introducing kanban in operations -...
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INTRODUCING KANBAN IN OPERATIONS
Devopsdays’09
2009-10-31
Mattias Skarin
Who am I
Help organisations succeed with software
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Mattias Skarin 2ISBN: 978-0-557-13832-6
Book: ”Kanban and Scrum –how to make the best of both”
Operations Development
DevelopmentOperations
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Operations
Questions & challenges
Can technical operations be viewed as a flow problem?
Is it possible to get team work benefits in a field with high specialization?
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with high specialization?
How well can continous improvement be deployed in operations?
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Flow
What matters?
Our bottleneck
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The work we try to do....or the work we can complete?
What is Kanban?
Analysis Develop. Func. test.
Systemtest
Backlog
Intern
Ops Running@client
..once last item iscomplete
Only start new ..
1. Limit Work In Progress2. Only start new when last item was complete3. Balance demand against throughput
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Outsourc.
”Work in progress” limit
A view on Scrum?
Standardized package
Lean principles
Cooperation modelContinuous improvement
PrioritizationLean principles
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Nature of technical operations
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Nature of demand
Interupt driven
Operations Software
Specialized issues
Uneven
Focus time
Shared work
Continuous flow
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No! We have a different problem
Run Scrum?
Highly interdependant Answers to themselves
The case
DBA Sysadmin Support
Dev Operations
10+ Teams
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S
E
C
U
R
I
T
Y
A
P
P
S
E
R
V
O
S
D
E
V
E
N
V
”Us”
(tech ops)
”Them”
(development)
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“Why aren’t you using the
existing platform advantages?”
“Let’s make release work easier”
“We are hurt by your bad
quality!”
“will but no way.. getting help Is heavy”
“ very competent when it comes to
infrastructure”
“projects takes too long”
”They” ought to change
Asking the right questions
Operations
DBA Sysadmin Support
”How can we improve?”
”What can we learnfrom Agile?”
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from Agile?”
How we got going1. Why do we want to do this?
Work closer with product development
Tell end customer when wecan deliver
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Management can shiftfocus from the imminate
stuff
Better opportunities of growth and teamwork
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3. Meet stakeholders
• Upstream
• Downstream
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4. Sketch/review some potential kanban designs
Use the nature ofthe demand as input
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4. Get going!
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Keep managers involved :)
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The first board
Release Support Project A
Done
In Work
Project B Project C
WIP area
Flow
DNSPerf.tstCart
Prios
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Backlog SPDb CI
• Keeping priorities updated
How did the work work?
Kanban boardPrioritisationNew projects
Progress,Problems indicators
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updated•Tell why• Problem solving
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How & when to do the workAdd own stories (up to 2d)
• Breakdown of new projects• Continuous improvement
Team
Weekly
Daily• Standup• Blockers in flow?
Learning
Signup ClusterClient
SpikeFix
1. Fewer projects
Surfacedcontraints
2. Flow redesigns 3. Surfacing of constraints
Done
In Work
Release Support Project A Project B Project C
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Signup
Perf.tst
Perf.tst
Cluster
Cart
Meeting
Spike
SPCI
FixIn Work
Backlog
Ready
for work
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Evolving teamwork
We value:
• Respect the board• Respect work someone else started
We will hold each other accountable
Team charter
Nothing beats just doing it, sharing tasks
in everyday work
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We will hold each other accountable for:
• Avoiding being straight• When ideas are rejected without consideration
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REFINED CONCEPTS
Beyond stable
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One sysadmin per team
Development TeamDedicated contactwithin sysadmin
Development Team
?
AfterBefore
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Two approaches to planning
Project A
Before planning At planning• Recheck solution• Breakdown to tasks
Do we understand what is needed well enough to draft a solution?
Senior dev Manager
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Project A
Switch and review
Breakdown to tasks
On senior and one juniorProject
B
Doing continuous improvement
Solve 1 painper week
.. nothing fancy just..
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Managers door
• Manager have two slots at any single point of time.
Addressing causes outside team
• If both are full, you can add a new one as long as you remove the less
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as you remove the less important one.
• Team decides when issue is solved.
.. and his managers door..
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DID WE GET SOMEWERE?
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3 months laterSysadmins awarded ”best performing team”
”Miracles have happened to the sysadmin team. The incident we had on yesterday was earlier something that required several phone calls and took usually hours or even a day to resolve. Typically I had to call the manager to get things moving forward.
Now I feel that it’ unnecessary to raise this kind of small things as impediments”
-- Test Lead
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-- Test Lead
4 months later..Development openssupport for productiondisturbances
What didn’t work?
Burndown charts for projects smaller than 1 month
Estimations – rarely needed
Incremental improvements on higer level
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Incremental improvements on higer level
40
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60
70
80
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DBA Team Velocity
Total Velocity
Small support tasks
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0
10
20
30
40Small support tasks
(not includedin total velocity)
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OBSERVATIONS & LEARNINGS
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Many projects..
Market proj.
Legislation pr.
Performance proj.
Pet project
CEO ProjectDev. project
.. leads to long delivery time
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Pet project delivery time
Problems know no organisational boundaries
System administrationDev
Problem 1
Problem 2
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Problem 2
The problem is not always where you think..
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WIP overflow can be handled
But quality is the long term cure..
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term cure..
Why is each board different?
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Lookback
Can technical operations be viewed as a flow problem?
Is it possible to get team work benefits in a field with high specialization?
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Can continuous improvement work in this environment?
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Today
Operations
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Thanks for listening!
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Blog:
http://blog.crisp.se/mattiasskarin