How Metrics and Utilization Constrict the Flow of Value
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The document discusses how an overemphasis on metrics and utilization can constrain the flow of value in organizations. It argues that relentlessly pursuing productivity optimizes for busyness rather than delivering value to customers. Alternatives presented include focusing on flow over waste, value over flow, and incorporating variability buffers, learning, and innovation. The document cautions against practices like absorbing failure demand through "dumpster teams" and overloaded bottlenecks, which can hide problems and lead to exponential delays.
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How Metrics and Utilization Constrict the Flow of Value
- 1. How Metrics and Utilization Constrict the Flow of Value. @AdamYuret Adam.Yuret@gmail.com
- 2. Husband, Dad, Humanistic Lean Flow-Based SystemsThinking Consultant at Context driven Agility (CDA) Consulting, Sailor @AdamYuret Adam.Yuret@gmail.com
- 7. Discuss how the relentless pursuit of productivity is constraining our ability to effectively deliver value to our customers and businesses. Discuss some alternatives to this approach of optimizing for busyness. @AdamYuret Adam.Yuret@gmail.com
- 15. Prescriptive: Follow these rules and Agile hyper- productivity will be your reward. @AdamYuret Adam.Yuret@gmail.com
- 16. Castigate when the rules are not followed. @AdamYuret Adam.Yuret@gmail.com
- 17. Take pride in following those rules. @AdamYuret Adam.Yuret@gmail.com
- 18. Measure success based on compliance to the rules. @AdamYuret Adam.Yuret@gmail.com
- 19. Blame failure on lack of strict adherence to the rules. @AdamYuret Adam.Yuret@gmail.com
- 24. What did you do yesterday? What will you do today? Any impediments? @AdamYuret Adam.Yuret@gmail.com
- 28. Excessive Work in Progress (WIP) is the enemy of flow. By setting limits to work in progress we can enable greater flow. @AdamYuret Adam.Yuret@gmail.com
- 31. Traditional management thinking treats all demand as equal. There is work to be done and people who do the work. Failure Demand is demand that originates from a failure to have done something right in the first place. Not all productivity is desirable. @AdamYuret Adam.Yuret@gmail.com
- 33. Agile team produces growing velocity but, as they speed features out the door, bugs are introduced. When bugs come into the backlog they’re assigned velocity points. It is theoretically possible, therefore, to have a team producing zero value demand while increasing velocity fixing bugs. @AdamYuret Adam.Yuret@gmail.com
- 36. In order to keep developers typing at maximum utilization, we create teams to absorb the failure demand caused by developers typing at maximum utilization. These teams often have unlimited WIP and must consume an unending stream of demand. This also hides the problems from the people creating them. @AdamYuret Adam.Yuret@gmail.com
- 49. Variability Buffer Learning Innovation @AdamYuret Adam.Yuret@gmail.com
- 51. Flow Trumps Waste Value Trumps Flow @AdamYuret Adam.Yuret@gmail.com
- 54. In general, reliability is the ability of a person or system to perform and maintain its functions in routine circumstances as well as in hostile or unexpected circumstances. In the case of emergency services, reliability looks at actual incident history data to measure historical performance in accordance with adopted performance measures. A unit unavailable for response provides no service to the community. The unit may be out of service for a multitude of reasons including; another emergency response, training, maintenance, etc. If a unit is not available 80% of the time, it is not reasonable to expect the unit to perform at the 80th percentile. …. Poor availability negatively influences response times. @AdamYuret Adam.Yuret@gmail.com
- 61. Failure Demand Silos:“Dumpster Teams” Overloaded Bottlenecks Deadline-Driven Development Exponential Delays @AdamYuret Adam.Yuret@gmail.com
- 65. “Limiting our work in progress so we focused on completion was a big deal for us. It felt better to have 1 story than 5 tasks in progress.” –Lead Developer “Development was very helpful with testing, volunteering to clear impediments and helping us test during the sprint.” –Lead Tester “The team is excited and helping each other out during stand-up and working together in the War Room” –PM/SM @AdamYuret Adam.Yuret@gmail.com