Making the Work Visible

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Presentation at Lean Software and Systems Conference in Atlanta, April 2010.

Text of 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 ConsultantSoftware Development Twitter: @alissonvale Blog:

2. Study Case 3. we have started our Kanban implementation in Feb/2008 4. From physical to electronicOct/2008 5. The Phidelis System Designin Jan/2009 6. The Phidelis System Design in Apr/2010? 7. The Phidelis System Designbecame 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 #1thinking in ecosystemsrather than in linearprocesses 10. Discovery #1: visual structures help you when you are designing ecosystems 11. design focus #2contextualizing visual information rather thanusing traditionalreports 12. Discovery #2: Contextualizing visual information helps youget the big picture 13. design focus #3organizing the system considering interconnectedperspectives 14. Discovery #3: Perspectives help tocomprehendinterconnections 15. Phidelis System Perspectivescustomer perspectivesystemperspectiveteamperspectivepersonalperspective 16. Perspectives also help to absorbmarket profles Customer interest is Customer interest is associated with smaller cost associated with flexibility and Lower revenuecustomization, regardless costdue 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 marketaggregations 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 ofthe work visible 21. the nature of demandnewsoftware 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 effortT-Shirt sizing approachSmall MediumLarge 24. Units of work fow in single pieces, but we alsoneed to persue business goals and otherachievementsbusiness activities 25. Following high level achievementsMini 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 27. making the workfow visible 28. workflow scheme WIP Waitingin progressfeedbackfor release prioritization releaseenqueuedinspectionready INOUT Flow in WIP is no linear backlogIt is random due constant arrival of new deliveredinformation related or not to a givenunit of work 29. workflow: team member perspectiveLimits per personand 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 33. making collaboration visible 34. Swarming behavior occurs as people get involved with the work 35. I have doneI 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 workthe whole conversation of the team 37. Full visibility of current involvement and recent actions 38. Demoremind the presenter to show Point Swarming e conversation around a card Individual collaboration visible Visualization of team involvement Team view and conversation 39. making time visible 40. Getting time perspective 41. The Cycle Time clock stops when the demandarrives the delivered state 42. Demoremind the presenter to show Point Time on delivery area and card details the time view 43. making informationvisible 44. Focus on contextual information in order to get a quickunderstanding of the system 45. Work leaving/entering in the three systemicareas What has just been pulled to WIPWhat has just left the systemWhat has just entered into the backlog 46. Getting information about therelative volume of demandregarding its natureINPUT WIPOUTPUT % % % % % % %%% % % % % + Undesirable economic effort % 47. ...and regarding relevant customersand 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 50. making engineering traceability visible 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 movementsvisible 55. Broadcast channel #1Instant 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 understandingof the system and to enable further improvements 58. Thank You! Read more... Blog Articles http://alis s onvale .com/e nglis hblogKanban: When Signalization Matters alis s onvale .com/e nglis hblog/pos t/Kanban-Whe n-Signalization-Matte rs .as pxThe History of a Kanban System (Portuguese) http:// alis s onvale .com/e nglis hblog/pos t/A-His toria-de -um-Sis te pxInterview on InfoQ Brazil (Portuguese) ws /2009/01/bras il-re pre s e ntacao-confe re nc ia Contact Mail: contact@ Blog : Twitter: @ alissonvale