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David Hawks
  CEO of Agile Velocity                                      Transforming Technology Organizations
                                                                                        Austin, TX
  Agile Trainer and Coach
                                                                       Website – AgileVelocity.com
                                                                           Blog – AustinAgile.com
  Agile Austin Education Chair
  CSM, CSP, PSM, PMI-ACP


  Twitter - @austinagile




   Agile Velocity enables companies to achieve a greater value in their
                     technology investment through
     Agile Training, Coaching & Product Development Services
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                    AGILE VELOCITY PROPRIETARY
Most Companies are Drowning in a
               Sea of Opportunity




Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Is our target goal 100% utilization?




   Another example of sub-optimizing measurements is the focus in some companies on making sure that
   everyone is busy all of the time; and generally this is done by assigning people to work on several things at
   the same time. However, this strategy causes enormous waste because trying to drive utilization high creates
   the equivalent of traffic jams and slows everything down, while time spent thrashing between assignments
   mounts.
    http://www.scrum-breakfast.com/2011/04/interview-mary-poppendieck-on-lean.html
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                       AGILE VELOCITY PROPRIETARY
Working on many items in parallel                            Working on items in value order




                                                             Highest Value




                     What is the Impact of Change?
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                             AGILE VELOCITY PROPRIETARY
Let’s Play a Game




Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Multi-tasking
  7


         Form groups of 4-6

         In each group 1 person will do the work and the rest are customers

         The customers need to have a stopwatch (i.e. phone, watch) – it is possible share

         The worker is going to write each person’s last name 1 letter at a time

         The worker will write each name in parallel – 1 letter at a time

         The worker will start with the customer on their left, ask for a letter, write it down, then
         move to the next customer
         The customer’s will time from the beginning (all at the same time) to the point in which
         their name is fully written
         Record your time

         Average across all customers on your team

Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                     AGILE VELOCITY PROPRIETARY
Focus!
  8


         The worker will write each name in serial


         The worker will start with the customer on their left, ask for a
         letter, write it down, and keep writing until their name is fully written
         before moving on to the next customer
         The customers will time from the beginning (all at the same time) to
         the point in which their name is fully written

         Record the second time


         Average across all customers


Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.    AGILE VELOCITY PROPRIETARY
Debrief
  9




            How did the times compare?

            As a worker, which method did you
            prefer? Why?

            As a customer, which method did
            you prefer? Why?

Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Examplesthis Costs Resulting from Long Cycle Time
 I need to know if of
 estimate you gave me
   last month is still
        accurate.


                                                             But I workedtime to
                                                              I don’t have on that                Can you take a
                          I’ll check with Jim               OK. don’t think you by
                                                             Yes,I’ll get defect, and
                                                                I it’s a it to this
                                                            fix it allweeks ago! I’ll
                                                             three properly now.                  look at this? I
                         when he get’s back.                Monday, I’mthison the
                                                            I’ve built all in valid
                                                              requirement is other
                                                             I’ll do a quick fix and
                                                             have to read through               think it’s a defect.
                         He’s away for a few                    weekendtopis it?
                                                                stuff more, of it!
                                                                  any on anyway.
                                                                  tidy it up later.
                                                                 the code again.
                                  days.
                             Project
                          Manager




              Analyst                                Developer                                 Tester

                                                  Knowledge decay
                                                + increase in the cost of fixing defects
                                                + reduced quality
                                                + information becomes stale and needs rework
                                                + delays accumulate
                                                = reduced customer value
getKanban.com
Little’s Law



               WIP
                                                                = Avg. Cycle Time
            Throughput




Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                  AGILE VELOCITY PROPRIETARY
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
So What Do We Do?
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Focus on improving both the ability to
      deliver and the predictability of
      delivery.
             Feature




                                                                                    ?
             Feature

             Feature

             Feature

             Feature
                                             Why waste effort trying to order the
             Feature
                                             input when there is no dependability
                                             in the order of delivery?
     Kanban, David J. Anderson, 2010
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.         AGILE VELOCITY PROPRIETARY
Balance Demand Against Throughput
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
By throttling the input
           (demand) into the system

                    This will limit the Work In
                    Progress and Level Flow

                            Which will expose the
                            bottlenecks


                                     And enable improvement

Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Slack capacity gives the team time to try
                 improvements




Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Frequent Delivery Builds Trust

                              Agile Principle
                          Which Team dois the have more confidence in?
                                           you
                                                                                                Team 1
                          Working Software                                                      Team 2
                            Primary Measure of
                     80
                                 Which data
                                 Progress
                                                         is more defendable?
   Scope Delivered




                     60




                     40




                     20




                                                       Time
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                     AGILE VELOCITY PROPRIETARY
Once we have Factual Data we
   can have Factual Conversations
     Feature     Points     Cumulative Total
                                                             Team Historical Velocity = 10 Points/ Sprint (2 weeks)
     Story A         2                 2
     Story B         5                 7
                                                             The business wants to know what will be
     Story C         3                 10
     Story D         1
                                                             delivered in 12 weeks?
                                       11
     Story E         3                 14
     Story F         2                 16
     Story G         5                 21
     Story H         2                 23
     Story I         2                 25
     Story J         3                 28
     Story K         5                 33             90% Confidence
     Story L         2                 35
     Story M         8                 43              50% Confidence
     Story N         2                 45
     Story O         5                 50
                                                                                   Allows for Change
     Story P         2                 52
     Story Q         8                 60             10% Confidence
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                                    AGILE VELOCITY PROPRIETARY
Get Competing Stakeholders to Prioritize Together
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
It can be counterproductive to improve
      individual steps in our process




        We need to
        Optimize
        the Whole!


Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
How long will it take to process 10 items?

   Starting
   State
                     5    5                A                         B
                                           10 items/ min             5 items/ min




   1 Minute                                A                         B
                                                             5   5



   2 Minutes                               A                         B                        5


                                                             5



   3 Minutes                               A                         B                        5   5




Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                          AGILE VELOCITY PROPRIETARY
How long will it take to process the 10th
   batch of 10 items?
   Batch 10          5    5                A                         B
                                           10 items/ min             5 items/ min
                                                                                              5   5
                                                             5   5
                                                                                              5   5
                                                             5   5
                                                                                              5   5
                                                             5   5
                                                                                              5   5
                                                             5   5
                                                                                              5   5
                                                             5   5
                                                                                              5   5
                                                             5   5
                                                                                              5   5
                                                                                              5   5
                                                                                              5   5
                                                                                              5   5




Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                          AGILE VELOCITY PROPRIETARY
How can we address the bottleneck?

                     5    5                A                 B
                                           10 items/ min     5 items/ min




Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.                  AGILE VELOCITY PROPRIETARY
If you have level
    Flow
    Prioritization is
    no longer about
    ordering all the
    Work
     But picking the
     next one as work
     finishes
     Kanban, David J. Anderson, 2010
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
27
    www.kanban101.com
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Stop Starting.



                                                Start Finishing.
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.   AGILE VELOCITY PROPRIETARY
Upcoming Workshops
  3/20 – Agile and Scrum Foundations

  3/21 – Advanced Agile Leadership

  4/24 – Kanban Foundations

  5/14 – Advanced Product Planning                                $495 Base Price (ea)

  Agilevelocity.eventbrite.com                                    40% off the first five

                                                             20% off code - AustinPMI
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved.              AGILE VELOCITY PROPRIETARY

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Agile Velocity Stop Starting. Start Finishing. PMI - Austin

  • 2. David Hawks CEO of Agile Velocity Transforming Technology Organizations Austin, TX Agile Trainer and Coach Website – AgileVelocity.com Blog – AustinAgile.com Agile Austin Education Chair CSM, CSP, PSM, PMI-ACP Twitter - @austinagile Agile Velocity enables companies to achieve a greater value in their technology investment through Agile Training, Coaching & Product Development Services Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 3. Most Companies are Drowning in a Sea of Opportunity Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 4. Is our target goal 100% utilization? Another example of sub-optimizing measurements is the focus in some companies on making sure that everyone is busy all of the time; and generally this is done by assigning people to work on several things at the same time. However, this strategy causes enormous waste because trying to drive utilization high creates the equivalent of traffic jams and slows everything down, while time spent thrashing between assignments mounts. http://www.scrum-breakfast.com/2011/04/interview-mary-poppendieck-on-lean.html Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 5. Working on many items in parallel Working on items in value order Highest Value What is the Impact of Change? Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 6. Let’s Play a Game Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 7. Multi-tasking 7 Form groups of 4-6 In each group 1 person will do the work and the rest are customers The customers need to have a stopwatch (i.e. phone, watch) – it is possible share The worker is going to write each person’s last name 1 letter at a time The worker will write each name in parallel – 1 letter at a time The worker will start with the customer on their left, ask for a letter, write it down, then move to the next customer The customer’s will time from the beginning (all at the same time) to the point in which their name is fully written Record your time Average across all customers on your team Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 8. Focus! 8 The worker will write each name in serial The worker will start with the customer on their left, ask for a letter, write it down, and keep writing until their name is fully written before moving on to the next customer The customers will time from the beginning (all at the same time) to the point in which their name is fully written Record the second time Average across all customers Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 9. Debrief 9 How did the times compare? As a worker, which method did you prefer? Why? As a customer, which method did you prefer? Why? Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 10. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 11. Examplesthis Costs Resulting from Long Cycle Time I need to know if of estimate you gave me last month is still accurate. But I workedtime to I don’t have on that Can you take a I’ll check with Jim OK. don’t think you by Yes,I’ll get defect, and I it’s a it to this fix it allweeks ago! I’ll three properly now. look at this? I when he get’s back. Monday, I’mthison the I’ve built all in valid requirement is other I’ll do a quick fix and have to read through think it’s a defect. He’s away for a few weekendtopis it? stuff more, of it! any on anyway. tidy it up later. the code again. days. Project Manager Analyst Developer Tester Knowledge decay + increase in the cost of fixing defects + reduced quality + information becomes stale and needs rework + delays accumulate = reduced customer value getKanban.com
  • 12. Little’s Law WIP = Avg. Cycle Time Throughput Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 13. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 14. So What Do We Do? Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 15. Focus on improving both the ability to deliver and the predictability of delivery. Feature ? Feature Feature Feature Feature Why waste effort trying to order the Feature input when there is no dependability in the order of delivery? Kanban, David J. Anderson, 2010 Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 16. Balance Demand Against Throughput Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 17. By throttling the input (demand) into the system This will limit the Work In Progress and Level Flow Which will expose the bottlenecks And enable improvement Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 18. Slack capacity gives the team time to try improvements Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 19. Frequent Delivery Builds Trust Agile Principle Which Team dois the have more confidence in? you Team 1 Working Software Team 2 Primary Measure of 80 Which data Progress is more defendable? Scope Delivered 60 40 20 Time Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 20. Once we have Factual Data we can have Factual Conversations Feature Points Cumulative Total Team Historical Velocity = 10 Points/ Sprint (2 weeks) Story A 2 2 Story B 5 7 The business wants to know what will be Story C 3 10 Story D 1 delivered in 12 weeks? 11 Story E 3 14 Story F 2 16 Story G 5 21 Story H 2 23 Story I 2 25 Story J 3 28 Story K 5 33 90% Confidence Story L 2 35 Story M 8 43 50% Confidence Story N 2 45 Story O 5 50 Allows for Change Story P 2 52 Story Q 8 60 10% Confidence Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 21. Get Competing Stakeholders to Prioritize Together Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 22. It can be counterproductive to improve individual steps in our process We need to Optimize the Whole! Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 23. How long will it take to process 10 items? Starting State 5 5 A B 10 items/ min 5 items/ min 1 Minute A B 5 5 2 Minutes A B 5 5 3 Minutes A B 5 5 Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 24. How long will it take to process the 10th batch of 10 items? Batch 10 5 5 A B 10 items/ min 5 items/ min 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 25. How can we address the bottleneck? 5 5 A B 10 items/ min 5 items/ min Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 26. If you have level Flow Prioritization is no longer about ordering all the Work But picking the next one as work finishes Kanban, David J. Anderson, 2010 Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 27. 27 www.kanban101.com Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 28. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 29. Stop Starting. Start Finishing. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  • 30. Upcoming Workshops 3/20 – Agile and Scrum Foundations 3/21 – Advanced Agile Leadership 4/24 – Kanban Foundations 5/14 – Advanced Product Planning $495 Base Price (ea) Agilevelocity.eventbrite.com 40% off the first five 20% off code - AustinPMI Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY

Hinweis der Redaktion

  1. Couple questions?Who is working with software development teams?Who is employing Agile Methods?Who is using Scrum?Who is using Kanban?Who has heard of Kanban before?Give aways at the end. Let them choose which class they want a 50% discount on. Random person and who tweets
  2. Many software companies are drowning in a sea of opportunity and instead of focusing on getting the highest value items done we are crippled by trying to do too much at one time.http://www.123rf.com/photo_8127859_single-hand-of-drowning-man-in-sea-asking-for-help.html
  3. 3m
  4. What is the impact of change in the left vs the right?Change – underestimatedChange – new high priority requirementWhich plan will have the biggest impact if there is a change?
  5. 15 minsTeam breakout then highlights as a group
  6. 15 minsTeam breakout then highlights as a group
  7. 15 minsTeam breakout then highlights as a group
  8. http://www.123rf.com/photo_7850401_young-male-student-is-overwhelmed-by-way-too-many-homework-assignments.htmlRequestsLack of resourcesDon’t trust that project will ever get started (maybe that is the right business decision)Sr leadership not setting priorities
  9. http://twinpowerment.blogspot.com/
  10. Why waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
  11. Set the rate at which we accept new requirements into our software development pipe to correspond with the rate at which we can deliver working code.Once you balance demand against throughput and limit the work-in-progress within your value stream, magic will happen. Only the bottleneck resources will remain fully loaded. Very quickly, other workers in the value stream will find they have slack capacity. Meanwhile, those working in the bottleneck will be busy, but not swamped. For the first time, perhaps in years, the team will no longer be overloaded and many people will experience something very rare in their careers, the feeling of having time on their hands.Limit WIP in andLevel Flow will:Expose the bottlenecksEnable improvementSimplifies prioritizationWhy waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
  12. Need to throttle the input (demand) into the system
  13. The slack capacity created by the act of limiting work-in-progress and pulling new work only as capacity is available will enable improvement no one thought was possible.By throttling the input (demand) into the systemThis will limit the Work In Progress and Level Flow Which will expose the bottlenecksAnd enable improvementOnce you balance demand against throughput and limit the work-in-progress within your value stream, magic will happen. Only the bottleneck resources will remain fully loaded. Very quickly, other workers in the value stream will find they have slack capacity. Meanwhile, those working in the bottleneck will be busy, but not swamped. For the first time, perhaps in years, the team will no longer be overloaded and many people will experience something very rare in their careers, the feeling of having time on their hands.Limit WIP in andLevel Flow will:Expose the bottlenecksEnable improvementSimplifies prioritizationWhy waste effort trying to order the input when there is no dependability in the order of delivery? Until this is fixed, management time is better used to focus on improving both the ability to deliver and the predictability of delivery.
  14. Buy a Feature
  15. Does this feel like the dev process? Dev and QA?
  16. Do we ever have any built up queue in front of QA?Gets continually slower
  17. Slow down A to 5 items/ min (reduce Dev resources)Put B before A Double B Resources (hire more QA)Reallocate resources from A to B to level the flow (TDD or Dev help QA?)
  18. Prioritization is no longer about ordering all the WIP or all initiatives but picking the next one as one finishes
  19. draw card walls to show the activities that happen to the work rather than specific functions or job descriptions.The first school of thought says do not try to second-guess the location of bottleneck or the source of variability that will require a buffer. Rather, implement the system and wait for the bottleneck to reveal itself, then make changes to introduce a buffer. A variant on this suggests that WIP limits should be set
  20. Couple questions?Who is working with software development teams?Who is employing Agile Methods?Who is using Scrum?Who is using Kanban?Who has heard of Kanban before?Give aways at the end. Let them choose which class they want a 50% discount on. Random person and who tweets