case study: using cfd, spc and kanban on uk government it projects
DESCRIPTION
Valtech's Prinicpal Consultant Kevin Murray, who has many years of real-world experience in delivering Agile across organisations in the Public Sector presented this Case Study: Using CFD, SPC and Kanban on UK Government IT projects at the Agile Business Conference 2011.TRANSCRIPT
CFD, SPC & KANBAN ON UK GOV IT PROJECTS
50 Projects
50 Development teams
50 Different Customers
Background
7 SEPARATE LOCATIONS
SPC
CFD
Kanban
CUMULATIVE FLOW DIAGRAMS
WHY
Inspired by peers
Unfair perception of some projects
Focus on the projects with true WIP issues
The need to learn from the good examples
Get across the positive successes
0
50
100
150
200
250
12
/05
26
/05
09
/06
23
/06
07
/07
21
/07
04
/08
18
/08
01
/09
15
/09
29
/09
13
/10
27
/10
10
/11
24
/11
New To Be Confirmed Work in Progress Scheduled
ALL PROJECTS N
um
ber
of
Pr
ob
lem
s
Time
0
10
20
30
40
50
60
12
/05
26
/05
09
/06
23
/06
07
/07
21
/07
04
/08
18
/08
01
/09
15
/09
29
/09
13
/10
27
/10
10
/11
24
/11
New To Be Confirmed Work In Progress Scheduled
MATURE PROJECT N
um
ber
of
Pr
ob
lem
s
Time
0
10
20
30
40
50
60
12
/05
26
/05
09
/06
23
/06
07
/07
21
/07
04
/08
18
/08
01
/09
15
/09
29
/09
13
/10
27
/10
10
/11
24
/11
New To Be Confrimed Work In Progress Scheduled
CHAOTIC PROJECT N
um
ber
of
Pr
ob
lem
s
Time
OUTCOMES
Supplier (and customer) able to focus on the projects that needed the most help
More face to face time between customer and projects where needed
Unearthed and resolved resourcing issues
STATISTICAL PROCESS CONTROL CHARTS
WHY
Understand variance and trends
Correct misconception of poor level of service
Raise awareness of the high number of incorrectly raised problems
The need to identify bottlenecks
Needed to learn from the good examples
0
50
100
150
200
250
300
12
/09
10
/10
07
/11
05
/12
02
/01
30
/01
27
/02
27
/03
24
/04
22
/05
19
/06
17
/07
14
/08
11
/09
09
/10
06
/11
Scheduled No Fix Required Scheduled Avg No Fix Required Avg
ALL PROJECTS
0
50
100
150
200
250
10
/10
07
/11
05
/12
02
/01
30
/01
27
/02
27
/03
24
/04
22
/05
19
/06
17
/07
14
/08
11
/09
09
/10
06
/11
Scheduled No Fix Required Scheduled Avg No Fix Required Avg
MATURE PROJECT
0
20
40
60
80
100
120
140
160
07
/11
05
/12
02
/01
30
/01
27
/02
27
/03
24
/04
22
/05
19
/06
17
/07
14
/08
11
/09
09
/10
Scheduled No Fix Required Scheduled Avg No Fix Required Avg
CHAOTIC PROJECT
OUTCOMES
Got positive message across at all levels
Additional management support identified
Improved customer collaboration
Specific issues identified and resolved
KANBAN
PROJECT ISSUES
Developed by another supplier
Not documented very well
Performance issues
Buggy
Rare technology skill sets
DEVOPS (BY ACCIDENT, SORT OF…)
Live incident analysis
Bug Fixes
RFCs
New releases
Build & Release
= TOO MUCH WORK AND NOTHING GETTING DELIVERED
CUSTOMER RELATIONSHIP
Broken customer relationship
Quite an aggressive customer
Customer getting a very poor service
Nothing actually getting delivered
Poor communication (both ways)
CUSTOMER COULDN’T PRIORITISE
Order, don’t prioritise
COST OF DELAY
e.g. Additional work caused by workaround
COST OF DELAY
e.g. Risk of getting sued
COST OF DELAY
e.g. Legislative date
KANBAN
KANBAN BENEFITS
Limiting WIP
Involved the whole team
Identified bottlenecks
Effective ordering of tasks
Enabled continuous releases
Better customer relationship
0
20
40
60
80
100
120
140
160
180
10
/10
07
/11
05
/12
02
/01
30
/01
27
/02
27
/03
24
/04
22
/05
19
/06
17
/07
14
/08
11
/09
09
/10
Scheduled Scheduled avg No Fix Required No Fix Required avg
VISIBLE IMPROVEMENT
?
ANY QUESTIONS …
[email protected] http://www.valtech.co.uk http://blog.valtech.co.uk http://twitter.com/valtech http://twitter.com/Kev_C_Murray