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Kanban Style at The NET-A-PORTER Group

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Presentation on theme: "Kanban Style at The NET-A-PORTER Group"— Presentation transcript:

1 Kanban Style at The NET-A-PORTER Group
David Lowe

2 THE NET-A-PORTER GROUP "the leading fashion, media and commerce group whose aim is to make the world a more stylish place through entrepreneurship, innovation, creative thinking, pioneering technology and challenging the norm."


4 Over 500 leading designers Ship to over 170 countries 9m visitors/month … all 3 brands 100% online “A tech company that sells fashion”

5 The Team

6 “For me, the even flow, the less worrying about how long things were going to take, and the more attention to actually getting things done PROPERLY, were the main reasons to try Kanban.” Developer











17 Key Lessons

18 Results

19 “It has revolutionised the way our stream works: enabling us to ship more, quicker, and give the team a higher level of energy and purpose around each story they tackle.” Product Owner

20 Apply the brakes

21 Kanban risotto

22 “I’ve have found it far easier to get buy in from development teams … They like the flexibility it brings and particularly like the focus on getting things to done.””

23 “Kanban boards are better at highlighting pain points in a team’s processes””

24 “The process has been liberating
“The process has been liberating. We’re no longer bound by iteration commitments, and so it’s easier to be realistic about moving priorities and delivery. If only as an exercise for the team to redesign the way they work, it has been worthwhile.”

25 “Most POs will, when asked to prioritise work for an upcoming sprint, reserve the right to change anything that hasn’t been started after planning by the team. With Kanban, we don’t have to worry about that affecting the team’s ability to deliver on their sprint commitment.”

26 “The flexibility of the format works as long as you keep other measures and check-ins in place. For example, monitoring lead times, managing blockers, and have regular sizing/planning/retros in place.””

27 “Limited knowledge and experience of Kanban causes nervousness … We found it hard to get buy-in from our PO”

28 “… difficult to communicate timescales for a feature set or story, or to build any real confidence in the team’s ability to deliver””

29 “It can be tricky. Getting the team to keep within WIP limits, swarm on stories to get them complete, and keep to the backlog priority can be challenging.”

30 Kanban outside IT

31 “How can we keep track of progress for all roles
“How can we keep track of progress for all roles?” “How can we report progress back to the various teams/departments?” “How can we make sure team members aren’t being overloaded?”

32 “It is a refreshing, potentially revolutionary, way of working to recruit more effectively” HR

33 The future

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