ars agilis agile pm - scrum · • michael is a lean & agile coach with over 15 years of...
TRANSCRIPT
MICHAELCHIK
http://linkedin.com/in/michaelchik
SeniorAgileCoach,McKinseyFounder,Ars Agilis
ARSAGILIS
AGILEPMWITHSCRUM,LEAN&KANBAN
LearningObjectives
• HowyouaddvalueasaProjectManagerinanenvironmentofuncertainty
• Understand whataKanbansystemis
• Principles&mindsetbehindtheKanbanMethod
• Metrics inKanbansystems
• HowtomanagerisksinKanbanandmakeeverythingfaster
• Learnhowtogiveestimatesthatwork
• Howtoscaleup andmanageportfolios
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SPEAKERINTRO
Introduction ARSAGILIS
Speakerintroduction
MichaelChikLean&AgileCoachforEnterprises&Startups
戚本錦WorkHistory:
McKinsey&Company Fidelity
CathayPacific Ben&Jerry’s
JPMorgan WaltDisneyCompany
StandardCharteredBank AmnestyInternational國際特赦組織
@arsagilis
casmaron
linkedin.com/in/michaelchik
• MichaelisaLean&AgileCoachwithover15yearsofexperienceinthesoftwareindustry.HeisanAccreditedKanbanTrainerandCertifiedScrumPractitioner.
• HestartedhisLean&Agilejourneyaround2001.Withabackgroundincoaching,hestronglybelievesinthehumanaspectoftechnology.
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AreyouaddingVALUE?
Doyouspendyourtime…Schedulingmeetings?
Coordinatingparticipation?
Collectingdata?
Reportingstatus?
Sendingemails?Runningdownproblems?
Firefighting?
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AreyouaddingVALUE?
Oh,youmustbe……the…
Secretary!
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Wouldn’tyouratherbea…
Leader?
Director?
RiskManager?
ServiceDeliveryManager?
Alloftheabove???
Kanbansystemshelporganizationsimprovepredictability
ofknowledgeworkeractivities
Reliable,predictable,trustworthyservices
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Wouldn’tyouratherbea…
Kanbanenablesmanagerstorealizetheirfull
potential…
…tomanagerisk,leadwithconfidence,anddelight
customers
Inshort:
TOBEALEADER
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WhatIsAKanbanSystem? ARSAGILIS
KanbanArePullSystems
FF OM
NK
J
I
Pull
Backlog
D
I
DevReady
G
5Ongoing
Development Testing
Done3 3
TestReady
5
F
B
CPull
Pull
*Thereiscapacityhere
UATReleaseReady
∞ ∞
Pullingworkfromdevelopmentwillcreatecapacityheretoo–
thepullsignalsmoveupstream!
Nowwehavecapacitytoreplenishourreadybuffer
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Thisisonlyanexampleworkflow!
Processes&Tools
ForHighEfficiencyKanbanSystems
ResourceEfficiency
Punctualimprovements
Principles&Mindsets
FlowEfficiency
ContinuousInnovation
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Principles&Mindset
1.StartWhereYouAre
2.CreateaShared&VisualUnderstanding
3.ImproveEvolutionary source:https://goo.gl/0cNfvq
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Processes&Tools
ForHighEfficiencyKanbanSystems
ResourceEfficiency
Punctualimprovements
Principles&Mindsets
FlowEfficiency
ContinuousInnovation
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FlowEfficiency:TheoryofConstraints
1.Reduceintake 2.Fixbottleneck3.Increaseintake 4.Fixnext
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FlowoverBatchProcessing ARSAGILIS
Metrics:LeadTimeTest
Ready
FF FF FF F
E
I
G
D
Pull
Cycle TimeM
IdeasDev
Ready5
Ongoing
Development Testing
Done3 35
UATReleaseReady
∞ ∞
Theclockstartstickingwhenweacceptthecustomersorder,notwhenitisplaced!
Untilthencustomerordersaremerelyavailableoptions
Kanbansystemleadtimeendswhentheitemreachesthefirst
∞ queue
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Histogram ARSAGILIS
SLAexpectationof16dayswith85%on-time
SLAexpectationof23dayswith95%on-timeSLAexpectationof
12dayswith70%on-time
SERVICELEVELAGREEMENTS
05
1015
5 10 15 20 25 30 40 45 55 65More
LeadTime(Days)
ServiceA
Frequency0
102030
LeadTimeinDays
ServiceB
Frequency
Mean17days Mean12days
Median~9days Median~9days
85%15days
98%30days
85%~40days
98%70+days
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ProjectManagersFocusonRisks
E
D
FF FML
PF
G
IdeasDev
Ready5
Ongoing
Development Testing
Done3 3
TestReady
5UAT
ReleaseReady
∞ ∞
12
34
Defect
BlockingIssue
Managersmustdevelopacapabilityfor…
issuemanagement,riskidentification,rootcauseanalysis,riskreduction&
mitigation
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RiskManagement&LeadTime
85thpercentile
mean
RisksoftencauselongleadtimesIdentifyrisks,theirlikelihood&impact
(delaythatextendsleadtime).
Eliminatingrisksorreducingtheirimpacttrimsthetailonthedistribution.
Trimmingthetailmovesthemeantotheleft,increasingdeliveryrate!
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Processes&Tools
ForHighEfficiencyKanbanSystems
ResourceEfficiency
Punctualimprovements
Principles&Mindsets
FlowEfficiency
ContinuousInnovation
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MonthlyRiskReviewKata/Meeting
Monthly Risk Review Kata
‣ Harvest blocker tickets over a 1 month period
‣ Cluster blockers based on the stories behind the delay
‣ Each cluster represents a risk
‣ Identify Likelihood & Impact
‣ Root Cause Analysis
‣ Reduction & Mitigation actions
http://www.klausleopold.com/2013/09/blocker-clusters-problems-are-not.html
MonthlyRiskReviewKata
• Harvestblockerticketsovera1monthperiod
• Clusterblockersbasedonthestoriesbehindthedelay
• Eachclusterrepresentsarisk
• IdentifyLikelihood&Impact
• RootCauseAnalysis
• Reduction&Mitigationactions
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Improvements
Think Do
Check
Continuousimprovement
Think Do
Done
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SCALINGUPFORLARGEPROJECTS
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Example ARSAGILIS
Example
ColumnWIPLimits
ClinicalValidationTesting,Deployment,P.O.Acceptance
Allaresharedservicesacross3dev teams
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Forecasts&Planning
Don’tAnswer:“HowLongWill
ItTake?”
Ask:“WhenDoYouNeedItFor?”
And:“Whatisthecostofdelay?”
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Forecasts
User stories /
requirement
17 24
mean22
Requirement# #ofUserStories34 1753 2461 14103 15151 20187 18209 18
UseStatisticalMethods&Probabilistic
Forecasting
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Itgetsmoreadvanced
Use
LeadTime&Little’sLaw
forportfolioplanning
Probabilisticforecasting
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ExamplesofForecasts
TheBigGapIsInTheMindset
source:http://goo.gl/lexe3b
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QuestionTime…
Puzzled?Questions?Comments?
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