LKCE14 Kanban at Scale, Scaling Kanban

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Dr. Klaus Leopold web: www.LEANability.com blog: www.klausleopold.com mail: [email protected] twitter: @klausleopold Kanban at Scale Lean Kanban Central Europe Conference, November 2014, Hamburg, DE

description

Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people. The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable. In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.

Transcript of LKCE14 Kanban at Scale, Scaling Kanban

Page 1: LKCE14 Kanban at Scale, Scaling Kanban

Dr. Klaus Leopoldweb: www.LEANability.comblog: www.klausleopold.commail: [email protected]: @klausleopold

Kanban at ScaleLean Kanban Central Europe Conference, November 2014, Hamburg, DE

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www.LEANability.com@klausleopold

What’s the problem?Why is agility at scale difficult?

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www.LEANability.com@klausleopold

Common Misconceptions

• “In an agile organization, all teams use agile methods.”- Optimize value generation and not team performance- Focus on interactions

• “You just need to strictly follow the method.”- World is too complex to not adapt to your specific

situation.- You need an individual working system which adapts to

your specific situation.

• “Teams just need a strong vision and empowerment.”- Lean/Agile is a cultural change and you cannot “install” a

culture- It’s a process which requires leadership skills

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Team

Dynamic Systems Development Method

ScrumKanbanExtreme

Programming

Adaptive Software Development

Agile Unified Process

CrystalFeature Driven Development

Lean Software Development

Scrum-ban

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Team

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Team

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An organization is not a container of

independent teams!!

Organizations are living social systems!

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customer wish: write a love letter

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The performance of a system is not

the sum of its parts.

It’S the product of its interactions.

— Russell Ackoff

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Common Misconceptions

• “In an agile organization, all teams use agile methods.”- Optimize value creation and not team

performance- Focus on interactions and not individual parts

• “You just need to strictly follow the method.”- World is too complex to not adapt to your specific

situation.- You need an individual working system which

adapts to your specific situation.

Page 10: LKCE14 Kanban at Scale, Scaling Kanban

www.LEANability.com@klausleopold

Common Misconceptions

• “In an agile organization, all teams use agile methods.”- Optimize value creation and not team

performance- Focus on interactions and not individual parts

• “You just need to follow the method.”- World is too complex to not adapt to your specific

situation.- You need an individual working system which

adapts to your specific situation.

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www.LEANability.com@klausleopold

Common Misconceptions

• “In an agile organization, all teams use agile methods.”- Optimize value creation and not team

performance- Focus on interactions and not individual parts

• “You just need to follow the method.”- If you apply another one’s solution to your problem

don’t be surprised if the solution does not solve your problem!

- You need an individual working system which adapts to your specific situation.

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www.LEANability.com@klausleopold

Common Misconceptions

• “In an agile organization, all teams use agile methods.”- Optimize value creation and not team

performance- Focus on interactions and not individual parts

• “You just need to follow the method.”- If you apply another one’s solution to your problem

don’t be surprised if the solution does not solve your problem!

- You need an individual working system which adapts to your specific situation.

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www.LEANability.com@klausleopold

What could be a solution?

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We need a working environment,

which is created by active leaders

instead of lazy administrators who

only ask for best practices.

We need a working environment, which continuously adapts to reality instead of trying to fit a blueprint.

We need a working environment,

which optimizes for value creation

instead of optimizing organizational

structures (like e.g. teams).

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Principles1. Start with what you do now2. Agree to pursue evolutionary change3. Initially, respect existing roles, responsibilities and job titles4. Encourage leadership on all levels in the organization

Practices1. Visualize2. Limit work in progress (WIP)

3. Manage flow4. Make policies explicit

5. Implement feedback loops

6. Improve collaboratively, evolve experimentally

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Scalability in Kanban simply

means doing real Kanban at any

scale in your organization!

I don’t know how each and every company on this planet

works most effectively! But we can figure it out!

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Example: Kanban at Scale

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SW Development Program

• SW development program, ~200 people- program management

- 1 PRM, 5 PMs- 1 solution team

- 8 business and marketing representatives- 5 business analysts, 3 architects

- 10 dev teams, ~110 people- 4 Web teams, 2 iPhone teams, 1 Android team,

1 Shop team, 2 backend teams- 3 QA teams, ~35 people- 2 OPS teams, ~25 people

• Main dissatisfactions:- Bad coordination of the whole program

WHAT WOULD YOU DO?

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1. FOCUS ON VALUE CREATION —> How are you creating value? —-> What are your services?

2. FIGURE OUT WHOM YOU NEED —> teams, departments, etc.—-> it’s not about local optima

START AS BROAD AS YOU CAN

—> Use the leverage if you can!

—-> PROGRAM in this example

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Build a hierarchy-bridging and cross-functional change team.

program manager,

project manager(s),

team delegates

build a Kanban system together

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concretize idea define B-epics

split epics, develop & test

integrate & test

run user acc. tests

roll-out

rough idea

prog. version

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define B-epics

split epics, develop & test

integrate & test

business & marketing

2 ops team

10 dev teams

run user acc. tests

roll-out

5 BAs & 3 Arch

prog. version

concretize idea

rough idea

3 QA teams

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idea

doing approved doing done

(32) concretize

idea

(24) define B-epics

in development

(8) review B-epics

(16) ready for dev

rejected Shop (2)

Web (8)

Android (2)

iPhone (4)

(∞) ready for int

(4) int & test

(2) UAT

(2) ready to roll

(1) roll out

DONE(4)

NEXT

epic program version

integration train Monday

release train Wednesday

Backend (2)

Kanban on program level

doing done doing done

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idea

doing approved doing done

(32) concretize

idea

(24) define B-epics

in development

(8) review B-epics

(16) ready for dev

rejected Shop (2)

Web (8)

Android (2)

iPhone (4)

(∞) ready for int

(4) int & test

(2) UAT

(2) ready to roll

(1) roll out

DONE(4)

NEXT

epic program version

integration train Monday

release train Wednesday

Backend (2)

Kanban on program level

doing done doing done

There are no recipes and blueprints in KANBAN.

UNDERSTAND what you’re doing and IMPROVE!

This is just an EXAMPLE

and NOT the

KANBAN blueprint!!

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It’s not “mandatory” that (all) teams do KANBAN!!

LET TEAMS PULL CHANGE!

We only started

KANBAN on program level

That’s also a perfect way to organize work for multiple SCRUM teams

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user story

< 1d

(10) develop

(∞) int. test

(∞) UAT

(1) waiting 4 EPIC

epic program version

(2) define

User Stories

(16) Pool of

User Stories

< 2d

< 5d

(4) NEXT

(1) review

epic

READY 2 ROLL

Kanban on team level 1 analyst, 8 developers, 3 test specialists

This part of the board is POTENTIAL DEMAND

for the team!

Epic 1 + User Stories

Epic 2 + User Stories

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Coordination

• Program stand-up, twice per week- 2 program management delegates- 3 delegates from the solution team- 5 delegates from the dev teams- 3 delegates from the QA teams- 1 delegate from the OPS teams

• Team stand-ups- Dev teams, daily- QA teams, twice per week- OPS teams, twice per week

• Improvement meetings- each Dev, QA, and OPS team, 2-weekly to 4-weekly cadence- Program retro, monthly cadence- cross-team retro, 3-monthly cadence

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Kanban is scale-free:

Simply apply Kanban

principles & practices

at any scale in your

organization.

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When to Scale?

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you might discover a problem where scaling

is a solution

We wouldn’t call it scaling. It just means that you’re doing

proper Kanban!

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AggregateAggregate multiple systems into a single systems.

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(3) READY 4 DEV

(4) FRONTEND Process

(2) READY 2

INTEGRATE

(3) WAITING 4 Backend

FRONTEND Development

BACKEND Development

(3) READY 4 DEV

(4) BACKEND Process

(2) READY 2

INTEGRATE

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ANDFRONTEND Development

BACKEND Development

(5) READY 4 DEV

(8) DEVELOPMENT Process

(2) READY 2

INTEGRATE

Aggregated services improve liquidity of flow

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Connect ServicesJoin disconnected systems by limiting unlimited

queues/buffers between systems.

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develop integrate

(3) READY 2 DEVELOP

(10) DEVELOPMENT

PROCESS

(∞) READY 2

INTEGRATE

(4) INTEGRATION

PROCESS

(∞) READY 2 ROLL OUT

(2) READY 2

INTEGRATE

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develop integratebiz analyze roll outmarketing

(3) READY 2 DEVELOP

(10) DEVELOPMENT

PROCESSREADY 2

INTEGRATE

(3)

Scale out in a service-oriented

fashion!!

READY 2 INTEGRATE

(4) INTEGRATION

PROCESS

(∞) READY 2 ROLL OUT

READY 2 INTEGRATE

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TAKE AWAYS *KANBAN is a scale-free approach.

It does not not scale.

* Scaling KANBAN means doing more

“real” KANBAN - improving!

* Scale/improve in a service-oriented fashion: -aggregate services to improve

liquidity of flow -connect unlimited buffers to

larger services

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