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Extrem improvements in
five quartersKanban - Chapter 4
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Introduction• Dragos Dumitru became Programm-Manager
in Oktober 2004
• contractor in india responsible for software maintenance of the XIT business unit
• team consisted of 3 developers, 3 testers and local managers
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The problem• team with the worth reputation regarding
customer service
• long lead times
• political environment of his work
• but many requirements in a very high quality
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The visualization of the workflow
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Factors with impact on productivity
• cost estimation for every requirement
• monthly meeting for prioritization
• 70 or more requirements newly planned and prioritized
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Factors with impact on productivity
• wasted time and supplies - not used data
• 11 days for one average requirement
• cost estimations (ROM) consume a lot of effort
• additional tasks in form of PTCs
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Workflow with ROM and PTC
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Make process rules explicit
• team follows the process
• a process is a set of rules which determine their behavior
• process contains unfavorable rules
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Estimations represent waste
• team should no longer estimate
• free capacities for developing und testing
• improvements of predictability
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Restrict Work In Progress
• WIP: 1 requirement per developer and tester
• additional queue for PTCs
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Establish a rhythms for the input
• weekly meeting with product manager
• guaranteed delivery time of 25 days after placing an order
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Workflow with WIP limits and queues
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Proposal for a new arrangement
• weekly prioritization meeting
• restricted WIP
• no more team estimations
• delivery after 25 days
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Introduce changes• many were doubtful
• but it worked
• satisfied delivery time
• meetings proceeded with problems
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Adapt the rules• every entry older than 6 months will be
deleted from backlog
• developer alert manager, if requirement is too big
• weekly meetings were omitted
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Lookout for further improvements
• developer as bottleneck, therefore 2 testers and 4 developers
• increase the quality of performance
• enhancement of the budget for 2 additional team members
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Compensation of ressources
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The result• increased performance
• reduced lead time
• satisfy delivery dates
• no changes to software developing process
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Conclusion• KANBAN enables
• incremental changes
• changes with little political risk
• improvements without major changes of the developing methods