sustainable quality at warp speed
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Sustainable Quality@Warp Speed
Richard Hensley – McKesson Corprhensley99@msn.com
“The perfect is the enemy of the good enough.” - Voltaire
What do I want you to get? What is the case study? How did we do it? What is a plan for you?
Copyright 2012 - Richard Hensley
Questions
What do I want you to get?
Copyright 2012 - Richard Hensley
Copyright 2012 - Richard Hensley
Business and Technology can co-create peacefully.
No Silver Bullet Discipline Flexibility
Copyright 2012 - Richard Hensley
Hard Work
Are you willing to think differently about the tools and practices you use in your business
today?
Copyright 2012 - Richard Hensley
Thinking
What is the case study?
Copyright 2012 - Richard Hensley
Copyright 2012 - Richard Hensley
Start with a small high profile product line Implement Lean Software Engineering Scale the product line business up Scale Lean Software Engineering across line
of business and seven product lines Reliable Release Planning defined as within
10% of plan for cost and due date performance
Two parts, Pilot and Scaling
Pilot Scope and Goals
Copyright 2012 - Richard Hensley
• April 2009 Missing Major
Commitments Missing Sprint
Commitments Growing Defect
Backlog Growing Customer
Base Growing Customer
Complaints No Predictable
Release Planning Possible
1 Customer – 3 Users 14 Product
Development Staff 1 Product Line in 1
Line of Business 1 Line of Business 3 Year Timeline
Start of Pilot
Copyright 2012 - Richard Hensley
2010-2011 – Exceeded Planned Production by 7% and 13%
2010-2011 – Due Date Performance – 95% 2010-2011 – Delivered 30 Production Releases
◦ Zero Critical Defects◦ Less than 90 Total System Defects
Release Planning is “Easy” Business Scaled to 16 customers with 5000
users 60 Product Development Staff 7 Product Lines in 1 Line of Business
The Pilot Today
Copyright 2012 - Richard Hensley
Implement Lean Software Engineering across three lines of business
24 product lines 250 Staff Members Product Line Business Models include
◦ Software as a Service◦ Installed Products
Little or No impact on the Business Reliable business plans within 10% for
productivity and due date performance. 18 Month Timeline
Scaling Project Scope
Copyright 2012 - Richard Hensley
Cutting Scope to meet Commitments Celebrating our delivery success without
acknowledging the dissatisfaction of the business
24 Product Lines in 3 Lines of Business Large Defect Backlogs Missing Major Commitments Release Planning is painful and produces
fodder for fighting August 2011
Scaling Project Start
Copyright 2012 - Richard Hensley
Fully implemented in one line of business Pilot projects in the two other lines of
business Using data to manage and predict the
outcomes of product development 100 Staff Members 9 Product Lines CTO and VP’s are selling the change to the
business and staff. (MAJOR MILESTONE)
Scaling Project Today
Copyright 2012 - Richard Hensley
How did we do it?
Copyright 2012 - Richard Hensley
Quality
Satisfied Staff
Productivity
Satisfied Customer
s
Success
Copyright 2012 - Richard Hensley
Team Focus Practice Focus Planning Focus
Where to Focus Quality Efforts
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Team FocusSmall 6-8
Cross Functional
Mostly Permanent
Project Assembled
Matrix Organizatio
n
Performance ReviewsSelf
OrganizedStaff
IsolationSocial
Support
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Practices FocusVisual
Controls
Automation
Small Batches
Focus On One Task
Peer Review
Cost Reduction
Deadline Focus
Large Batches
Multi Tasking
Unneeded Paperwork
Creative Destruction
Copyright 2012 - Richard Hensley
PlanningUse Data in
Planning
Trusted Data
Common Language
Producer Consumer
Transparent Reporting
Ignoring Past Trends
Over Committing
Unreliable Data
Publishing too Soon
Deferring Publishing
Copyright 2012 - Richard Hensley
What is a plan for you?
Copyright 2012 - Richard Hensley
What do you really do?
Required Activities Delay Inducing Activities
Requirements Design Coding Integration Testing Deployment Training Documentation
Requirements Rework
Using Old Requirements
Building Unneeded Features
Fixing Bugs Integration Errors Overbuilding
Frameworks Duplicating
Components
Copyright 2012 - Richard Hensley
What if you counted your stories for the last six months?
What if you evaluated your point estimates for the last six months?
AND, what if you planned the next month based on the average for the last six months?
OR, what if you counted the number of stories in your next initiative and planned it using simple counts?
Is this really naïve?
Could You Measure?
Copyright 2012 - Richard Hensley
What improvement did you make last week, month, year?
Do you know the impact of your changes?
How do you know the impact?
What was the specific performance need that triggered the improvement?
Do you continuously improve?
What did you improve last week?
“Ummm…, I don’t know” What did you improve
last week? “We talked about
continuous integration.” Better answers are
needed from any team member!
Copyright 2012 - Richard Hensley
What if all initiatives were 4-6 people for 1 to 2 months?
What if one team could deliver a complete initiative?
What if all user stories took less than three days to complete?
What if nothing was done until a customer checked it out?
What if you worked on small stuff?
Copyright 2012 - Richard Hensley
What if the whole business used a single common language?
What if the language was related in a hierarchical way?
What if all planning, measurement, build, deployment, analysis activities were based in the common language?
What would this do to remove delays?
How do you communicate?
Copyright 2012 - Richard Hensley
Value stream map Implement visual control Implement explicit process policies Gather data Implement Kanban Change Management
Getting Started
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Did you get these?
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Copyright 2012 - Richard Hensley
DialogueWhat do you want to know that I didn’t cover?
Copyright 2012 - Richard Hensley
Richard Hensley – McKesson Corp◦ AVP Process◦ Technical Fellow Emeritus
richard.hensley@mckesson.com rhensley99@msn.com http://www.linkedin.com/in/richardhensley
Contact
Copyright 2012 - Richard Hensley
On the web◦ www.limitedwipsociety.org◦ www.leankanbanuniversity.com
Authors◦ David J. Anderson◦ Donald Reinertsen◦ Karl Scotland
Google Search Terms◦ Software Kanban◦ Lean Software Engineering◦ Software Flow Process
Resources
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