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KFC Development

KFC Development. Karl Scotland. KFC Development. Kanban Controlling the Workflow Flow The Work in the System Cadence Commitment & Reliability. Kanban. Controlling the Workflow.

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KFC Development

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  1. KFC Development Karl Scotland

  2. KFC Development • Kanban • Controlling the Workflow • Flow • The Work in the System • Cadence • Commitment & Reliability

  3. Kanban Controlling the Workflow

  4. Kanban (in kanji 看板 also in katakana カンバン, where kan, 看 カン, means "visual," and ban, 板 バン, means "card" or "board") Definition

  5. Origin “The two pillars of the Toyota production system are just-in-time and automation with a human touch, or autonomation. The tool used to operate the system is kanban.” Taiichi Ohno, Toyota Production System (adopted 1962)

  6. Kanban 101 Work Items … Step 1 Step 2 Step n Done In Process In Process In Process Queue Queue Queue …

  7. Kanban • That’s it • Except for one more important element • Kanban Limits • Queue • WIP

  8. Kanban 101 - Again Work Items … Done Step 2 Step n Step 1 In Process In Process In Process Queue Queue Queue …

  9. Queues / Buffers • Large enough to keep the team busy • Small enough to avoid premature prioritisation • Ideally should be FIFO

  10. Work In Progress • Reduce multi-tasking • Maximize throughput • Enhances teamwork

  11. Multitasking • Reduce Multitasking • 20% time lost to context switching per ‘task’

  12. Multitasking • Reduce Multitasking • Sequential yields results sooner A B C A B C A B C A B C

  13. Throughput • Maximize Throughput • Organizational overhead goes up as work in progress increases Work In Progress Throughput

  14. Total Cycle Time = Number of Things in Process Average Completion Rate Throughput • Little’s Law for Queuing Theory Therefore, to improve cycle time • Improve Average Completion Rate • Reduce Number of Things in Process

  15. Teamwork • Enhances Teamwork • Team focus on goals that add value not individual tasks

  16. Guidelines • Put your name on what you’re working on. • Nothing to work on? • Ask if you can help someone else. • Don’t have the right skills for that? • Find the bottleneck and work to release it. • Don’t have the right skills for that? • Pull in work from the queue. • Can’t starting anything in the queue? • Ask the product owner if there is anything lower priority to start looking at. • They don’t have anything? • Go find other interesting work.

  17. Being Blocked • Other interesting work is • Refactoring • Tool Automation • Personal Development • Innovation • But is NOT • Anything which will create work downstream

  18. WIP Limit Sizes • WIP limit can depend on type of work and size of team • Should be adjusted to achieve maximum flow • # people / 2 ?

  19. Example 0.5 UED 6 Dev 0.5 QA 0.5 SE WorkItems UED/Detail Development Testing Deployment Done In Process In Process In Process In Process But! It’s a whole team responsibility to progress work items Queue Queue Queue Queue Fill Me! Fill Me! Fill Me! Fill Me! Fill Me! Fill Me! Fill Me! Fill Me! Fill Me! Fill Me! Fill Me! Product Manager Prioritizes Fill Me! Fill Me!

  20. Flow The Work in the System

  21. Flow “In lean enterprises, traditional organizational structures give way to new team-oriented organizations which are centred on the flow of value, not on functional expertise.” http://www.poppendieck.com/papers/LeanThinking.pdf

  22. One Piece Flow • Moving one piece at a time between stages in a workflow as opposed to • Moving batches of work between stages in a workflow

  23. Minimal Marketable Features A feature that is minimal because if it was any smaller, it would not be marketable. It is marketable because when released in to production, people would use the feature.

  24. Minimal Marketable Features • Why Minimal Marketable over Maximum Marketable? • Progressive delivery (realize product sooner) • Reduce feature bloat (the core features are the most important) • A feature has a cost to a user (added complexity)

  25. Minimal Marketable Features “I will be able to write an entry in our product blog about this new feature.” Fits the INVEST acronym Independent, Negotiable, Valuable, Estimable, Small, Testable Increases revenue or reduces cost when released

  26. Value Types • Table Stakes • Parity to the competition • Minimum needed to be in the game • Differentiator • Differentiates from the competition • Delights the customer • Spoiler • A competitors differentiator • Raises the bar for parity • Cost Reducer • Reduces cost • Improves the margin

  27. Value • Value flows up Suite - Interrelated products supported by a platform Product - Satisfies a consumer want or need Release - Deploy feature set to satisfy a goal Feature - Smallest unit of customer value

  28. Cadence Commitment and Reliability

  29. Cadence • If the team isn’t estimating or planning with fixed time-boxes, how can it make reliable commitments?

  30. Cadence “A regular cadence, or ‘heartbeat,’ establishes the capability of a team to reliably deliver working software at a dependable velocity.  An organization that delivers at a regular cadence has established its process capability and can easily measure its capacity.” http://www.poppendieck.com/pipeline.htm

  31. Metrics • Throughput - the amount of output of a process in a given period of time • Cycle Time - the length of time to complete a process • Throughput = WIP / Cycle Time

  32. Commitment • Cycle Time becomes an SLA with the business • Throughput allows forecasting of future capability • May need to size and/or classify MMFs where there is variation

  33. Release Planning • Focus on quarterly goals and objectives • Prioritise MMFs to meet those goals and objectives • Release regularly • Trust the team to work to its full capacity

  34. Cumulative Flow Diagram

  35. Throughput Chart Features

  36. Cycle Time Chart Features

  37. Other Cadences • Standup Meetings • Retrospectives • Operations Reviews

  38. Thank You! kjscotland@yahoo.co.uk http://availagility.wordpress.com

  39. Games

  40. Multitasking • 3 Projects • Write the 1st 10 digits in a column • Write the 1st 10 letters in a column • Write the 1st 10 roman numerals in a column • Sequential (non multi-tasking) • Column by column • Parallel (multi-tasking) • Row by row

  41. Workflow • Transforming Raw Materials (RM) into Finished Goods (FG) • 10 Days • Each worker processes 1-6 units per day

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