kanban i praksis hos maersk line
TRANSCRIPT
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Kanban in Maersk Line
Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012
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Tokyo Imperial Garden
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Toyota Kanban
• WIP kontrol• Pull vs Push
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Kanban in Maersk Line
Ingar Jentoftsen and Morten Ulrik Sørensen15th May 2012
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Under Maersk Lines paraplystrategi - streamLINE - er der i værksat en række initiativer, der sikre at rederiet bliver endnu mere konkurrencedygtige gennem industriens bedste leveringssikkerhed, fortsatte CO2-reducerende initiativer og sidste men ikke mindst ved at sætte kunden i fokus, oplyser Eivind Kolding til Klaus Lund & Partneres nyhedsbrev.
X-Leap er Maersk Lines største og vigtigste af disse programmer.
Formålet er at gøre det ligeså enkelt at booke en container hos os som en bog hos Amazon.com
X-leap: The goal
Source: http://epn.dk/brancher/transport/skib/article2069838.ece
Maersk Line CEO
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Agile Project
Agile
ScrumXP
Lean
Kanban
?
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4 co-located teamsDaily team stand-upsDaily Scrum of Scrums
Sprints of 3 weeksRelease after 2 sprints
Traditional SCRUM boardA story backlog per teamSprint level stories
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Still Challenges
• Variation in the number of stories we delivered in each release
• Increasing number of unfinished features• Our metrics indicated an increase in the effort (number of
story points) we delivered in each release, but we got less functionality
• Uneven load on the individual team members
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Needed improvements
• We needed to focus on completing functionality that would deliver value
• We needed to deliver value to our sponsors in each release• We needed to be more predictable • We needed to better utilize the full team capacity
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Visualize the Workflow
• Map the existing development process in the team• Identify value adding activities, hand-over point, and queues• Visualize the workflow on the team’s board (Kanban Board)
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Visualize the Workflow
To Do InPrep.
In Development Waiting forDeployment
VerificationReady Tested
Done
To Do In Progress Done
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Limit Work in Progress
• Feature (stories) that has independent value and can be release
• Commit to deliver a complete feature• Focus the team on completing work already started• Focus on what is left to do, rather than what we have done• Collaboration • Pair Programming• Grow T-Shaped people
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Limit Work in Progress
U R G E N T
To Do InPrep.
In Development Waiting forDeployment
VerificationReady Tested
Done
To Do In Progress Done
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Make Process Policies Explicit
• Agree on policies regarding• Definition of Done
• Workflow
• Work in Progress limits
• Acceptance and Sign-Off
• Prioritization
• Make polices visible on the board
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Make Process Policies Explicit
U R G E N T
To Do InPrep.
In Development Waiting forDeployment
VerificationReady Tested
Done
To Do In Progress Done
Policies
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Measure and Manage the Flow
• Identify metrics That are meaningful for the team• How are we performing?
• Are we happy with our performance?
• How do we like to perform in the next release?
• Make the metrics visible on the board• Use the metrics and data as input to discussions on how the
team can improve - retrospectives
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Metrics
• Value Delivered• Number of features delivered
• Number of value points delivered
• Cycle Time• Number of working days per feature
• Number of working days over Story Size
• Quality• Number of defects
• Time to fix (Cycle Time)
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Performance
K1_1 K1_7 K2_3 K2_9 K3_5 L1_1 L1_7 L2_3 L2_9 L3_5 M1_1 M1_7 M2_3 M2_9 M3_5N1_-2N1_5 N2_1 N2_7 N3_3 N3_90
20
40
60
80
100
120
Done Development Grooming Backlog
Num
ber
of
Sto
ries
Karpo Lycos Metis Nike
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Feature Cycle Time Icarus 3 – Nike 3
Icar
us 3
Jupite
r 1
Jupite
r 2
Jupite
r 3
Karp
o 1
Karp
o 2
Karp
o 3
Karp
o 3*
Lyco
s 1
Lyco
s 2
Lyco
s 3
Met
is 1
Met
is 2
Met
is 3
Nike 1
Nike 2
Nike 3
0
10
20
30
40
50
60
70
80
90
Average
Sprints
Num
ber
of
Work
ing D
ays
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Delivery vs. Commitment Date
Series1
-15
-10
-5
0
5
10
15
Committed
Days
Late
Days
Earl
y
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Cycle Time / Size
0 50 100 150 200 250 3000.00
0.50
1.00
1.50
2.00
2.50
Size
Cycl
e T
ime /
Siz
e
0-20p 21-50p 51-100p 101p -
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Continuously Improve
• Keep improving the team’s process and flow through regular team retrospectives
• Keep improving the project’s process and flow through regular project retrospectives
• Keep improving and adapting the Kanban boards to support the processes
• Experiment within the team and across the project
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Continuously Improve
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Scaling
• Alignment through daily stand-ups• Project Kanban board• Focus on flow of features• Focus on project deliveries• Focus on collaboration across teams• Focus on removing impediments
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Make Process Policies Explicit
Feature Queue Teams Grooming In DevelopmentTechniucal Queue
Done
Feature Technical Defects
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Tracking Cycle Time
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Back Up Slides
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X-leap: Value stream analysis for a feature
X-leap: Root cause analysis for why hardening phase takes so long