ars agilis agile pm - scrum · • michael is a lean & agile coach with over 15 years of...

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

michael_chik@mckinsey.com

@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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GoAndBeARockStar!

STAYINTOUCH!michael_chik@mckinsey.com

@arsagilis

casmaron

linkedin.com/in/michaelchik

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