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2 Photo by Bert van Dijk - Creative Commons Attribution-NonCommercial-ShareAlike License
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30 Our Product Network Management domain Windows-based specialized hardware ( Appliances ) Installed in data centers for traffic monitoring, analysis and network troubleshooting but not generally on production network Typical users are technical folks CIO, Network Manager, Network Engineers Selling cycles typically align with quarterly or annual budget cycles Many sales require implementing customer specials
31 Old Process, circa 2003 Customer Bugs prioritized based on multiple business parameters, including (partial list) - Severity Impact on Revenue, Volume, Competitive, etc. Case age PMO would prepare Maintenance Release Plan of Record (MR POR) and get buy-in for various types of MRs - Service Packs bunch up ~50-60 bugs typically every quarter Hot Fixes 1-2 high-urgency bugs that can t wait until next SP Patches workaround for customer-specific issues SPs would have Above The Line (ATL) requirements must fix Below The Line (BTL) requirements fix if time permits
32 Problems with Old Process Dev team had no bandwidth to take on maintenance releases Huge pile of customer escalations without home Compounded by high incoming field rate Low closure rate (largely due to no dedicated resources) Large wait for customers to get bug fixes Tech Support often tasked team directly and broke the process Hot fixes not always available to all customers Sometimes, a new bug fix might break a hot fix If a hot fix failed in the field, rollbacks would be very difficult Difficult to estimate time to resolve a bug and give an ETA High-priority bugs could arrive at any time Customer specials could arrive anytime with top priority High internal rejection rate of bug fixes by Tech Support
33 New Process, Dedicated Customer Sustaining Team New Cumulative Hot Fix process Improved collaboration with all stakeholders
34 Queue = 0 WIP = 2 Our Kanban Process in action PMO Dev Team = 15 GUI Product A Tech Support Queue = Infinite WIP = 15 CST Manager Backend Product B Product C Product D WIP = 1wk WIP = 1wk QA Team Protocols Device Drivers
35 Process improvement the beginnings
36 Cumulative Hot Fix Process
37 Weekly Build Process
38 So, what is happening? Though not an originally stated vision or goal, the Work in Progress (WIP) is being limited to # of team members At any time, one developer is assigned only one piece of work, thereby achieving One-Piece Flow New work is only assigned when current work is completed (or cancelled/stalled), and a team member is available No wait state or switching costs at an individual level Smaller lead time for bugs (in contract to lead time for SP) The process is allowing continuous deployment of each of the hot fixes even though it is only being practiced in a limited manner Finally, the flexibility gained is not a zero-sum game there is no penalty on performance in rest of the process
39 Did this move the needle? Bugs addressed each quarter Quality of bug fixes Homes for bugs Total bugs open Open days open People motivation
40 From SPs to Cumulative Hot Fixes Maintenance Releases (Service Packs, Patches, Hot Fixes) Q Through Q (Fiscal Year) Percentage of released Maintenance Releases (Service Packs, Patches, Hots Fixes) that addressed customer reported Total Maintenance Releases (Service Packs, Patches, Hot Fixes) for this Hot Fixes quarter. Patches Service Packs Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 05 Q2 06 Q3 06 Q Service Packs Patches Hot Fixes % Successful
41 Increase in bugs with homes Customer Direct and Indirect % w/homes - Historical Week Ending February 03, /6/2005 5/13/ Percent with Releases Identified: 56% (Driect), 80% Indirect, 68% (Combined) /20/2005 5/27/2005 6/3/2005 6/10/2005 6/17/2005 6/24/2005 7/1/2005 7/8/2005 7/15/2005 7/22/2005 7/29/2005 8/5/2005 8/12/2005 8/19/ /26/2005 9/2/2005 9/9/2005 9/16/2005 9/23/2005 9/30/ /7/ /14/ /21/ /28/ /4/ /11/ /18/ /25/ /2/ /9/ /16/ /23/2005 Direct Indirect Goal (80% w/homes) Combined 12/30/2005 1/6/2006 1/13/2006 1/20/2006 1/27/2006 2/3/
42 Total Bugs Open Severity Across Products (Historical) Week Ending March 31, Mar Feb Feb Jan Dec Dec Nov Oct Sep Sep Aug Jul Jul Jun May May Apr Mar Mar Feb Jan Dec Dec Nov Oct Oct Dec-03 0 Total Severity 1 Severity 2 Severity 3 Severity 4 Severity 5
43 Average Days Open Severity: Average Days By Severity (Historical) Week Ending March 31, Mar Feb Feb Jan Dec Dec Nov Oct Sep Sep Aug Jul Jul Jun May May Apr Mar Mar Feb Jan Dec Dec Nov Oct Oct Dec Avg Days Open Severity 1 Severity 2 Severity 3 Severity 4 Severity 5
44 People motivation Started with 16 people dev team We had zero attrition in the team Once the backlog started coming down, engineers were ramped off the team to do new features Eventually dismantled the team and rolled-up engineers into dev teams when backlog came down to single digits Resource Staffing Sustaining Mainline Approved Headcount
45 Photo by Romain [ apictureourselves.org ] - Creative Commons Attribution-NonCommercial-ShareAlike License
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