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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 SPSE2012 - Measure and Manage Flow in Practice Presentation Transcript

    • 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 cw14 cw15 cw16 cw17
    • 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 a look
    • The five core principles of Kanban** based on David J. Anderson’s Kanban
    • The five core principles of Kanban* Q D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~* based on David J. Anderson’s Kanban
    • 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
    • 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
    • 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
    • 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
    • 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
    • The Cumulative Flow Diagram Donenumber of work items Started Queued time
    • The Cumulative Flow Diagram Donenumber of work items Started Queued lead time time
    • The Cumulative Flow Diagram Donenumber of work items Started Queued cycle time lead time time
    • The Cumulative Flow Diagram Donenumber of work items Started Queued WIP cycle time lead time time
    • The Cumulative Flow Diagram Donenumber of work items Started Queued backlog WIP cycle time lead time time
    • 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~ ~ ~ ~ ~ ~~ ~ ~ ~~ ~ ~ ~~~ ~ ~ + = Objectivity~~ Predictability
    • Enough with the boring theoretical stuff!
    • The history of a real project Done Started QueuedThe collected data is the courtesy of Digital Natives
    • 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 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
    • 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
    • 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 average median
    • 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
    • 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 ~ ~ ~ v ~ v ~ v ~ v v ~ ~ ~ ~ ~ v
    • Categorizing them into three groups S v ~ ~ v ~ ~ ~ M ~ ~ ~ v v ~ ~ v v L ~ v ~ v
    • 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
    • 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
    • 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
    • The spent time distribution count 6 5 4 ~ ~ ~ 3M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10
    • The spent time distribution count 6 5 4 ~ ~ ~ 3M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10 SLA
    • Thank you very much for your attention!http://zsoltfabok.com/ zsolt.fabok@ericsson.com