"Productivity" is Killing Us.

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How busy-ness culture negatively impacts our ability to deliver value …

How busy-ness culture negatively impacts our ability to deliver value
by Adam Yuret, http://www.contextdrivenagility.com


What did you do yesterday?
What will you do today?
What’s getting in your way?
Three questions commonly asked at Daily Scrum meetings that imply that doing things is the purpose of work. Rarely have I encountered organizations where these following answers were acceptable:

Yesterday I read a book at work.
Today I intend to start no new work and make myself available to help others learn.
Being too busy is getting in my way and I need some slack.
The above may seem exaggerated but aren't; each one is an example of a behavior someone engaged in that helped deliver value to the customer. Slack, learning and play enhance our ability to deliver business and customer value.

Adam Yuret
Come join Adam Yuret to have a discussion about how a focus on resource efficiency impedes flow while creating mountains of failure demand and fracturing our organization into competing silos. Also learn some ideas about humanistic ways to mitigate these issues and bring flow back to our organizations.

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  • 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
  • 3. @AdamYuret Adam.Yuret@gmail.com
  • 4. @AdamYuret Adam.Yuret@gmail.com
  • 5. @AdamYuret Adam.Yuret@gmail.com
  • 6. @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
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  • 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
  • 20. @AdamYuret Adam.Yuret@gmail.com
  • 21. @AdamYuret Adam.Yuret@gmail.com
  • 22. @AdamYuret Adam.Yuret@gmail.com
  • 23.  What did you do yesterday?  What will you do today?  Any impediments? @AdamYuret Adam.Yuret@gmail.com
  • 24. @AdamYuret Adam.Yuret@gmail.com
  • 25. @AdamYuret Adam.Yuret@gmail.com
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  • 27. 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
  • 28. @AdamYuret Adam.Yuret@gmail.com
  • 29. @AdamYuret Adam.Yuret@gmail.com
  • 30. 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
  • 31. @AdamYuret Adam.Yuret@gmail.com
  • 32. 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
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  • 34. @AdamYuret Adam.Yuret@gmail.com
  • 35.  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
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  • 48.  Variability Buffer  Learning  Innovation @AdamYuret Adam.Yuret@gmail.com
  • 49. @AdamYuret Adam.Yuret@gmail.com
  • 50. Flow Trumps Waste Value Trumps Flow @AdamYuret Adam.Yuret@gmail.com
  • 51. Flow Trumps Waste @AdamYuret Adam.Yuret@gmail.com
  • 52. Value Trumps Flow @AdamYuret Adam.Yuret@gmail.com
  • 53. 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
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  • 60.  Failure Demand  Silos:“Dumpster Teams”  Overloaded Bottlenecks  Deadline-Driven Development  Exponential Delays @AdamYuret Adam.Yuret@gmail.com
  • 61. @AdamYuret Adam.Yuret@gmail.com
  • 62. @AdamYuret Adam.Yuret@gmail.com
  • 63. @AdamYuret Adam.Yuret@gmail.com
  • 64. “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
  • 65. @AdamYuret Adam.Yuret@gmail.com
  • 66. @AdamYuret Adam.Yuret@gmail.com
  • 67. @AdamYuret Adam.Yuret@gmail.com
  • 68. @AdamYuret Sayat.me/ayuret Adam.Yuret@gmail.com