LeanUX2015.KanbanforDevops

C

B

done design ready to deliver

feedback

7

In work

Delayed

[idle for n days]

Blk

PZ

D

E

A

B A

F

build deliver

D

WZ

Project 1

Project 2

Project 3

E

12

JG

PB

B MN

C D WZ

JG

Project 5

C

MN

committed

Project 4

C

B

B A

Dominica DeGrandis @dominicad

Kanban for DevOps & the Value of Lean Flow


Saturday Mornings -‐ before


Saturday Mornings -‐ a3er

Parkinson’s Law

“Work expands to fill the 2me available for its comple2on.” Cyril Parkinson

Dominica’s Hypothesis “Demand increases in propor2on to the ability to meet the demand.”


Poll results from 500+ people across 55 countries:“How does context switching impact your team?”


Poll results from 500+ people across 55 countries:“What is main cause of conflicting priorities for your team?”

Puppet Labs 2014 Devops Report

“While we suspected job sa2sfac2on impacted organiza2onal performance, we were surprised to see that job sa2sfac2on was the #1 predictor of organiza2onal performance.”

hIps://puppetlabs.com/sites/default/files/2014-‐state-‐of-‐devops-‐report.pdf

“Organiza2onal health will one day surpass all other disciplines in business as the greatest opportunity for improvement.” Patrick Lencioni

“Organiza2onal health will one day surpass all other disciplines in business as the greatest opportunity for improvement.” Patrick Lencioni

C

B

Portfolio Program done design ready to

deliver feedback

7

In work

Delayed [idle for n days]

Blk PZ

D

E

A

B A

F

build deliver

Displaced an item now delayed

D

WZ

Project 1

Project 2

Project 3

E

12

JG

PB

B

C D WZ

JG

Project 5

C

MN

committed

Project 4

C

B

B A


A"ribu'on to Bernade"e Dairo – Canadian Govt agency in Toronto


Operations team work flow

Validate Deliver Closed Design

Fires

Maintenance

Projects

Implement

3

9

2

Improve

CODB

Fire

Project

Improvement

Investigate


Unplanned

Unplanned

Removing project work allows team to focus on maintenance and improvements

Validate Deliver Closed Design

Fires

Maintenance

Projects

Items in backlog remain uncommitted and un-prioritized until there is capacity to absorb them.

Implement

Backlog

3

9

2

Improvement

CODB

Fire

Project

Improvement

Investigate



Product development team board


Product development team board.

Consider impacts to others.

When people cooperate, they need less meetings, less rules, less resources.


Ops team board

Enterprise Portfolio BoardActive

Projects

B

C

D

M

A

H

K

Work-item types

F 52

F

13

13

26

C B A

Operations Finance SB Infrastructure

26 54

4

6 4

25

next backlog

F

N

D

E

63

Too big! G 32

PorNolio Program

OperaPons team

C

B

done design ready to deliver

feedback

7

In work

Delayed

[idle for n days]

Blk

PZ

D

E

A

B A

F

build deliver

D

WZ

Project 1

Project 2

Project 3

E

12

JG

PB

B MN

C D WZ

JG

Project 5

C

MN

committed

Project 4

C

B

B A

Product Dev team


Risks & Issues board – a 3rd type of Kanban


Risks & Issues board – Looking at cost of delay


Risks & Issues board – prioritize by cost of delay

Improve collaboratively using models


Cost of DelayKiwi Dial


To Do Doing Done

A short prioritized list of things to do is a beautiful thing.


To Do Doing Done

How will your organization prioritize a short list of things to do? What is the one metric that matters most?

Value of Lean Flow approach: clear priorities fewer interruptions


Kanban for DevOps & the Value of Lean Flow

Technology

LeanUX2015.KanbanforDevops