Research on Impediments to Product Development Flow
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Research on Impediments to Product Development Flow

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Presentation on my PhD research that I gave at Lero, the Irish Software Engineering Research Centre, on Monday October 14, 2013. ...

Presentation on my PhD research that I gave at Lero, the Irish Software Engineering Research Centre, on Monday October 14, 2013.

http://systemagility.com
http://lero.ie/event/leroindustryresearchday

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Research on Impediments to Product Development Flow Research on Impediments to Product Development Flow Presentation Transcript

  • Technical  Leader   Video  and  Collabora1on  Group   Cisco  Systems   KEN  POWER   IMPEDIMENTS  TO  PRODUCT  DEVELOPMENT  FLOW   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • The  Fastest  Learner  Wins   Ideas   Learn   Build   Data   Products   Measure   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • About  my  research  in  ALPS   •  Focus  on  improving  the  flow  of  work  in  teams   and  organiza1ons   •  Adap1ng  the  Lean  concept  of  Waste  to   soIware  product  development     –  Iden1fying  and  Managing  Impediments  to  Flow   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Request Planned Ready In Progress Analysis Design Coding Code Review Done Code Updates Testing Test Complete Accepted Deployed System Testing Lero©  2013   System Test Done Deployed to Staging Verification Deployed to Live THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • “He without bad habits has seven” Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Framework  for  Impediments   Extra  Features   Handovers   Failure  Demand   • Features  that  are  not  wanted   • Do  not  have  an  economically  jus1fied   need   • Includes  tacit  knowledge  lost  when  work   is  handed  off  between  people  or  groups   • Causes  delays.   • Demand  created  on  our  system  because   of  something  we  did  wrong,  or  failed  to   do.     • Includes  Defects,  Technical  Debt,  Work   caused  by  poor  docs  or  service   Work  In  Progress   Task  Switching   Unnecessary  Mo1on   • Work  that  does  not  yet  meet  its  Defini1on   of  Done   • Hides  problems   • Waste  caused  by  working  on  mul1ple   tasks  at  the  same  1me  and  the  1me  lost   in  switching  between  them.   • Decreases  produc1vity.   • Difficult  to  see  in  soIware  development.   OIen  caused  by  inaVen1on  to  team   environment  and  workspace  layout,  e.g.,   teams  not  co-­‐located   Unmet  Human  Poten1al   Extra  Processes   Delays   • Underu1liza1on  of  people  and  in   par1cular  their  ideas  and  crea1ve  input  to   make  improvements   • Aspects  of  the  process  used  by  the  team,   or  mandated  by  the  organiza1on,  that  do   not  add  value.       • Process  that  cause  knowledge  to  be  lost,   forcing  relearning  to  occur.     • Slow  down  or  inhibit  movement   • Slow  down  feedback  and  hinder  learning   • The  fastest  learner  wins  (Ries)   • Can  occur  anywhere  along  Value  Stream   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Examining  Causes  of  Waste   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Literature  Landscape   Projects& Scrum&is&used&to& understand&and& improve&the&efficacy& of&a&process&for& delivering&projects& Scrum& Organiza,ons& manage&Por3olios& of&mul,ple&projects& Por3olio& Management& Waste&impacts&effec,veness&in& project&and&por3olio& management& Waste& manifests&as& obstacles&and& impediments& Waste& Projects&and&Por3olios&(and&the& people&that&are&responsible&for& them)&are&best&understood&as& complex&adap,ve&human& systems& Metrics&quan,fy& the&impact&of& Waste& Metrics& HSD& Waste&influences&the&dynamics& in&human&systems,&and&vice& versa& Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • How  does  the  work  flow?   Requested Planned (10) Exit Policy: Targeted for a specific release Exit Policy: Prioritized for grooming Ready In Progress (5) Exit Policy: Meets Definition of Ready Exit Policy: Meets Definition of Done Done Accepted Deployed (3) Exit Policy: Item meets Acceptance Criteria Exit Policy: Ready to be deployed Exit Policy: Feature is in active use Cycle Times Lead Time Flow Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • PDSA   •  Follows  the  steps  of  the  Scien1fic   Method   •  Plan:  develop  a  hypothesis  or   experiment   •  Do:  conduct  the  experiment   •  Study:  collect  measurements   •  Act:  interpret  the  results  and  take   appropriate  ac1on   •  Also  known  as   •  PDCA   •  The  Deming  Cycle   •  The  Shewart  Cycle   Lero©  2013   Act   Plan   Study   Do   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Seeing  Impediments  by  looking  at  Throughput   Failure Demand Value Demand Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Seeing  Impediments  through  Cumula1ve  Flow   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Seeing  Impediments  through  Reac1on  Time   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • “The  Principle  of  Queuing  Waste:   Queues  are  the  root  cause  of  the   majority  of  economic  waste  in  product   development”   (Reinertsen,  2009).     Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Make  Queues  Visible   Requested Planned Ready Exit Policy: Targeted for a specific release Queue Lero©  2013   In Process In Process Queue Exit Policy: Meets Definition of Done Done Accepted Deployed (3) Exit Policy: Meets Definition of Ready Exit Policy: Prioritized for grooming Queue In Progress (5) (10) In Process Queue In Process Exit Policy: Item meets Acceptance Criteria Queue In Process Exit Policy: Ready to be deployed Queue Exit Policy: Feature is in active use In Process THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Influencers  of  Flow  at  Different  States   Lead  Time   Total  Reac1on  Cycle  Time   Requested   Planned   Porcolio   Planning  Time   Product   Owners   Lero©  2013   Porcolio   Team   Total  Delivery  Cycle  Time   Ready   Discovery   Time   Product   Owners   In  Progress   Work  Wait   Time   Done   Delivery   Cycle  Time   Delivery   Teams   Accepted   Deployed     Acceptance   Cycle  Time   Deployment   Cycle  Time   Product   Owners   Release   Management   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Where  to  Find  Impediments?   RetrospecHves   Daily  Standups   •  One  of  the  top  10  reasons   that  Agile  projects  fail  is   poor  use  of  retrospec1ves   •  Your  opportunity  to  Inspect   and  Adapt   •  Foster  organiza1on  learning   •  Iden1fy  Obstacles  /  Wastes   •  The  third  ques1on  can  be   asked  different  ways:     Lero©  2013   –  What’s  geing  in  your  way?   –  What’s  slowing  you  down?   –  What’s  preven1ng  you  from   being  effec1ve?     –  What’s  blocking  you?   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Impediment  Removal  Process   Identified In Progress Resolved Obstacle Title Scrum Master: Name Date Opened: 8-Jan-2012 Date Closed: 14-Feb-2012 |||| || Description: alsdals,d askdkas asdkma Asdasd lasdlkalskd alksdl asd asdaskl Resolution: askdmkasd asd asdj nasd Asdasdj asjdj nasd Minimum Viable Change Becomes a record of improvements Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Summary   •  Waste  exists  as  Impediments  or  Obstacles  to  Flow   •  Agile  Development  provides  the  short  feedback  cycles  that   help  to  see  and  manage  Impediments   •  See  Impediments  through  Lead  Time,  Cycle  Times,   Throughput,  Cumula1ve  Flow,  Reac1on  Times   •  The  Influencers  of  Impediments  might  be  a  surprise   •  Use  Retrospec1ves,  Daily  Standups  and  other  forums  to   iden1fy  Impediments   •  Create  an  Impediment  Removal  Process  in  your  Organiza1on   Lero©  2013   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE  
  • Ken  Power   •  My  day  job   –  –  •  Background   –  –  –  –  •  Different  environments,  from  startups  to  Fortune  100  global  companies   SoIware  Engineering,  Architecture,  Product  and  System  Development,  Management,  Consul1ng,  Educa1on   Roles  including  engineer,  technical  leader,  chief  architect,  engineering  manager,  educator,  project  manager,  consultant   Co-­‐Ac1ve  Coach;  Human  Systems  Dynamics  Prac11oner   Areas  of  Exper1se   –  •  Co-­‐Founder,  Agile  Office  at  Cisco;  Leader  in  Agile  and  Lean  across  Cisco   Internal  Agile  &  Lean  Consultant,  working  directly  with  leadership,  management,  teams   Organiza1on  Change,  Agile  and  Lean  Transi1on,  Coaching,  Consul1ng,  Porcolio  Management,  Product  and  System  Development,  Methodology  Design,   Systems  Design   Research  Areas     –  Lean,  Agile,  Organiza1on  Flow,  Complex  Adap1ve  Systems,  Human  Systems  Dynamics,  Porcolio  Management,  Organiza1on  Agility,  Team  and  Organiza1on   Effec1veness,  Con1nuous  Improvement,  Managing  Waste   •  Extra-­‐curricular  ac1vi1es   •  Find  me  online   –  –  –  –  –  –  –  –  –  –  Lero©  2013   Founding  Fellow  of  the  Lean  Systems  Society  (hVp://LeanSystemsSociety.org/)   Award-­‐winning  publica1ons  in  Agile  and  Lean  product  development   Frequent  speaker  at  major  interna1onal  Agile  and  Lean  conferences   Involved  in  organizing  interna1onal  Agile  and  Lean  conferences   Industry/academic  collabora1ve  research  on  Agile  and  Lean  soIware  development   Lean  Startup  Mentor   Blog:  hVp://SystemAgility.com/   TwiVer:  @ken_power   LinkedIn:  hVp://www.linkedin.com/in/kenpower   slideshare:  hVp://www.slideshare.net/kenpower/   THE  IRISH  SOFTWARE  ENGINEERING  RESEARCH  CENTRE