Lean & Kanban 2011                 BeneluxLevel demand, balanceworkload and manageschedule risk withClasses of Service    ...
Lean & Kanban 2011                   BeneluxOR...Achieving performancewithout the drama      Mike Burrows (@asplake)mike@d...
LKBE 2011
Overview1. Not all work is alike2. Room for manoeuvre3. Embrace diversity                                      LKBE       ...
1. Not all work is alike                           LKBE                            2011
Not all work is alike   Qualitative (vs quantitative)Classification (vs measurement)    Diversity (vs variation)  Recognit...
A classification scheme(one of many), based on  Cost of Delay profile                                   LKBE              ...
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 impac...
Another classificationRequirements by market role:•   Differentiators    –   Drive customer choice/selection    –   Drive ...
Not all work is alikeKey takeaway: Recognise diversity in demand   Profile   Market role   Other context-specific categori...
Not all work is alikeTo ponder: Uncertainty affects option premium   Corollary:   There is value in capability Scale invar...
2. Room for manoeuvre                        LKBE                         2011
Tactics1.   Reduce WIP2.   Make work items smaller3.   Start at the right time4.   Borrow from elsewhere                  ...
1. Reduce WIPPush choice upstreamCollaborate for flexibility                                    LKBE                      ...
LKBE 2011
Strong medicineThe “A3 / Alignment” approach: Align work under initiatives An A3 for each initiative Decide what to finish...
2. Make work items smallerIncreases your choicesEases flow through bottlenecksSpeeds feedback, reducinguncertainty        ...
3. Start at the right timeToo early and too late both reducechoiceBut when? Depends on system capability Depends on other ...
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 co...
3. Embrace diversity                       LKBE                        2011
Dilemma?One-Size-Fits-AllStandardisation      orSpecial Snowflake   Syndrome                          LKBE                ...
A happy mediumDiversity explicit in system design Work item types Service expectations Policies                           ...
Design considerationsDemand shapingSupply (effort) matched to demandSimple, explicit scheduling rules                     ...
From Item Type to Class of Service         Manage around expectations of speed         Conversation: capability, flow, cad...
Defined Classes of Service   Lead time capability: X% within Y days;   queue replenishment conversation   every Z days   1...
Intentions supported by policies        The baseline: pull subject to WIP limits        Pull “at the right time”, as Stand...
What makes this workAlignment between capability andexpectationsSlack! Structurally different goals per class Different ti...
LKBE         2011Recap
LKBE 2011
1. Not all work is alike2. Room for manoeuvre3. Embrace diversity                           LKBE                          ...
In a little more detail1. Understand work item types;   classify and visualise2. Create room for manoeuvre3. Manage work a...
Familiar?            LKBE             2011
References             LKBE              2011
References1.   “Kanban”, David Anderson     http://agilemanagement.net/index.php/site/kanbanbook/2.   “Managing to Learn”,...
Thank you.          Mike Burrows (@asplake)                                        LKBE    mike@djandersonassociates.com  ...
Upcoming SlideShare
Loading in …5
×

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

1,477 views

Published on

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,477
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
34
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

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

  1. 1. Lean & Kanban 2011 BeneluxLevel demand, balanceworkload and manageschedule risk withClasses of Service Mike Burrows (@asplake)mike@djandersonassociates.com http://positiveincline.com LKBE 2011
  2. 2. Lean & Kanban 2011 BeneluxOR...Achieving performancewithout the drama Mike Burrows (@asplake)mike@djandersonassociates.com http://positiveincline.com LKBE 2011
  3. 3. LKBE 2011
  4. 4. Overview1. Not all work is alike2. Room for manoeuvre3. Embrace diversity LKBE 2011
  5. 5. 1. Not all work is alike LKBE 2011
  6. 6. Not all work is alike Qualitative (vs quantitative)Classification (vs measurement) Diversity (vs variation) Recognition (vs analysis) LKBE 2011
  7. 7. A classification scheme(one of many), based on Cost of Delay profile LKBE 2011 Anderson [1]
  8. 8. Standard LKBE 2011
  9. 9. Fixed Date LKBE 2011
  10. 10. Expedited LKBE 2011
  11. 11. Intangible LKBE 2011
  12. 12. The uncertainty premium (1) LKBE 2011
  13. 13. The uncertainty premium (2) LKBE 2011
  14. 14. 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
  15. 15. 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”
  16. 16. Not all work is alikeKey takeaway: Recognise diversity in demand Profile Market role Other context-specific categories LKBE 2011
  17. 17. Not all work is alikeTo ponder: Uncertainty affects option premium Corollary: There is value in capability Scale invariance LKBE 2011
  18. 18. 2. Room for manoeuvre LKBE 2011
  19. 19. Tactics1. Reduce WIP2. Make work items smaller3. Start at the right time4. Borrow from elsewhere LKBE 2011
  20. 20. 1. Reduce WIPPush choice upstreamCollaborate for flexibility LKBE 2011
  21. 21. LKBE 2011
  22. 22. 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]
  23. 23. 2. Make work items smallerIncreases your choicesEases flow through bottlenecksSpeeds feedback, reducinguncertainty LKBE 2011
  24. 24. 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]
  25. 25. S and Z Curves (The tail) LKBE 2011 Cockburn [5, 6]
  26. 26. 4. Borrow from elsewhereReallocate / rebalance / swarmPut work on hold (…and deal with WIP increase)Test organisational commitmentGrow the team LKBE 2011
  27. 27. 3. Embrace diversity LKBE 2011
  28. 28. Dilemma?One-Size-Fits-AllStandardisation orSpecial Snowflake Syndrome LKBE 2011
  29. 29. A happy mediumDiversity explicit in system design Work item types Service expectations Policies LKBE 2011
  30. 30. Design considerationsDemand shapingSupply (effort) matched to demandSimple, explicit scheduling rules LKBE 2011
  31. 31. 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
  32. 32. 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
  33. 33. 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
  34. 34. What makes this workAlignment between capability andexpectationsSlack! Structurally different goals per class Different time horizons Capacity reservesReplenishment as a riskmanagement opportunity LKBE 2011
  35. 35. LKBE 2011Recap
  36. 36. LKBE 2011
  37. 37. 1. Not all work is alike2. Room for manoeuvre3. Embrace diversity LKBE 2011
  38. 38. 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
  39. 39. Familiar? LKBE 2011
  40. 40. References LKBE 2011
  41. 41. 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
  42. 42. Thank you. Mike Burrows (@asplake) LKBE mike@djandersonassociates.com 2011 http://positiveincline.com

×