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A hammer. Usually used on delicate devices when a real
screwdriver would be better. Refers to the habit of a
Birmingham inhabitant (i.e. simpleton] to take a rather
simplistic view of maintenance. Similar to percussive
maintenance.
If it don't work - hit it.
If it still don't work, use a bigger hammer.
FROM: HTTP://WWW.URBANDICTIONARY.COM/DEFINE.PHP?TERM=BIRMINGHAM%20SCREWDRIVER
The Birmingham Screwdriver](https://image.slidesharecdn.com/agilencr16acceleratingagileteamswithkanbanpractices-161216094935/85/Agile-ncr16-accelerating-agile-teams-with-kanban-practices-11-320.jpg)
Agile ncr16 accelerating agile teams with kanban practices
- 1. Applying Kanban practices to accelerate agile teams ï” Jasper Sonnevelt
- 2. Job Clients Contact Jasper Sonnevelt Agile Consultant & Trainer jsonnevelt@xebia.com jaspersonnevelt @jaspersonnevelt Financials, Telecom, Insurance, Government
- 4. 58% uses Scrum From: 10th State of Agile Survey â VersionOne
- 5. Results stall - Stable predictability - Stable velocity - Few improvements - Lost that initial energy - Not sure what the problem is
- 6. Reasons agile adoptions fail IN THREE CATEGORIES
- 7. We didnât ask for this ï” Top-down change forced upon team ï” Forcing to overcome the resistance to change ï” Focus on changing existing roles (threatening jobs)
- 8. This doesnât work for us ï” âWhy are we changing?â is not clear ï” Failure to identify the right problems and tampering with things that work ï” Lack of discipline
- 9. Itâs not me, its you! ï” Coaching style does not match the team phase ï” Forcing a method in challenging environment
- 10. âThere is an epidemic failure within the game to understand what is really happeningâ - MONEYBALL (2013)
- 11. â â A hammer. Usually used on delicate devices when a real screwdriver would be better. Refers to the habit of a Birmingham inhabitant (i.e. simpleton] to take a rather simplistic view of maintenance. Similar to percussive maintenance. If it don't work - hit it. If it still don't work, use a bigger hammer. FROM: HTTP://WWW.URBANDICTIONARY.COM/DEFINE.PHP?TERM=BIRMINGHAM%20SCREWDRIVER The Birmingham Screwdriver
- 12. â â If all you have is a hammer, everything looks like a nail A. MASLOW
- 14. STATIK 1. Identify Sources of dissatisfaction 2. Analyze demand & capability 3. Identify work item types 4. Model the knowledge discovery process 5. Identify Classes of Service 6. Design kanban systems 7. Implement!
- 15. Why did the approach work? ï” Principles ï” Current process as starting point ï” Respecting existing role ï” Gradual change ï” Practices ï” Transparency ï” Feedback loops ï” Success of the team created a bottleneck elsewhere
- 16. Applying the Kanban Method in a Scrum context Scrumban isâŠ..
- 17. Kanban principles & practices ï” Principles: 1. Start with what you do now ï± Understanding current processes, as actually practiced ï± Respecting existing roles, responsibilities & job titles 2. Gain agreement to pursue improvement through evolutionary change 3. Encourage acts of leadership at all levels ï” Practices: ï” Visualize ï” Limit WiP ï” Manage flow ï” Make policies explicit ï” Feedback loops ï” Evolve collaboratively
- 18. Why the Kanban method is useful ï” In certain situations disruptive changes are not wanted ï” Introducing scrum elements in an evolutionary way ï” As a coaching tool ï” If tutoring and mentoring are not appropriate ï” Team phase calls for a non-directive coaching style ï” Improving situations perceived as scrumbut ï” âŠ.thereby building shared commitment
- 19. Cases & Examples
- 20. Common motivations for change External ï” It always takes a long time! ï” I want it NOW (= yesterday) ï” It is unclear how long it takes ï” You build too many bugs! ï” When will my task be build? ï” You always miss your deadlines Internal ï” We are extremely dependent on external (third) parties ï” We are highly specialized ï” We have multiple product owners ï” We are waiting forever for requirements ï” We start something and the customer is no where to be seen ï” Our work is too small to write a task for ï” We have many ad hoc tasks
- 21. Problem: Scrum Team with many ad hoc requests Solution: Introduction of Classes of Service within the sprint
- 22. Incidents Standard Daily jobs Business Requests Introduction of Classes of Service Scrum team with Ad hoc tasks
- 23. Common motivations for change External ï” It always takes a long time! ï” I want it NOW (= yesterday) ï” It is unclear how long it takes ï” You build too many bugs! ï” When will my task be build? ï” You always miss your deadlines Internal ï” We are extremely dependent on external (third) parties ï” We are highly specialized ï” We have multiple product owners ï” We are waiting forever for requirements ï” We start something and the customer is no where to be seen ï” Our work is too small to write a task for ï” We have many ad hoc tasks
- 24. Problem: Poor Quality Unexplainable lead times Solution: Visualization Set policies
- 25. Long âunexplainableâ lead times Poor quality in the team
- 26. Common motivations for change External ï” It always takes a long time! ï” I want it NOW (= yesterday) ï” It is unclear how long it takes ï” You build too many bugs! ï” When will my task be build? ï” You always miss your deadlines Internal ï” We are extremely dependent on external (third) parties ï” We are highly specialized ï” We have multiple product owners ï” We are waiting forever for requirements ï” We start something and the customer is no where to be seen ï” Our work is too small to write a task for ï” We have many ad hoc tasks
- 27. Problem: Many tiny tasks Solution: Set policies rethink board design
- 28. âThis is too small to write a stickie for!â
- 29. Common motivations for change External ï” It always takes a long time! ï” I want it NOW (= yesterday) ï” It is unclear how long it takes ï” You build too many bugs! ï” When will my task be build? ï” You always miss your deadlines Internal ï” We are extremely dependent on external (third) parties ï” We are highly specialized ï” We have multiple product owners ï” We are waiting forever for requirements ï” We start something and the customer is no where to be seen ï” Our work is too small to write a task for ï” We have many ad hoc tasks
- 30. Problem: Many product owners External Dependencies Solution: Parking space Top 10 column
- 31. Not sure what work to do first. Many âProduct Ownersâ that need stuff from the team âWe have work that is done externally and we know itâll take 3 weeks to returnâ
- 32. Common motivations for change External ï” It always takes a long time! ï” I want it NOW (= yesterday) ï” It is unclear why it takes this long ï” You build too many bugs! ï” When will my task be build? ï” You always miss your deadlines Internal ï” We are extremely dependent on external (third) parties ï” We are highly specialized ï” We have multiple product owners ï” We are waiting forever for requirements ï” We start something and the customer is no where to be seen ï” Our work is too small to write a task for ï” We have many ad hoc tasks
- 33. Problem: High degree of specialization among team members Solution: Pre-assignment Set Policies
- 34. âWe are highly specialized in the work we doâ
- 35. Common motivations for change External ï” It always takes a long time! ï” I want it NOW (= yesterday) ï” It is unclear why it takes this long ï” You build too many bugs! ï” When will my task be build? ï” You always miss your deadlines Internal ï” We are extremely dependent on external (third) parties ï” We are highly specialized ï” We have multiple product owners ï” We are waiting forever for requirements ï” We start something and the customer is no where to be seen ï” Our work is too small to write a task for ï” We have many ad hoc tasks
- 36. A cheat sheet To help you get started
- 37. Too much Ad-Hoc (unplannable) work Long Lead times (>30 days) Many external dependencies Low predictability of lead times High amount of work items that are discarded mid process High degree of specialization. Strong need for knowledge sharing Kanban Board yes yes With âparkingspaceâ yes Mainly for refinement process yes Risk categories on board With post-it color or on board op board WIP limits Per person per column Yes, not on the parkingspace per person Operations Review Meeting Monthly Monthly Monthly Backlog Refinement weekly Demo yes ja ja Retrospective Every 2 weeks monthly monthly Every 2 weeks Every 2 weeks Every 2 weeks Daily Stand up yes 1-2 x per week. More if needed 1-2 x per week. More if needed yes yes yes Lead Time / Control Chart yes yes *Empty cells are optional, but recommended My little cheat sheet on when to introduce Kanban practices
- 38. To summarize: ï” Teams that get stuck or improve less can accelerate by using Agile practices ï” The Kanban Principles and Practices provide a great way to introduce change with minimal resistance and maximum support ï” Every team is different, but some patterns are more common ï” The cheat sheet may help you in finding (initial) solutions!
- 39. Thank you very much! Applying Kanban practices to accelerate agile teams Jasper Sonnevelt Agile Consultant @ Xebia Contact me: Email: jsonnevelt@xebia.com Linkedin: jaspersonnevelt Twitter: @jaspersonnevelt
Editor's Notes
- #3: 1min pitch over mijzelf. âŠ.in de opdrachten die ik tegen kom.....
- #4: âŠ.veel teams werken met scrum. In het kort de flow doorlopen. âHerkennen jullie de PO?â
- #6: Herken je dat ook? [1] Sprint commitments niet halen [2] Ontevreden product owner [3] Team dat het wel prima vindt [4] Adviezen van de coach niet opgevolgd wordenâŠ.. Eigen verhaal vertellen: (1) context schetsen, (2) handen in het haar. Wat nu? (3) oplossing vertellen, (4) eind goed al goed. [5] Succesvol team!
- #7: Optioneel! Op flip-over doen of deze slide Voor âThe Agie Chefâ op een flip-over
- #11: Symptomen bestrijden zonder een idee te hebben van de oorzaak. Probleem komt in een andere (nog onbekende) vorm terug. Vaak een complex aan factoren; empirisch stapje voor stapje Dit is precies wat scrumban doet!
- #15: ***Regie: Accenten Pauzes na belangrijke dingen Terugpakken: 2, 3, 5 op verhaal in het begin âBehoeft geen aandachten, wel afvinkenâ
- #16: [Eventueel beetje aanpassen aan het verhaal/ervaring hiervoor] Fysiek ondersteunen met gebaren: Links en rechts, Kleine stapjes Starten door: Vanuit huidige proces, of Deels nieuw proces (halve scrum) Overeenkomen te veranderen Respecteren huidige rollen en verantwoordelijkheden âActs of leadershipâ
- #18: Principles = basis verandermanagement aanpak Practices = hoe je het doet Principles: eventueel terughalen naar het verhaal Practices met de zaal doorlopen: dat je dat met scrum eigenlijk ook al doet.
- #19: See story at start for gradually introducing scrum Not delivering in production in sprint Coping with dependencies Ad hoc work, e.g. incidents, business requests, daily operations, âŠ.. [24 devops team] 2 or more DoDsâŠ.. [harmonica bord] Separate test team [Aegon voorbeeld, met grafiek] Team with (super)specialists
- #20: Cases: Starten: dev & test team gescheiden Starten: veel ad hoc werk Scrum: dev & ops Scrum: deployment duurt lang Scrum: complex voorproces: ready kanban Scrum: mix van allerlei werk
- #21: Noem top 10 patterns: op flip-over doen!!
- #23: Ad hoc requests (business), run of platform, ops tasks, incidents etc.
- #24: Noem top 10 patterns: op flip-over doen!!
- #26: Aging
- #27: Noem top 10 patterns: op flip-over doen!!
- #29: Veel kleine activiteiten, deadline
- #30: Noem top 10 patterns: op flip-over doen!!
- #32: Post-scrum
- #33: Noem top 10 patterns: op flip-over doen!!
- #36: Noem top 10 patterns: op flip-over doen!!