process
Done
Kanban
• That’s it
• Except for one more important element
• Kanban Limits
– Queue
– WIP
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Kanban 101 - Again
Work Items
Step 1
Queue
In
Process
Step 2
Queue
…
In
Process
Queue
…
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Step n
In
Process
Done
Queues / Buffers
• Large enough to keep the team busy
• Small enough to avoid premature
prioritisation
• Ideally should be FIFO
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Work In Progress
• Reduce multi-tasking
• Maximize throughput
• Enhances teamwork
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Multitasking
• Reduce Multitasking
– 20% time lost to context switching per
‘task’
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Multitasking
• Reduce Multitasking
– Sequential yields results sooner
A
B
A
C
A
B
C
B
A
C
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B
C
Throughput
• Maximize Throughput
Work
In
Progress
Throughput
• Organizational overhead goes up as
work in progress increases
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Throughput
• Little’s Law for Queuing Theory
Total Cycle Time = Number of Things in Process
Average Completion Rate
Therefore, to improve cycle time
– Improve Average Completion Rate
– Reduce Number of Things in Process
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Teamwork
• Enhances Teamwork
– Team focus on goals that add value not
individual tasks
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Guidelines
Put your name on what you’re working on.
Nothing to work on?
1.
2.
•
Ask if you can help someone else.
Don’t have the right skills for that?
3.
•
Find the bottleneck and work to release it.
Don’t have the right skills for that?
4.
•
Pull in work from the queue.
Can’t starting anything in the queue?
5.
•
Ask the product owner if there is anything lower priority to
start looking at.
They don’t have anything?
6.
•
Go find other interesting work.
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Being Blocked
• Other interesting work is
– Refactoring
– Tool Automation
– Personal Development
– Innovation
• But is NOT
– Anything which will create work
downstream
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WIP Limit Sizes
• WIP limit can depend on type of work
and size of team
• Should be adjusted to achieve
maximum flow
• # people / 2 ?
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Example
0.5
UED
Work Items
UED/Detail Development
In
Queue Process
Fill Me!
Fill Me!
Fill Me!
Product
Manager
Prioritizes
6
Dev
Fill Me!
Fill Me!
Fill Me!
0.5
QA
0.5
SE
Testing
Deployment
In
Queue Process
In
In
Queue Process Queue Process
Fill Me!
Fill Me!
Fill Me!
Fill Me!
But!
It’s a whole team
responsibility to
progress work items
Fill Me!
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Fill Me!
Fill Me!
Done
Flow
The Work in the System
Flow
“In lean enterprises, traditional
organizational structures give way to
new team-oriented organizations which
are centred on the flow of value, not on
functional expertise.”
http://www.poppendieck.com/papers/LeanThinking.pdf
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One Piece Flow
• Moving one piece at a time between
stages in a workflow
as opposed to
• Moving batches of work between
stages in a workflow
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Minimal Marketable Features
A feature that is minimal because if it was any smaller, it
would not be marketable.
It is marketable because when released in to production,
people would use the feature.
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Minimal Marketable Features
• Why Minimal Marketable over
Maximum Marketable?
– Progressive delivery (realize product
sooner)
– Reduce feature bloat (the core features
are the most important)
– A feature has a cost to a user (added
complexity)
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Minimal Marketable Features
“I will be able to write an entry in our
product blog about this new
feature.”
Fits the INVEST acronym
Independent, Negotiable, Valuable, Estimable, Small,
Testable
Increases revenue or reduces cost
when released
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Value Types
• Table Stakes
– Parity to the competition
– Minimum needed to be in the game
• Differentiator
– Differentiates from the competition
– Delights the customer
• Spoiler
– A competitors differentiator
– Raises the bar for parity
• Cost Reducer
– Reduces cost
– Improves the margin
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Value
• Value flows up
Suite - Interrelated products supported by a platform
Product - Satisfies a consumer want or need
Release - Deploy feature set to satisfy a goal
Feature - Smallest unit of customer value
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Cadence
Commitment and Reliability
Cadence
• If the team isn’t estimating or planning
with fixed time-boxes, how can it make
reliable commitments?
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Cadence
“A regular cadence, or ‘heartbeat,’
establishes the capability of a team to
reliably deliver working software at a
dependable velocity. An organization
that delivers at a regular cadence has
established its process capability and
can easily measure its capacity.”
http://www.poppendieck.com/pipeline.htm
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Metrics
• Throughput - the amount of output of a
process in a given period of time
• Cycle Time - the length of time to
complete a process
• Throughput = WIP / Cycle Time
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Commitment
• Cycle Time becomes an SLA with the
business
• Throughput allows forecasting of
future capability
• May need to size and/or classify
MMFs where there is variation
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Release Planning
• Focus on quarterly goals and
objectives
• Prioritise MMFs to meet those goals
and objectives
• Release regularly
• Trust the team to work to its full
capacity
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Cumulative Flow Diagram
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Throughput Chart
Features
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Cycle Time Chart
Features
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Other Cadences
• Standup Meetings
• Retrospectives
• Operations Reviews
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Thank You!
[email protected]
http://availagility.wordpress.com
Games
Multitasking
•
3 Projects
1. Write the 1st 10 digits in a column
2. Write the 1st 10 letters in a column
3. Write the 1st 10 roman numerals in a
column
•
Sequential (non multi-tasking)
–
•
Column by column
Parallel (multi-tasking)
–
Row by row
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Workflow
• Transforming Raw Materials (RM) into
Finished Goods (FG)
• 10 Days
• Each worker processes 1-6 units per
day
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