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Productivity Is Killing Us SDEC14

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Productivity Is Killing Us SDEC14

  1. 1. How  Effort  Metrics  and  Utilization   Constrict  the  Flow  of  Value   “PRODUCTIVITY”  IS   KILLING  US Adam.Yuret@gmail.com@AdamYuret
  2. 2. Please  Turn  Your  Smartphones  ON!       #SDEC14 @AdamYuret Adam.Yuret@gmail.com
  3. 3. Who  Is  This  Guy?! Husband,  Dad,  Humanistic  Lean  Flow-­‐Based  Systems-­‐ Thinking  Consultant  at  CDA  Consulting,  Sailor @AdamYuret Adam.Yuret@gmail.com
  4. 4. My  Two  Favorite  People Adam.Yuret@gmail.com@AdamYuret
  5. 5. My  Other  Interest @AdamYuret Adam.Yuret@gmail.com
  6. 6. Learning Adam.Yuret@gmail.com@AdamYuret
  7. 7. Seriously Adam.Yuret@gmail.com@AdamYuret
  8. 8. Why  Are  We  Here?   @AdamYuret Adam.Yuret@gmail.com
  9. 9. Seek  to  understand  the  relationship  between   utilization  and  flow.     ! Discuss  some  alternatives  to  optimizing  for   busyness.   Oh  Right,  at  This  Session @AdamYuret Adam.Yuret@gmail.com
  10. 10. But  First,  an  Apology @AdamYuret Adam.Yuret@gmail.com
  11. 11. Resource  Efficiency  Nightmare:  0%   Utilization Waste@AdamYuret Adam.Yuret@gmail.com
  12. 12. ~100%  Resource  Efficiency @AdamYuret Adam.Yuret@gmail.com
  13. 13. “Resource”  Efficiency  Nightmare  0%   Utilization @AdamYuret Adam.Yuret@gmail.com
  14. 14. That  Guy  Woke  Up  and  Said… @AdamYuret Adam.Yuret@gmail.com
  15. 15. What  Can  Happen  When  “Agile”  Turns   Up? @AdamYuret Adam.Yuret@gmail.com
  16. 16. What  Are  Legalistic  Frameworks? @AdamYuret Adam.Yuret@gmail.com
  17. 17. ! ! ! ● Prescriptive:  Follow  these  rules  and  Agile  hyper-­‐ productivity  will  be  your  reward.   @AdamYuret Adam.Yuret@gmail.com
  18. 18. ! ! ! ● Castigate  when  the  rules  are  not  followed.   @AdamYuret Adam.Yuret@gmail.com
  19. 19. ! ! ! ● Take  pride  in  following  those  rules.   @AdamYuret Adam.Yuret@gmail.com
  20. 20. ! ! ! ● Measure  success  based  on  compliance  to  the  rules.   @AdamYuret Adam.Yuret@gmail.com
  21. 21. ! ! ! ● Blame  failure  on  lack  of  strict  adherence  to  the   rules.   @AdamYuret Adam.Yuret@gmail.com
  22. 22. Some  Agile  Adoption  Antipatterns @AdamYuret Adam.Yuret@gmail.com
  23. 23. Focus  on  Compliance  to  the  Framework   Over  Value @AdamYuret Adam.Yuret@gmail.com
  24. 24. ! ! ! ● What  did  you  do  yesterday?     ! ● What  will  you  do  today?     ! ● Any  impediments?     @AdamYuret Adam.Yuret@gmail.com Status  reporting  stand-­‐up  meetings
  25. 25. @AdamYuret Adam.Yuret@gmail.com Splitting  Teams  &  Creating  Dependencies  
  26. 26. @AdamYuret Adam.Yuret@gmail.com
  27. 27. Limit  WIP/Visualize  Flow  of  Value @AdamYuret Adam.Yuret@gmail.com
  28. 28. 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 Limit  Work  In  Progress
  29. 29. If  We  Measure  Busyness,  We’ll  Create   More  Busyness.   @AdamYuret Adam.Yuret@gmail.com
  30. 30. Little’s  Law @AdamYuret Adam.Yuret@gmail.com
  31. 31. 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. What  is  Failure  Demand? @AdamYuret Adam.Yuret@gmail.com
  32. 32. Typical  Example  of  Failure  Demand @AdamYuret Adam.Yuret@gmail.com
  33. 33. ! 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  while  increasing   velocity  fixing  bugs. Product  Development  Example @AdamYuret Adam.Yuret@gmail.com
  34. 34. Pitfalls  of  Ignoring  Failure  Demand @AdamYuret Adam.Yuret@gmail.com
  35. 35. Protecting  Silos  From  Failure   Demand  Creates  More… @AdamYuret Adam.Yuret@gmail.com QA Ops Triage
  36. 36. ● 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.   “Pain-­‐Killer  Teams” @AdamYuret Adam.Yuret@gmail.com
  37. 37. Value  Demand @AdamYuret Adam.Yuret@gmail.com
  38. 38. Quantify  Value @AdamYuret Adam.Yuret@gmail.com
  39. 39. Make  Strategic  Intents  Visible @AdamYuret Adam.Yuret@gmail.com
  40. 40. Clear  Priorities  Are  Essential  To   Distributed  Decision-­‐Making @AdamYuret Adam.Yuret@gmail.com
  41. 41. Stephen  Bungay:  Directed  Opportunism   @AdamYuret Adam.Yuret@gmail.com
  42. 42. The  Organization  is  Not  a  Machine,  But  an  Organism,  a  Set  of  
 Human  Relationships.     -­‐Steven  Bungay @AdamYuret Adam.Yuret@gmail.com
  43. 43. In  Order  to  Have  High  Autonomy,  High  Alignment  is   Needed.  To  have  High  Alignment,  Strategic  Clarity  is  Needed.   @AdamYuret Adam.Yuret@gmail.com
  44. 44. Study  This  Guy’s  Work @AdamYuret Adam.Yuret@gmail.com
  45. 45. Principles  of  Product  Development   Flow @AdamYuret Adam.Yuret@gmail.com
  46. 46. Utilization  &  Queuing  Theory @AdamYuret Adam.Yuret@gmail.com
  47. 47. Rules  Are  Waste @AdamYuret Adam.Yuret@gmail.com
  48. 48. Create  Slack @AdamYuret Adam.Yuret@gmail.com
  49. 49. ! ● Variability  Buffer   ! ● Learning   ! ● Innovation Three  Types  of  Slack @AdamYuret Adam.Yuret@gmail.com
  50. 50. Slack  as  Variability  Buffer @AdamYuret Adam.Yuret@gmail.com
  51. 51. ! ! Flow  Trumps  Waste   ! Value  Trumps  Flow Lean  Decision  Filter @AdamYuret Adam.Yuret@gmail.com
  52. 52. Flow  Trumps  Waste What  Does  That  Mean?   @AdamYuret Adam.Yuret@gmail.com
  53. 53. Value  Trumps  Flow Lean  Decision  Filter @AdamYuret Adam.Yuret@gmail.com
  54. 54. ! 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.     ! Forecasting  With  Data @AdamYuret Adam.Yuret@gmail.com
  55. 55. ! ! 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.   Unit  Hour  Utilization @AdamYuret Adam.Yuret@gmail.com
  56. 56. Slack  For  Learning @AdamYuret Adam.Yuret@gmail.com
  57. 57. Read  a  Book @AdamYuret Adam.Yuret@gmail.com
  58. 58. Capability  Balancing @AdamYuret Adam.Yuret@gmail.com
  59. 59. Lean  Coffee @AdamYuret Adam.Yuret@gmail.com
  60. 60. Slack  For  Innovation @AdamYuret Adam.Yuret@gmail.com
  61. 61. @AdamYuret Adam.Yuret@gmail.com
  62. 62. ! ● Failure  Demand   ● Silos:“Pain-­‐Killer  Teams”   ● Overloaded  Bottlenecks   ● Deadline-­‐Driven  Development   ● Exponential  Delays What  Happens  Without  Slack? @AdamYuret Adam.Yuret@gmail.com
  63. 63. Play @AdamYuret Adam.Yuret@gmail.com
  64. 64. 65 Total& Story& Lead& Time& & 30& days& Development&Time& 5&Days&(~&15%)& Tes<ng&Time&2&Days& Defect&Rework&&2&Days& Release&/&DevOps& Time&1&Day& Blocked&and&Wai<ng& Time&9&Days& Wai<ng&Time&3&Days& Wai<ng&Time& 8&Days& Courtesy  Troy  Magennis     focusedobjective.com
  65. 65. 66 Total& Story& Lead& Time& & 30& days& Development&Time& 5&Days&(~&15%)& Tes<ng&Time&2&Days& Defect&Rework&&2&Days& Release&/&DevOps& Time&1&Day& Blocked&and&Wai<ng& Time&9&Days& Wai<ng&Time&3&Days& Wai<ng&Time& 8&Days& Courtesy  Troy  Magennis     focusedobjective.com
  66. 66. 67 Total& Story& Lead& Time& & 30& days& Story&/&Feature&Incep9on& 5&Days& Wai9ng&in&Backlog& 25&days& System&Regression&Tes9ng&&&Staging&& 5&Days& Wai9ng&for&Release&Window& 5&Days& “Ac9ve&Development”& 30&days& Pre& Work& & 30& days& Post& Work& 10& days& Courtesy  Troy  Magennis  focusedobjective.com
  67. 67. 68 Total& Story& Lead& Time& & 30& days& Story&/&Feature&Incep9on& 5&Days& Wai9ng&in&Backlog& 25&days& System&Regression&Tes9ng&&&Staging&& 5&Days& Wai9ng&for&Release&Window& 5&Days& “Ac9ve&Development”& 30&days& Pre& Work& & 30& days& Post& Work& 10& days& 9&days&(70&total)& approx&13%& Courtesy  Troy  Magennis  focusedobjective.com
  68. 68. A  Brief  Digression  Into  Metrics @AdamYuret Adam.Yuret@gmail.com
  69. 69. Limit  WIP,  Eliminate  Task-­‐Tracking @AdamYuret Adam.Yuret@gmail.com
  70. 70. Team  Testimonials “Limiting  our  work  in  progress  so  we  focused  on   completion  was  a  big  deal  for  us.  It  felt  better  to  have   one  story  than  five  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
  71. 71. Focus  On  Value @AdamYuret Adam.Yuret@gmail.com
  72. 72. A  System  Is  Not  The  Sum  of  It’s  Parts @AdamYuret Adam.Yuret@gmail.com
  73. 73. Books @AdamYuret Adam.Yuret@gmail.com
  74. 74. THANK  YOU! @AdamYuret Sayat.me/ayuret Adam.Yuret@gmail.com

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