Stop Starting. Start Finishing - ProductCampAustin10 - PCA10
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The document discusses how focusing on improving throughput and limiting work in progress can help organizations finish work more quickly. It suggests that companies should balance demand against throughput by throttling input into the system. This will expose bottlenecks and enable the team to try improvements to optimize the whole process and achieve level flow. A Kanban board can be used to visualize and limit work in progress.
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Stop Starting. Start Finishing - ProductCampAustin10 - PCA10
- 3. David Hawks CEO of Agile Velocity Agile Austin Education Chair Agile Trainer and Coach CSM, CSP, PSM, PMI-ACP Website â AgileVelocity.com Avid Tailgater for UT Games Blog â AustinAgile.com Twitter - @austinagile Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 4. Most Companies are Drowning in a Sea of Opportunity Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 5. 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
- 6. 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
- 7. Letâs Play a Game Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 8. Multi-tasking 8 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) â it is possible share The worker is going to write each personâs last name 1 letter at a time The worker will write each name in parallel â 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 customerâs 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
- 9. Focus! 9 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
- 10. Debrief 10 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
- 11. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 12. 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 donât have on that Can you take a Iâll check with Jim OK. donât think you by Yes,Iâll get defect, and I itâs a it to this fix it allweeks ago! Iâll three properly now. look at this? I when he getâs back. Monday, Iâmthison the Iâve built all in valid requirement is other Iâll do a quick fix and have to read through think itâs a defect. Heâs 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
- 13. Littleâs Law WIP = Avg. Cycle Time Throughput Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 14. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 15. So What Do We Do? Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 16. 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
- 17. Balance Demand Against Throughput Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 18. 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
- 19. Slack capacity gives the team time to try improvements Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 20. 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
- 21. 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
- 22. 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
- 23. 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
- 24. 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
- 25. Kanban Board 25 www.kanban101.com Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 26. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
- 27. Stop Starting. Start Finishing. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Hinweis der Redaktion
- 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
- 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
- 3m
- What is the impact of change in the left vs the right?Change â underestimatedChange â new high priority requirementWhich plan will have the biggest impact if there is a change?
- 15 minsTeam breakout then highlights as a group
- 15 minsTeam breakout then highlights as a group
- 15 minsTeam breakout then highlights as a group
- http://www.123rf.com/photo_7850401_young-male-student-is-overwhelmed-by-way-too-many-homework-assignments.htmlRequestsLack of resourcesDonât trust that project will ever get started (maybe that is the right business decision)Sr leadership not setting priorities
- http://twinpowerment.blogspot.com/
- 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.
- 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.
- Need to throttle the input (demand) into the system
- 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.
- Does this feel like the dev process? Dev and QA?
- Do we ever have any built up queue in front of QA?Gets continually slower
- 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?)
- Prioritization is no longer about ordering all the WIP or all initiatives but picking the next one as one finishes
- 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