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Mike burrows   level demand, balance workload and manage schedule risk with classes of service
 

Mike burrows level demand, balance workload and manage schedule risk with classes of service

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    Mike burrows   level demand, balance workload and manage schedule risk with classes of service Mike burrows level demand, balance workload and manage schedule risk with classes of service Presentation Transcript

    • Lean & Kanban 2011 BeneluxLevel demand, balanceworkload and manageschedule risk withClasses of Service Mike Burrows (@asplake)mike@djandersonassociates.com http://positiveincline.com LKBE 2011
    • Lean & Kanban 2011 BeneluxOR...Achieving performancewithout the drama Mike Burrows (@asplake)mike@djandersonassociates.com http://positiveincline.com LKBE 2011
    • LKBE 2011
    • Overview1. Not all work is alike2. Room for manoeuvre3. Embrace diversity LKBE 2011
    • 1. Not all work is alike LKBE 2011
    • Not all work is alike Qualitative (vs quantitative)Classification (vs measurement) Diversity (vs variation) Recognition (vs analysis) LKBE 2011
    • A classification scheme(one of many), based on Cost of Delay profile LKBE 2011 Anderson [1]
    • Standard LKBE 2011
    • Fixed Date LKBE 2011
    • Expedited LKBE 2011
    • Intangible LKBE 2011
    • The uncertainty premium (1) LKBE 2011
    • The uncertainty premium (2) LKBE 2011
    • Recap: four easily recognised types “Increasingly urgent” The baseline for the others Sudden impact on deadline A range of outcomes thereafter Impact and urgency not for debate Get it done, “hand carry”, protect team Invest, Improve, Experiment, Update LKBE 2011 “Slow burn”, payoff potentially more than you can ever know, keep doing
    • Another classificationRequirements by market role:• Differentiators – Drive customer choice/selection – Drive profits• Spoilers – Nullify a competitors differentiators• Cost Reducers • Reduce cost to produce, maintain or service and increase margin• Table Stakes – Undifferentiated, commodities LKBE 2011 – “must have”
    • Not all work is alikeKey takeaway: Recognise diversity in demand Profile Market role Other context-specific categories LKBE 2011
    • Not all work is alikeTo ponder: Uncertainty affects option premium Corollary: There is value in capability Scale invariance LKBE 2011
    • 2. Room for manoeuvre LKBE 2011
    • Tactics1. Reduce WIP2. Make work items smaller3. Start at the right time4. Borrow from elsewhere LKBE 2011
    • 1. Reduce WIPPush choice upstreamCollaborate for flexibility LKBE 2011
    • LKBE 2011
    • Strong medicineThe “A3 / Alignment” approach: Align work under initiatives An A3 for each initiative Decide what to finish LKBE 2011 Shook [2], Sobek & Smalley [3]
    • 2. Make work items smallerIncreases your choicesEases flow through bottlenecksSpeeds feedback, reducinguncertainty LKBE 2011
    • 3. Start at the right timeToo early and too late both reducechoiceBut when? Depends on system capability Depends on other uncertainties LKBE 2011 DeMarco & Lister [4]
    • S and Z Curves (The tail) LKBE 2011 Cockburn [5, 6]
    • 4. Borrow from elsewhereReallocate / rebalance / swarmPut work on hold (…and deal with WIP increase)Test organisational commitmentGrow the team LKBE 2011
    • 3. Embrace diversity LKBE 2011
    • Dilemma?One-Size-Fits-AllStandardisation orSpecial Snowflake Syndrome LKBE 2011
    • A happy mediumDiversity explicit in system design Work item types Service expectations Policies LKBE 2011
    • Design considerationsDemand shapingSupply (effort) matched to demandSimple, explicit scheduling rules LKBE 2011
    • From Item Type to Class of Service Manage around expectations of speed Conversation: capability, flow, cadence Manage to expectations of compliance Conversation: commitment, scope Manage impact, protect the team Conversation: consequences, limits, root causes LKBE Manage for rate over medium term 2011 Conversation: budget, delegation
    • Defined Classes of Service Lead time capability: X% within Y days; queue replenishment conversation every Z days 100% on time given adequate notice (defined). Allocation limit? Just do it! Review historically; limit if organisationally possible. Ringfence? LKBE Medium-term throughput target N% of 2011 total, portion T% delegated to team
    • Intentions supported by policies The baseline: pull subject to WIP limits Pull “at the right time”, as Standard Treat as Expedited when at risk Pushes aside other work Pre-emption policies LKBE Pull as Standard 2011 Most easily pre-empted
    • What makes this workAlignment between capability andexpectationsSlack! Structurally different goals per class Different time horizons Capacity reservesReplenishment as a riskmanagement opportunity LKBE 2011
    • LKBE 2011Recap
    • LKBE 2011
    • 1. Not all work is alike2. Room for manoeuvre3. Embrace diversity LKBE 2011
    • In a little more detail1. Understand work item types; classify and visualise2. Create room for manoeuvre3. Manage work according to type through...4. ...explicit scheduling policies5. Engage upstream and downstream in risk management LKBE 2011 and improvement
    • Familiar? LKBE 2011
    • References LKBE 2011
    • References1. “Kanban”, David Anderson http://agilemanagement.net/index.php/site/kanbanbook/2. “Managing to Learn”, John Shook http://www.leanuk.org/pages/lean_store_book_managing_to_lear n.aspx3. “Understanding A3 Thinking”, Sobek & Smalley http://www.amazon.co.uk/Understanding-A3-Thinking- Component- Management/dp/1563273608/ref=sr_1_1?ie=UTF8&qid=1314778 939&sr=8-14. “Waltzing with Bears: Managing Risk on Software Projects” http://www.amazon.co.uk/Waltzing-Bears-Managing-Software- Projects/dp/0932633609/ref=sr_1_1?ie=UTF8&qid=1317326756 &sr=8-15. “Agile in Tables”, Alistair Cockburn http://alistair.cockburn.us/Agile+in+tables LKBE6. “Trim the Tail”, Alistair Cockburn 2011 http://alistair.cockburn.us/Trim+the+tail
    • Thank you. Mike Burrows (@asplake) LKBE mike@djandersonassociates.com 2011 http://positiveincline.com