Measure and Manage Flow in Practice              by Zsolt Fabók@ZsoltFabok                    March 19, 2012
Let’s start with a game!
Price: ~67000 HUF (~ 2045 SEK)
actual progress           90           68progress           45           23            0            cw12        cw13      ...
Decisions must be made based on facts and objective data!
I went looking for somethingwhich provides an accurateand objective view on myprojects and makes thempredictable!
And I met Joshua Kerievsky in 2009...
And I met Joshua Kerievsky in 2009...                  Kanban is getting               popular, you should have           ...
The five core principles of Kanban** based on David J. Anderson’s Kanban
The five core principles of Kanban*   Q                     D              Visualize workflow   ~     ~   ~   ~   ~    ~   ~...
The five core principles of Kanban*   Q    3    4   1   2   D              Visualize workflow   ~   ~         ~         ~   ...
The five core principles of Kanban*   Q    3    4    1      2   D          Visualize workflow   ~   ~         ~         ~   ...
The five core principles of Kanban*   Q    3    4    1      2   D          Visualize workflow   ~   ~         ~         ~   ...
The five core principles of Kanban*   Q    3    4    1      2   D                Visualize workflow   ~   ~         ~       ...
The five core principles of Kanban*   Q    3    4    1      2   D                Visualize workflow   ~   ~         ~       ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
Q   3   4   1   2   D~   ~   ~   ~   ~   ~~   ~   ~   ~   ~   ~~       ~       ~   ~~       ~       ~   ~~       ~~       ...
Q   3   4   1   2   D~   ~   ~   ~   ~   ~~   ~   ~   ~   ~   ~~       ~       ~   ~~       ~       ~   ~~       ~~       ...
Q   3   4   1   2   D~   ~   ~   ~   ~   ~~   ~   ~   ~   ~   ~~       ~       ~   ~~       ~       ~   ~~~        ~      ...
Q   3   4   1   2   D~   ~   ~   ~   ~   ~                              Simplicity~   ~   ~   ~   ~   ~~       ~       ~  ...
Enough with the boring theoretical stuff!
The history of a real project                           Done                           Started                           Q...
DoneStartedQueued
#1: Too many work items in progress   Done   Started   Queued
We’ll wait for you with testing... No worries!
#2: Way too long lead time    Done    Started    Queued
Distribution of lead times          count             15            13            10             8             5average   ...
Some examples of work items with 8-day lead time     time spent on                      time spent waiting    implementati...
95%waste
Distribution of lead times                  Beforecount   15  13  10   8   5   3    0 days 1 3 5 7 9 11 13 15 22 33       ...
Distribution of lead times                  Before                          Aftercount                               count...
We are soooo fast!!!
#3: Still too much work in progress    Done    Started    Queued
Number of rejected work items  count    15    11     8     4     0week 31-32   33-34   35-36   37-38
Number of rejected work items  count    15    11     8     4     0week 31-32   33-34   35-36   37-38   39-40   42-43   44-45
#4: Improving by categorizing work items    Done    Started    Queued
All the work items we had so far        (~20 work items)                        v            ~                    v       ...
Categorizing them into three groups       S                                  v                  ~                  ~      ...
The lead time distribution                                  count                                      4                  ...
The lead time distribution                                  count                                      4                  ...
The lead time distribution                                  count                                      4                  ...
The spent time distribution                                  count                                      6                 ...
The spent time distribution                                  count                                      6                 ...
Thank you very much for your attention!http://zsoltfabok.com/     zsolt.fabok@ericsson.com
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
SPSE2012 - Measure and Manage Flow in Practice
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SPSE2012 - Measure and Manage Flow in Practice

  1. 1. Measure and Manage Flow in Practice by Zsolt Fabók@ZsoltFabok March 19, 2012
  2. 2. Let’s start with a game!
  3. 3. Price: ~67000 HUF (~ 2045 SEK)
  4. 4. actual progress 90 68progress 45 23 0 cw12 cw13 cw14 cw15 cw16 cw17
  5. 5. Decisions must be made based on facts and objective data!
  6. 6. I went looking for somethingwhich provides an accurateand objective view on myprojects and makes thempredictable!
  7. 7. And I met Joshua Kerievsky in 2009...
  8. 8. And I met Joshua Kerievsky in 2009... Kanban is getting popular, you should have a look
  9. 9. The five core principles of Kanban** based on David J. Anderson’s Kanban
  10. 10. The five core principles of Kanban* Q D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~* based on David J. Anderson’s Kanban
  11. 11. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~* based on David J. Anderson’s Kanban
  12. 12. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ lead time* based on David J. Anderson’s Kanban
  13. 13. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ cycle time lead time* based on David J. Anderson’s Kanban
  14. 14. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ cycle time throughput lead time* based on David J. Anderson’s Kanban
  15. 15. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Make process policies explicit Improve collaboratively cycle time throughput lead time* based on David J. Anderson’s Kanban
  16. 16. The Cumulative Flow Diagram Donenumber of work items Started Queued time
  17. 17. The Cumulative Flow Diagram Donenumber of work items Started Queued lead time time
  18. 18. The Cumulative Flow Diagram Donenumber of work items Started Queued cycle time lead time time
  19. 19. The Cumulative Flow Diagram Donenumber of work items Started Queued WIP cycle time lead time time
  20. 20. The Cumulative Flow Diagram Donenumber of work items Started Queued backlog WIP cycle time lead time time
  21. 21. Q 3 4 1 2 D~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~~ ~ ~ ~~ ~ ~ ~~ ~~ ~~~
  22. 22. Q 3 4 1 2 D~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~~ ~ ~ ~~ ~ ~ ~~ ~~ ~~~
  23. 23. Q 3 4 1 2 D~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~~ ~ ~ ~~ ~ ~ ~~~ ~ ~ +~~
  24. 24. Q 3 4 1 2 D~ ~ ~ ~ ~ ~ Simplicity~ ~ ~ ~ ~ ~~ ~ ~ ~~ ~ ~ ~~~ ~ ~ + = Objectivity~~ Predictability
  25. 25. Enough with the boring theoretical stuff!
  26. 26. The history of a real project Done Started QueuedThe collected data is the courtesy of Digital Natives
  27. 27. DoneStartedQueued
  28. 28. #1: Too many work items in progress Done Started Queued
  29. 29. We’ll wait for you with testing... No worries!
  30. 30. #2: Way too long lead time Done Started Queued
  31. 31. Distribution of lead times count 15 13 10 8 5average 3median* 0 days 1 3 5 7 9 11 13 15 22 33 *Calculation of medians is a popular technique in summary statistics and summarizing statistical data, since it is simple to understand and easy to calculate, while also giving a measure that is more robust in the presence of outlier values than is the mean. Wikipedia
  32. 32. Some examples of work items with 8-day lead time time spent on time spent waiting implementation ID description # % (hours) (hours) 1 63 98 7 57 90 2 62 97 2 62 97 3 61 96
  33. 33. 95%waste
  34. 34. Distribution of lead times Beforecount 15 13 10 8 5 3 0 days 1 3 5 7 9 11 13 15 22 33 average median
  35. 35. Distribution of lead times Before Aftercount count 15 15 13 13 10 10 8 8 5 5 3 3 0 0 days 1 3 5 7 9 11 13 15 22 33 days 1 3 5 7 9 11 13 22 average median
  36. 36. We are soooo fast!!!
  37. 37. #3: Still too much work in progress Done Started Queued
  38. 38. Number of rejected work items count 15 11 8 4 0week 31-32 33-34 35-36 37-38
  39. 39. Number of rejected work items count 15 11 8 4 0week 31-32 33-34 35-36 37-38 39-40 42-43 44-45
  40. 40. #4: Improving by categorizing work items Done Started Queued
  41. 41. All the work items we had so far (~20 work items) v ~ v ~ ~ ~ v ~ v ~ v ~ v v ~ ~ ~ ~ ~ v
  42. 42. Categorizing them into three groups S v ~ ~ v ~ ~ ~ M ~ ~ ~ v v ~ ~ v v L ~ v ~ v
  43. 43. The lead time distribution count 4 3 3 ~ ~ ~ 2M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16
  44. 44. The lead time distribution count 4 3 3 ~ ~ ~ 2M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16
  45. 45. The lead time distribution count 4 3 3 ~ ~ ~ 2M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16 SLA
  46. 46. The spent time distribution count 6 5 4 ~ ~ ~ 3M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10
  47. 47. The spent time distribution count 6 5 4 ~ ~ ~ 3M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10 SLA
  48. 48. Thank you very much for your attention!http://zsoltfabok.com/ zsolt.fabok@ericsson.com

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