sustainable quality at warp speed
DESCRIPTION
Businesses demand high levels of product quality, development productivity, planning reliability, employee satisfaction, and customer loyalty. And yet, people and organizations often ignore all those goals and focus on building systems with as many features as possible delivered by a specific due date. When the work is complete, retrospectives surface the dissatisfaction concerning missed dates, poor quality, technical debt, and more. Richard Hensley describes his last three years at McKesson, where they have delivered 103 production releases with no significant defects, fulfilled sixteen multi-million dollar contracts, maintained high employee morale, and trained 5,000 users. Employing the Kanban approach for change management, McKesson implemented new tools selected from RUP, XP, Scrum, and lean—daily focused planning, stand-up meetings, retrospectives, TDD, information radiators, user stories, etc. They automated anything they could and measured everything possible. Most importantly, though, they developed a culture that puts quality and continuous improvement at the forefront. Richard outlines the ideas behind McKesson’s cultural and delivery success, and describes how their approaches can work in your business.TRANSCRIPT
Sustainable Quality@Warp Speed
Richard Hensley – McKesson [email protected]
“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?
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Questions
What do I want you to get?
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Business and Technology can co-create peacefully.
No Silver Bullet Discipline Flexibility
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Hard Work
Are you willing to think differently about the tools and practices you use in your business
today?
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Thinking
What is the case study?
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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
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• 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
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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
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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
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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
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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
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How did we do it?
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Quality
Satisfied Staff
Productivity
Satisfied Customer
s
Success
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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
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PlanningUse Data in
Planning
Trusted Data
Common Language
Producer Consumer
Transparent Reporting
Ignoring Past Trends
Over Committing
Unreliable Data
Publishing too Soon
Deferring Publishing
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What is a plan for you?
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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
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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?
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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!
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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?
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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?
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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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DialogueWhat do you want to know that I didn’t cover?
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Richard Hensley – McKesson Corp◦ AVP Process◦ Technical Fellow Emeritus
[email protected] [email protected] http://www.linkedin.com/in/richardhensley
Contact
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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