Agile Velocity Stop Starting. Start Finishing. PMI - Austin
-
Upload
david-hawks -
Category
Technology
-
view
547 -
download
0
description
Transcript of Agile Velocity Stop Starting. Start Finishing. PMI - Austin
STOP STARTING. START FINISHING.
David Hawks
CEO of Agile Velocity
Agile Trainer and Coach
Agile Austin Education Chair
CSM, CSP, PSM, PMI-ACP
Twitter - @austinagile
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Transforming Technology Organizations
Austin, TX
Website – AgileVelocity.comBlog – AustinAgile.com
Agile Velocity enables companies to achieve a greater value in their technology investment through
Agile Training, Coaching & Product Development Services
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
What is the Impact of Change?
Working on many items in parallel
Working on items in value order
Hig
hest
Valu
e
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-tasking7
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
Debrief9
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
Why do we work on too many projects at one
time?Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Examples of Costs Resulting from Long Cycle Time
Analyst Developer Tester
ProjectManager
Can you take a look at this? I
think it’s a defect.
?
But I worked on that three weeks ago! I’ll have to read through
the code again.
x
Yes, it’s a defect, and I’ve built all this other
stuff on top of it!
xxx
I need to know if this estimate you gave me
last month is still accurate.
I don’t have time to fix it all properly now. I’ll do a quick fix and
tidy it up later.
OK. I’ll get it to you by Monday, I’m in on the
weekend anyway.
I don’t think this requirement is valid
any more, is it?
I’ll check with Jim when he get’s back. He’s away for a few
days.
?
Knowledge decay+ increase in the cost of fixing defects+ reduced quality+ information becomes stale and needs rework+ delays accumulate
= reduced customer valuegetKanban.com
Little’s Law
WIP
Throughput= Avg. Cycle
Time
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
If we focus on fewer items at a time, we can:
1. Increase productivity and deliver more2. Get our customers more engaged3. Have agility to adjust when changes occur
5. Lower our cycle times
4. Limit the costs of delay
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
Feature
Feature
Feature
Feature
Feature
Feature
?
Focus on improving both the ability to deliver and the predictability of delivery.
Why waste effort trying to order the input when there is no dependability in the order of delivery?
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Kanban, David J. Anderson, 2010
Balance Demand Against ThroughputCopyright © 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
20
40
60
80
Time
Sc
op
e D
eliv
ered
Team 1
Team 2
Which data is more defendable?
Agile PrincipleWorking Software is the
Primary Measure of Progress
Which Team do you have more confidence in?
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Once we have Factual Data we can have Factual Conversations
Team Historical Velocity = 10 Points/ Sprint (2 weeks)
The business wants to know what will be delivered in 12 weeks?
Feature
Points
Cumulative Total
Story A 2 2
Story B 5 7
Story C 3 10
Story D 1 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
Story L 2 35
Story M 8
43
Story N 2 45
Story O 5 50
Story P 2 52
Story Q 8 60
90% Confidence
50% Confidence
10% Confidence
Allows for Change
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Get Competing Stakeholders to Prioritize TogetherCopyright © 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?
5 5 A10 items/ min
B5 items/ min
5 5
A B
5
5A B
A B 5 5
Starting State
1 Minute
2 Minutes
3 Minutes
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
How long will it take to process the 10th batch of 10 items?
5 5 A10 items/ min
B5 items/ min
Batch 10
5 5
5 5
5 5
5 5
5 5
12 Minutes!
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 A10 items/ min
B5 items/ min
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
If you have level Flow
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Kanban, David J. Anderson, 2010
Prioritization is no longer about ordering all the Work
But picking the next one as work finishes
27
www.kanban101.comCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Throttle demand to meet throughput in order to gain leveled flow
Shortening cycles and increasing the rate of delivery
will build trustIdentify the constraint in your system and focus on optimizing the whole
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Stop Starting.
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Start Finishing.
Upcoming Workshops
3/20 – Agile and Scrum Foundations
3/21 – Advanced Agile Leadership
4/24 – Kanban Foundations
5/14 – Advanced Product Planning
Agilevelocity.eventbrite.com
Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
$495 Base Price (ea)
40% off the first five
20% off code - AustinPMI