Pecha kucha format- how can devops be implemented with lean and agile
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The document presents a case study of a lean manufacturing plant, where manager Shari utilizes various lean and Kanban tools to drive continuous improvement in operational visibility, work-in-progress, and service level agreements. It explores the integration of DevOps methodologies within a lean framework, emphasizing the need for a culture of experimentation and learning to enhance performance and streamline processes. Additionally, it highlights the importance of a structured approach to portfolio management and the application of lean metrics for ongoing improvements.
Pecha kucha format- how can devops be implemented with lean and agile
- 1. Case Study: Lean Manufacturing plant level continuous improvement How can DevOps be implemented with Lean and Agile? LKNA2017 (Lean Kanban India 2017), September 16, 2017 Agile2016, Pecha Kucha Lightening Talk on July 27, 2016 by Ravi Tadwalkar in/rtadwalkar @tadwalkar rtadwalkar@gmail.com
- 2. This is a story of Lean Manufacturing Plant Manager Shari, seeking plant value stream level continuous improvement. Shari intends to improve overall plant level visibility on SLAs, batch sizes (volumes) and WIP. Here are some pictures from the Lean Manufacturing plant she manages.
- 3. 3 Plant Manager Shari is trained by Lean Enterprise Institute. She has read Taiichi Ohno’s “TPS”, Eli Goldratt’s “Goal”, Gene Kim’s “Phoenix Project”! You can say that Shari is big on Lean, in just 10 pictures!
- 4. 4 Shari implemented Lean manufacturing at this Plant she manages, influencing other 5 plants. She implemented Lean, starting with Lean House for tracking plant level continuous improvement on a daily and weekly basis! RED means “needs improvement”; GREEN means “sustaining it”!
- 5. 5 Shari implemented accountability board to drive continuous improvement across all cells of the plant.
- 6. 6 In all manufacturing cells, Shari implemented visual kanban boards to visualize work in progress. She even added kanban board for continuous improvement of the process for doing work!
- 7. 7 Here Shari shows an example of kanban card that is attached to a product across workstations in a cell. She says plant has JIT (Just-In-Time) inventory almost, with at most 2 days of raw materials in case of DVDs as end products!
- 8. 8 Shari implemented visual controls to visualize front-end work for products.
- 9. 9 Shari implemented Lean tool 5S to complement other Lean tools used in all plant cells.
- 10. 1 0 Shari implemented “Wall of Appreciation” in cells. Jurgen Apello talks about it in Management 3.0!
- 11. 1 1 Here is the “synergy” cell Shari proudly shows during a plant tour. Here she pilots ways to improve visibility of plant level value stream specific to monitoring SLAs, batch sizes and WIP.
- 12. We saw some pictures from this Lean Manufacturing plant. We will see how DevOps can be implemented to seek plant level continuous improvements with Lean and Agile.
- 13. Upstream Kanban: Downstream Kanban: 13 • Begin with the end in mind! • Use Portfolio Kanban board across Org Design (Team of Teams) • Use a simple Kanban board with “ToDo->Doing->Done”, “Plan->Build->Run” or similar workflow • Visualize portfolio feature level bottlenecks to "Stop Starting, Start Finishing"! • Supplement Portfolio Kanban system (“Upstream”) with Release Engineering Kanban system (“Downstream Kanban”) Run F E I Idea Deploy to Prod G D GY PB MN 2 ∞ AB Biz Design Plan Build (Dev & QA) Architecture, resource plan Core team OMS … 3 3 DE Explicit policy: Feature is “done” only when last team working on it has completed “Deploy to Prod” Lead time ends at 1st infinite queue! There could be additional queues with no WIP limit. Lead time “clock” starts at 1st queue i.e. WIP limited input queue! 3 3 Deployed (Note touch time) NPD (New Prod Dev) (60%) Defect& Tech Debt (30%) Innovation (10%) 5 2 1 Expedite 1 3 Fixed Date Standard Intangible 2 2 3 WIP Limits based on classes of service (Release Engineering) WIP Limits based on work types (feature teams) Lean Portfolio Management and Release Engineering
- 14. 1 4 Solutioning started with Shari organizing process simulation of scenarios for plant level process improvements.
- 15. 1 5 Shari participated in solutioning as Plant Manager during User Story Mapping for plant simulations about improving Lean Manufacturing value stream with visibility on SLAs, batch sizes and WIP. Note how her persona shows up on a slide in this picture showing this user story map as well☺
- 16. Compare & Contrast: Lean Manufacturing & IT 1 6 Like Lean manufacturing plant, for continuous improvements, IT uses Kaizen events e.g. open spaces in corporate setting:
- 17. 1 7 Compare & Contrast: Lean Manufacturing & IT Like Lean manufacturing plant, for continuous improvements, IT uses Deming’s PDCA loop on a Kanban board like this: Example of continuous improvement about introducing DevOps via feature toggle
- 18. 1 8 In summary: Solutioning is an end-to-end process, starting with process simulation & story mapping, to visualize epics on Portfolio Kanban, to big room planning, to open space “kaizen” events, to implementation based on DoD, and to visualize deployable artifacts on DevOps Kanban!
- 19. During planning, create org alignment to improve flow (1st way of DevOps), using Portfolio Kanban system. 19 Lean Governance Model- Applying 3 ways of DevOps Enable managers in shaping various communities of practice: create culture of continual experimentation & learning (3rd way of DevOps). • Begin with succinctly defined portfolio hierarchy or swim lanes that consist of strategic (CAPEX) and tactical (OPEX) investments: • Themes • Initiatives • Features • Create single-piece flow of portfolio items with Portfolio Kanban board. Apply lean metrics for continuous improvement. • Apply first way of DevOps: emphasize on performance of entire system by analyzing value streams, WIP, lead times & due date performance. During execution, enable continuous feedback loops (2nd way of DevOps) with obstacle boards to act on impediments & dysfunctions. • This requires low-fidelity obstacle escalation process. This can be a 2-level (team->management) process, or a 3-level (team->program>portfolio) process. • Example of obstacle board and related workflow:
- 20. In Summary: 20 We looked at Lean Manufacturing workflow related continuous improvement case study. Implementing DevOps means creating DevOps mindset & culture. That requires lots of Lean, Six Sigma, TQM, Lean Startup, and yes, Bit of Agile with Lots of “Respect for People”: Top down approach: 30-60-90 strategic plan for continuous improvement with baseline assessment of DevOps capability maturity Bottom up approach: Crowd sourcing tactical plan for continuous improvement with assessment based open space events Inside out approach: PDCA Kanban board for feedback driven visibility with Lean Startup method (build-measure-learn loop) and TQM (PDCA loop) Implementing DevOps requires mindset & culture open to all approaches
- 21. Appendix slide: Integrated ALM & Atlassian Tool Chains for DevOps Development Tools Atlassian BitBucket (GIT) Developer writes code and check-in Associate JIRA Issue Types (Tasks / Bugs) Build gets triggered ✓ Microsoft Visual Studio (For .NET) ✓ Eclipse (For JAVA) Atlassian BAMBOO for CI Build Definitions for: ✓ Database ✓ .NET ✓ Java Atlassian BAMBOO for Continuous Deployment (CD) Approve / Reject Build DIT1 Functional Testing • Continuous Integration • Scheduled Build Approve / Reject Build DIT2 Approve / Reject Build SIT Regression Testing Selenium Approve / Reject Build UAT UAT Testing Approve / Reject Build PROD Functional Testing DEVELOPMENT Branch QA Branch MASTER Branch FEATURE Branch Service & Data Mock Epics e.g. Ship to Home Pre-pay (JIRA Issue Type) User Stories (JIRA Issue Type) Monitoring Ngaios Initiatives e.g. Sports on Spectrum (JIRA Issue Type) Release Stream aka Agile Release Train (ART) Themes (Strategic Goals) ✓ prevent defects related to Requirements problems ✓ Test Planning ✓ Test Execution ✓ Traceability & Reporting ✓ Defect Creation in JIRA ✓ Track Coverage & Quality Metrics UX Team DB Team ART Engineer Product Managers Note: Integrate Atlassian Bamboo with “Chef” for non-windows deployments DevelopmentTasks Visualize Portfolio Timeline by Releases Swift-Kanban Metrics and/or EasyBI plugin (Reporting & Charting) On top of existing JQL queries Visualize Investment by Themes PMO-level Status Reporting Testing Tasks 21 Kanplan: backlog for Kanban and Scrumban teams 21
Editor's Notes
- #2: We will look at pictures about a case study from Lean Manufacturing Plant Level Perspective, to realize that: Implementing DevOps means creating DevOps mindset & culture It requires new ways of thinking about people, process & tools It requires lots of Lean, Six Sigma, TQM (PDCA Cycle), Lean Startup, and yes…bit of Agile with Lots of Love (as in “Respect for People”)
- #3: We will look at pictures about a case study from Lean Manufacturing Plant Level Perspective, to realize that: Implementing DevOps means creating DevOps mindset & culture It requires new ways of thinking about people, process & tools It requires lots of Lean, Six Sigma, TQM (PDCA Cycle), Lean Startup, and yes…bit of Agile with Lots of Love (as in “Respect for People”)
- #4: Here is our Plant Manager Shari. She has read Goal, even The Phoenix Project, I am not joking! She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #5: Here is our Plant Manager “Shari”. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #6: Here is our Plant Manager Shari. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #7: Here is our Plant Manager Shari. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #8: Here is our Plant Manager Shari. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #9: Here is our Plant Manager Shari. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #10: Here is our Plant Manager Shari. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #11: Here is our Plant Manager Shari. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #12: Here is our Plant Manager Shari. She intends to improve Lean Manufacturing value stream level visibility on SLAs, batch sizes and WIP. Here is some pictures from her plant.
- #13: Here are some pictures from Planning & Solutioning meetings for plant level continuous improvement. We will look at these pictures about this case study from Lean Manufacturing Plant Level Perspective, to realize that: Implementing DevOps means creating DevOps mindset & culture It requires new ways of thinking about people, process & tools It requires lots of Lean, Six Sigma, TQM (PDCA Cycle), Lean Startup, and yes…bit of Agile with Lots of Love (as in “Respect for People”)
- #14: Here are some pictures from Planning & Solutioning meetings for plant level continuous improvement.
- #15: Here are some pictures from Planning & Solutioning meetings for plant level continuous improvement.
- #16: Here are some pictures from Planning & Solutioning meetings for plant level continuous improvement.
- #17: Here are some pictures from Planning & Solutioning meetings for plant level continuous improvement.
- #18: Here are some pictures from Planning & Solutioning meetings for plant level continuous improvement.