Presentation on theme: "Kanban Style at The NET-A-PORTER Group David Lowe."— Presentation transcript:
Kanban Style at The NET-A-PORTER Group David Lowe
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."
Over 500 leading designers Ship to over 170 countries 9m visitors/month … all 3 brands 100% online A tech company that sells fashion
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
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
Ive 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.
Kanban boards are better at highlighting pain points in a teams processes
The process has been liberating. Were no longer bound by iteration commitments, and so its 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.
Most POs will, when asked to prioritise work for an upcoming sprint, reserve the right to change anything that hasnt been started after planning by the team. With Kanban, we dont have to worry about that affecting the teams ability to deliver on their sprint commitment.
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.
Limited knowledge and experience of Kanban causes nervousness … We found it hard to get buy-in from our PO
… difficult to communicate timescales for a feature set or story, or to build any real confidence in the teams ability to deliver
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.
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 arent being overloaded?
It is a refreshing, potentially revolutionary, way of working to recruit more effectively HR