Making the Work Visible
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The document discusses how making work visible through various visualization techniques can help improve understanding of a working system by materializing evolving perspectives on areas like workflows, collaboration, information flow, and engineering processes; it provides examples of how work, time, involvement, and other elements can be visually represented and tracked to gain insights into an organization's operations.
Making the Work Visible
- 1. Making the Work Visible The materialization of the evolution on the understanding of our working system Alisson Vale Software Designer Looking for Sustentability in Coach / Independent Consultant Software Development Twitter: @alissonvale Blog: http://alissonvale.com
- 2. Study Case
- 3. we have started our Kanban implementation in Feb/2008
- 4. From physical to electronic Oct/2008
- 5. The Phidelis System Design in Jan/2009
- 6. The Phidelis System Design in Apr/2010 ?
- 7. The Phidelis System Design became an ecosystem by continuously “making the work visible” in response to new levels of system understanding
- 8. The Phidelis System Design design focus and discoveries
- 9. design focus #1 thinking in “ecosystems” rather than in linear processes
- 10. Discovery #1: visual structures help you when you are designing ecosystems
- 11. design focus #2 contextualizing visual information rather than using traditional reports
- 12. Discovery #2: Contextualizing visual information helps you get the big picture
- 13. design focus #3 organizing the system considering interconnected perspectives
- 14. Discovery #3: Perspectives help to comprehend interconnections
- 15. Phidelis System Perspectives customer perspective system perspective team perspective personal perspective
- 16. Perspectives also help to absorb market profles ● Customer interest is ● Customer interest is associated with smaller cost associated with flexibility and ● Lower revenue customization, regardless cost due resource sharing, ● Higher revenue lack of commitment for compensates unacceptable cost customization due pressure, commitments, and estimations ● Easy to Scale ● Hard to Scale ● Enables grow ● Restricts grow Homogenous Heterogenous
- 17. Perspectives based on market aggregations
- 18. Demo remind the presenter to show Point ● that this is not a Kanban tool, it's an environment for getting system understanding ● the ecosystem architecture in a nutshell ● the four perspectives ● the product line flter to switch between perspectives
- 19. making ... | the nature of the work | | the workfow | | collaboration | | time | | information | | engineering traceability | | movements | ... visible
- 20. making the nature of the work visible
- 21. the nature of demand new software support operations Improvements on problem existing software solving
- 22. Cards and other symbols are putted together to represent units of work in different contexts
- 23. levelling effort T-Shirt sizing approach Small Medium Large
- 24. Units of work fow in single pieces, but we also need to persue business goals and other achievements business activities
- 25. Following high level achievements Mini View
- 26. Demo remind the presenter to show Point ● how work is represented in different ways ● the structure of a unit of work ● the structure of a business activity
- 28. workflow scheme WIP Waiting in progress feedback for release prioritization release enqueued inspection ready IN OUT Flow in WIP is no linear backlog It is random due constant arrival of new delivered information related or not to a given unit of work
- 29. workflow: team member perspective Limits per person and state
- 30. workflow: team perspective bidimensional fow
- 31. workflow: customer/aggregation perspective
- 32. Demo remind the presenter to show Point ● fow and prioritization in the input area ● fow in WIP, transition to the inspection state and output area
- 34. Swarming behavior occurs as people get involved with the work
- 35. “I have done “I have done something to help him something to help them on this work” on work they are involved”
- 36. a team member participation Conversation in terms of comments applied to each unit of work the whole conversation of the team
- 37. Full visibility of current involvement and recent actions
- 38. Demo remind the presenter to show Point ● Swarming e conversation around a card ● Individual collaboration visible ● Visualization of team involvement ● Team view and conversation
- 41. The “Cycle Time” clock stops when the demand arrives the delivered state
- 42. Demo remind the presenter to show Point ● Time on delivery area and card details ● the time view
- 43. making information visible
- 44. Focus on contextual information in order to get a quick understanding of the system
- 45. Work leaving/entering in the three systemic areas What has just been pulled to WIP What has just left the system What has just entered into the backlog
- 46. Getting information about the relative volume of demand regarding its nature INPUT WIP OUTPUT % % % % % % % % % % % % % + Undesirable economic effort %
- 47. ...and regarding relevant customers and aggregations INPUT WIP OUTPUT % % % % % % % % % % % % this information is used to help with capacity allocation
- 48. Individual involvement rather than individual performance
- 49. Demo remind the presenter to show Point ● information on the top bar and rotator with “Most Recent on” information ● info rotator on the top bar ● info on personal view regarding individual involvement ● performance view ● no hidden info neither access control
- 51. From the board to the Tracking System (Mantis)
- 52. From the board to The Build System (CruiseControl)
- 53. From the board to the change in the source code repository (subversion/trac) 53
- 54. making movements visible
- 55. Broadcast channel #1 Instant desktop communication for team members
- 56. Broadcast channel #2 Instant TV communication for the workplace
- 57. Final thought: Making the work visible can be a really good way to materialyze the current understanding of the system and to enable further improvements
- 58. Thank You! Read more... Blog Articles http://alis s onvale .com/e nglis hblog Kanban: When Signalization Matters alis s onvale .com/e nglis hblog/pos t/Kanban-Whe n-Signalization-Matte rs .as px The History of a Kanban System (Portuguese) http:// alis s onvale .com/e nglis hblog/pos t/A-His toria-de -um-Sis te ma-Kanban.as px Interview on InfoQ Brazil (Portuguese) http://www.infoq.com/br/ne ws /2009/01/bras il-re pre s e ntacao-confe re nc ia Contact Mail: contact@ alissonvale.com Blog : http://alissonvale.com/englishblog Twitter: @ alissonvale