Lean Kanban to Lean Business
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Our Product • Network Management domain • Windows-based specialized hardware (“Appliances”) • Installed in data centers for traffic monitoring, analysis
and network troubleshooting • but not generally on production network
• Typical users are technical folks – CIO, Network Manager, Network Engineers
• Selling cycles typically align with quarterly or annual budget cycles
• Many sales require implementing customer specials
Old Process, circa 2003 • Customer Bugs prioritized based on multiple business parameters,
including (partial list) - • Severity • Impact on Revenue, Volume, Competitive, etc. • Case age
• PMO would prepare Maintenance Release Plan of Record (MR POR) and get buy-in for various types of MRs - • Service Packs – bunch up ~50-60 bugs typically every quarter • Hot Fixes – 1-2 high-urgency bugs that can’t wait until next SP • Patches – workaround for customer-specific issues
• SPs would have • Above The Line (ATL) requirements – must fix • Below The Line (BTL) requirements – fix if time permits
Problems with Old Process • Dev team had no bandwidth to take on maintenance releases • Huge pile of customer escalations without “home” • Compounded by high incoming field rate • Low closure rate (largely due to no dedicated resources) • Large wait for customers to get bug fixes • Tech Support often tasked team directly and broke the process • Hot fixes not always available to all customers • Sometimes, a new bug fix might break a hot fix • If a hot fix failed in the field, rollbacks would be very difficult • Difficult to estimate time to resolve a bug and give an ETA • High-priority bugs could arrive at any time • Customer specials could arrive anytime with top priority • High internal rejection rate of bug fixes by Tech Support
New Process, 2004-05
Dedicated Customer Sustaining
Team
New “Cumulative
Hot Fix” process
Improved collaboration
with all stakeholders
Product C
Product D
Protocols
Device Drivers
Backend
Product B
GUI
Product A
Our Kanban Process in action…
PMO
CST Manager
QA Team
Dev Team = 15
WIP = 15
WIP = 2
WIP = 1wk
WIP = 1wk
Tech Support Que
ue = 0
Queue = Infinite
Process improvement…the beginnings…
Cumulative Hot Fix Process
Weekly Build Process
So, what is happening? • Though not an originally stated vision or goal, the “Work in
Progress” (WIP) is being limited to # of team members • At any time, one developer is assigned only one piece of
work, thereby achieving “One-Piece Flow” • New work is only assigned when current work is
completed (or cancelled/stalled), and a team member is available
• No wait state or switching costs at an individual level • Smaller lead time for bugs (in contract to lead time for SP) • The process is allowing ‘continuous deployment’ of each of
the hot fixes – even though it is only being practiced in a limited manner
• Finally, the flexibility gained is not a zero-sum game – there is no penalty on performance in rest of the process
Did this move the needle?
• Bugs addressed each quarter • Quality of bug fixes • “Homes” for bugs • Total bugs open • Open days open • People motivation
From SPs to Cumulative Hot Fixes Maintenance Releases (Service Packs, Patches, Hot Fixes)
Q3 2003 Through Q4 2006 (Fiscal Year)
0 2 3 4 4 4 4 2 2 2 1 2 3 15 2 1
5 3 1 00 1 0 0 0
10
28
11
16 18 20
62
28 2726 26 24
28
21
100
92
87
96
8892
85
80
97 9693
100
9491
7
1215
25 25 25
30 3028 27 26
32
22
66
0
10
20
30
40
50
60
70
Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 05 Q2 06 Q3 06 Q4 060
10
20
30
40
50
60
70
80
90
100
Service Packs Patches Hot Fixes % Successful
Percentage of released Maintenance Releases (Service Packs, Patches, Hots Fixes) that addressed customer reported
Total Maintenance Releases (Service Packs, Patches, Hot Fixes) for this quarter.
ServicePacks
Patches
Hot Fixes
Increase in bugs with “homes”
Customer Direct and Indirect % w/Homes - HistoricalWeek Ending February 03, 2006
55
46 45 47 44 45 45 44
5552 54 56
35
4539 38 41
5146
31
40 40
5963 60 61 61
68 6974 72 69 69
55
73
61
53565548
54 5552 51 51 51 50 49
54 55
47 47
1115 18 16
4753 55
43 42 43
7582
76 76 7582 83 82 81
71 7265
8782
7580
55
4751 51 50 48 48 48 48 48
53 54 51 51
2127 27 25
44
52 51
43 41 42
6772
68 69 6875 76 78 76
70 71
60
80
7164
68
44 47
0
10
20
30
40
50
60
70
80
90
100
5/6/200
5
5/13/2
005
5/20/2
005
5/27/2
005
6/3/200
5
6/10/2
005
6/17/2
005
6/24/2
005
7/1/200
5
7/8/200
5
7/15/2
005
7/22/2
005
7/29/2
005
8/5/200
5
8/12/2
005
8/19/2
005
8/26/2
005
9/2/200
5
9/9/200
5
9/16/2
005
9/23/2
005
9/30/2
005
10/7/
2005
10/14
/2005
10/21
/2005
10/28
/2005
11/4/
2005
11/11
/2005
11/18
/2005
11/25
/2005
12/2/
2005
12/9/
2005
12/16
/2005
12/23
/2005
12/30
/2005
1/6/200
6
1/13/2
006
1/20/2
006
1/27/2
006
2/3/200
6
Direct Indirect Goal (80% w/Homes) Combined
Percent with Releases Identified: 56% (Driect), 80% Indirect, 68% (Combined)
Total Bugs Open Severity Across Products (Historical)
Week Ending March 31, 2006
222
191
243
213
224230
236
201199
210211
196197195
161
147146146146
132
122
131
121127
111
127125
148150
65605857
5357
626466676768
71747575
6866
4947465049495052
606369707069
747368
61605555
47495149
4435383233323435
36
0
10
20
30
40
50
60
70
80
90
100
110
120
130
31-Dec-03
01-Oct-04
29-Oct-04
19-Nov-04
10-Dec-04
31-Dec-04
21-Jan-05
11-Feb-05
04-Mar-05
25-Mar-05
15-Apr-05
06-May-05
27-May-05
17-Jun-05
08-Jul-05
29-Jul-05
19-Aug-05
09-Sep-05
30-Sep-05
21-Oct-05
11-Nov-05
02-Dec-05
23-Dec-05
13-Jan-06
03-Feb-06
24-Feb-06
17-Mar-06
0
20
40
60
80
100
120
140
160
180
200
220
240
260
Total Severity 1 Severity 2 Severity 3 Severity 4 Severity 5
Average Days Open Severity: Average Days By Severity (Historical)
Week Ending March 31, 2006
203
155
136
244242246246244248
234235226223
232
244
260268275275
299
232
201210207
179
165172
156162
180
168163156152
147142132135
139143148
140144147146144
155
135145
152148
157156156149
133
144140
144147154155157
163166
177179183182
164162165
154146
141149
123117
134134
123
0
25
50
75
100
125
150
175
200
225
250
275
300
325
350
375
400
425
450
475
500
31-Dec-03
01-Oct-04
29-Oct-04
19-Nov-04
10-Dec-04
31-Dec-04
21-Jan-05
11-Feb-05
04-Mar-05
25-Mar-05
15-Apr-05
06-May-05
27-May-05
17-Jun-05
08-Jul-05
29-Jul-05
19-Aug-05
09-Sep-05
30-Sep-05
21-Oct-05
11-Nov-05
02-Dec-05
23-Dec-05
13-Jan-06
03-Feb-06
24-Feb-06
17-Mar-06
0
25
50
75
100
125
150
175
200
225
250
275
300
Avg Days Open Severity 1 Severity 2 Severity 3 Severity 4 Severity 5
People motivation
12 12 12 12 12 10 10 10
4 4 4 4 4 6 6 6
16 16 16 16 16 16 16 16 16 16 16 16
0 2 4 6 8
10 12 14 16 18
Resource Staffing
Sustaining Mainline Approved Headcount
• Started with 16 people dev team • We had zero attrition in the team • Once the backlog started coming down, engineers were ramped
off the team to do new features • Eventually dismantled the team and rolled-up engineers into dev
teams when backlog came down to single digits
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