agile management and scrum - crisp · scrum (9) kanban (3) do whatever (0) rup (120+) •...
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9 years software dev
Acting CTO
Who am I?
Coach
Help IT companies stay competitive
Entrepreneur
Extreme Solutions
Bizplant
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Engineer
mattias.skarin@crisp.se
+46 733 66 88 08
Book: ”Kanban and Scrum –making the most of both”
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Who should you help first?
2010-06-17
Mattias Skarin 6
Business analyst
CEO – New strategy
Other teams
New deals
Testers
???
.. ”it depends”
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Kanban principles
1. Visualize workflow
2. Limit Work In Progress
3. Measure and manage flow
4. Make process policies explicit
5. Use models to recognize improvement possibilities
2010-06-17
Mattias Skarin 8
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Kanban in SW development
Henrik Kniberg
Backlog Dev Done
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UAT Deploy5 3 2 3
FLOW Avg lead time: days 12
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Pioneered byDavid Anderson
in 2004
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Start from where you are
2010-06-17
Mattias Skarin 10
ArchitectureBusiness
NeedDev intern.
Func.test
Dev outsourced
System test
Drift
Architecture Dev. Func. test
Systemtest
Req.
Intern
Outsourc.
Prod Done
Flöde
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Optimize the whole
Henrik Kniberg
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DaveJoe Lisa
Dave
Joe
Lisa
January February March April May June July
6 months
3 months
Done!
Done!
We’re alot faster!
I’m a bitslower
We’re slow!
I’m fast!
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We can allow both specialists & generalists
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Backlog Design
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Fold Tape
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Trim Draw
3 2 2 1 4 3
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More prescriptive More adaptive
Process tools
Henrik Kniberg
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XP(13)
Scrum(9)
Kanban(3)
Do Whatever(0)
RUP(120+)
• Architecture Reviewer• Business Designer
• Business-Model Reviewer• Business-Process Analyst
• Capsule Designer• Change Control Manager
• Code Reviewer• Configuration Manager
• Course Developer• Database Designer
• Deployment Manager• Design Reviewer
• Designer• Graphic Artist• Implementer• Integrator
• Process Engineer• Project Manager• Project Reviewer
• Requirements Reviewer• Requirements Specifier
• Software Architect• Stakeholder
• System Administrator• System Analyst• Technical Writer
• Test Analyst• Test Designer• Test Manager
• Tester• Tool Specialist
• User-Interface Designer• Architectural analysis
• Assess Viability of architectural proof-of-concept
• Capsule design• Class design
• Construct architectural proof-of-concept
• Database design• Describe distribution
• Describe the run-time architecture• Design test packages and classes
• Develop design guidelines• Develop programming guidelines
• Identify design elements• Identify design mechanisms• Incorporate design elements
• Prioritize use cases• Review the architecture
• Review the design• Structure the implementation
model• Subsystem design• Use-case analysis• Use-case design• Analysis model
• Architectural proof-of-concept• Bill of materials
• Business architecture document• Business case
• Business glossary• Business modeling guidelines
• Business object model• Business rules
• Business use case
• Whole team• Coding standard
• TDD• Collective ownership
• Customer tests• Pair programming
• Refactoring• Planning game
• Continuous integration• Simple design
• Sustainable pace• Metaphor
• Small releases
• Scrum Master• Product Owner
• Team• Sprint planning meeting
• Daily Scrum• Sprint review
• Product backlogt• Sprint backlog
• BUrndown chart
• Visualize the workflow• Limit WIP
• Measure and optimize lead time
Miyamoto Musashi17th century samurai
Do not develop an attachmentto any one weapon
or any one school of fighting
• Business use case realization• Business use-case model
• Business vision• Change request
• Configuration audit findings• Configuration management plan
• Data model• Deployment model• Deployment plan• Design guidelines
• Design model• Development case
• Development-organization assessment
• End-user support mateirla• Glossary
• Implementation model• Installation artifacts
• Integration build plan• Issues list
• Iteration assessment• Iteration plan
• Manual styleguide• Programming guidelines• Quality assurance plan• Reference architecture
• Release notes• Requirements attributes
• Requirementsmanagement plan
• Review record• Risk list
• Risk management plan• Software architecture
document• Software development
plan• Software requirements
specification• Stakeholder requests• Status assessment
• Supplementary business specification
• Supplementary specification• Target organization assessment
• Test automation architecture• Test cases
• Test environment configuration• Test evaluation summary
• Test guidelines• Test ideas list
• Test interface specification• Test plan• Test suite
• Tool guidelines• Training materials• Use case model
• Use case package• Use-case modeling guidelines
• Use-case realization• Use-case storyboard
• User-interface guidelines• User-interface prototype
• Vision• Work order
• Workload analysis model
Henrik Kniberg, 2009
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Kanban principles
1. Visualize workflow
2. Limit Work In Progress
3. Measure and manage flow
4. Make process policies explicit
5. Use models to recognize improvement possibilities
2010-06-17
Mattias Skarin 16
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Making process policies explicit
2010-06-17
Mattias Skarin 17
Examples:• Definition of done• Work in progress limits• Branch policies
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Kanban principles
1. Visualize workflow
2. Limit Work In Progress
3. Measure and manage flow
4. Make process policies explicitUse models to recognize improvement possibilities
2010-06-17
Mattias Skarin 19
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Kanban principles
1. Visualize workflow
2. Limit Work In Progress
3. Measure and manage flow
4. Make process policies explicit
5. Use models to recognize improvement possibilities
2010-06-17
Mattias Skarin 20
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Quality chain effects
Henrik Kniberg
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Failure demand
Value demand
Defects per unit of valued work
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Value demand
I want to order... Where is my order?
Failure demand
Demand caused by failure to do something right for the customer
A demand from which there is no hope of making money
..I need... ..you didn’t...
Demand for service from customers
Examples
I want to be able to... It doesn’t work!
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Real world example
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
Value demand
Failure Demand
Average 28 %
2010-06-17
Mattias Skarin 23
Data development team 2009
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Improve upstream quality
2010-06-17
Mattias Skarin 24
Team A
Team B
Add training• Stop half finished work
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Theory of constraints
1. Make the goal of the system explicit
2. Find the constraint
3. Exploit
4. Subordinate
5. Elevate
2010-06-17
Mattias Skarin 25
These are free!
The five focusing steps:
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How to spot your bottleneck
Next Dev
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Test Deploy
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Integrate
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• Busy at bottleneck• Slack downstream• Queue upstream
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1- Exploit the constraint
Make sure bottleneck operates at full capacity
Remove non productive work (task switching)
Careful prioritize what the bottneck works on
Ensure there is always something to work on (not idle)
Ensure it has high quality input
2010-06-17
Mattias Skarin 27
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2- Subordinate
There is always slack around the bottleneck
Use it to take away work of the bottleneck
Train people to do bottleneck work
Let them fix defects
Make the system march the pace of the bottleneck
2010-06-17
Mattias Skarin 28
Here Here
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3- Elevate
Invest time and resources to improve the performance of the bottleneck
2010-06-17
Mattias Skarin 29
Hint: Better tools before more people!
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The bottleneck game
2010-06-17
Mattias Skarin 30
I’m not a bottleneck, I’m a free man!
Source:Pascal Van CauwenberghePortia Tung
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Expand your toolkit!www.crisp.se/utbildning
Henrik Kniberg
Kanban Coach CampNov 10-11
David Anderson & Mattias Skarin
Kanban AppliedSept 27-29
Henrik Kniberg & Mattias Skarin
Kanban starting points on the web:http://www.crisp.se/kanban
http://www.limitedwipsociety.com
Leading LeanSoftware Development
Sept 4-5
Tom & Mary Poppendieck & Henrik Kniberg
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Thanks for listening!
2010-06-17
Mattias Skarin 32
mattias.skarin@crisp.se
Blog:
http://blog.crisp.se/mattiasskarin
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