kanban at polopoly
DESCRIPTION
Presentation from agila sverige 2008 on how we uses Kanban to manage 3:rd line support.TRANSCRIPT
ksse@polopoly
How we re-did the despair section to a task force team
Polopoly – Web Content Management
Polopoly – the enterprise
Software product company
Enterprise web content management
Demanding customers: DN, Expressen, SVT, NRK, SJ...
Product development
Support
Professional services
Started Scrum-ing 2008
Problem with Scrum
"No Interference, No Intruders, No Peddlers - No person outside the team can change the scope or nature of
the work the team is doing during the sprint" (Schwaber & Beedle)
Scrum – the dome
The team commit builds on trust
A closed door politics
A Scruming team can only respond to external changes between sprints: the door is only opened every fortnight
All is not calm outside
Things happens all the time
Bugs in released software
Difficult support questions
Projects needing help
A lot of despair
What to do?
As a ScrumMaster you should protect the team(s).
What to do when you can not handle all the panic yourself?
We wanted to create a taskforce team: T3
To Serve and Protect
Requirements
Always ready to serve
Small stories handled one at a time
JIT planning
Protect the other teams
Staffed from different departments (doing service)
Constantly learning and self-organizing
But it could not be Scrum. No batch and deliver at all
We had to find another model/process
The Toyota Way: Teams
From Scrum to Lean - looking at Toyota
Sort of like a plant at Toyta
One vehicle at a time
Signaling needs for an item with a kanban system
The Scrum board becomes a signaling system for JIT planing and delivery
Kanban
KSSE
We found a small bunch of people working with defining a process like this for software engineering
Kanban System for Software Engineering
Kanban System for Sustaining Engineering
Focus: Use the visual signaling system as an engine to drive the process
Kanban properties (infoq)
Physical: It is a physical card. It can be held in the hand, moved, and put into or onto something.
Limits WIP: It limits WIP (Work-In-Process), i.e. prevents overproduction.
Continuous Flow: It notifies needs of production before the store runs out of stock.
Pull: The downstream process pulls items from the upstream process.
Self-Directing: It has all information on what to do and makes production autonomous in a non-centralized manner and without micro-management.
Visual: It is stacked or posted to show the current status and progress, visually.
Signal: Its visual status signals the next withdrawal or production actions.
Kaizen: Visual process flow informs and stimulates Kaizen.
Attached: It is attached to and moves with physical parts supplied.
T3 kanban board7
queuesmax 12 tp
To be planned
WorkIn
Process
Work In Wait State
Done
DOD:ed this week
Emerg-ency slot
Story card
T3 wiki (DOD)
Takt
We still have a daily Scrum to go through last days work and speak about what is coming
We have a retrospective every week to get a feeling of closure often
TODO
Measure Cykle time better
Better work with impediments
Probably more ... inspect and adapt
Read more...
•http://del.icio.us/peter.antman/kanban