We have just had a huge re-organization in our company just last week!

People have been anxious and anxiety levels have been high all last month - at all levels.

I was part of the PMO team, that looked into a suite of products spread over 3 geographies (and time zones).

We like(d) to believe that we were following Scrum as the methodology to execute and orchestrate this complex Suite Release. But the fact is that we have changed the dates of the release at least 4 times in the last 1 year! :(

The version of the release has changed from minor release to major release with a lot of discussion around how and why!

The teams are FED UP of this "never ending" release because everybody has been doing everything since ages! They have been writing new functionality, introducing defects (10% regression), fixing defects, addressing Customer Reported defects......

In the new organization structure, the Sr. Mgmt. has split the Engineering into "Solutions" and "Customer Experience". While Solutions will focus only on "new development", the later will look at support and maintenance; they will own the Service Pack and maintenance releases! And I am now part of this new organization. I will be responsible for the planning and orchestration of these Service Packs and other maintenance delivery vehicles!

To me, this sounds like a perfect way to get into implementing Kanban as a tool to track and orchestrate!

I am, right now, on this early Sunday morning, thinking of the HOW?

How should my "Enterprise Kanban" look? How should RFEs, defects, minor enhancements be picked and released to the customer as soon as possible.

I am looking for suggestions and experience sharing in this regard.

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