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How	
  Effort	
  Metrics	
  and	
  Utilization	
  
Constrict	
  the	
  Flow	
  of	
  Value	
  
“PRODUCTIVITY”	
  IS	
  
KI...
Please	
  Turn	
  Your	
  Smartphones	
  ON!	
  	
  	
  
#SDEC14
@AdamYuret Adam.Yuret@gmail.com
Who	
  Is	
  This	
  Guy?!
Husband,	
  Dad,	
  Humanistic	
  Lean	
  Flow-­‐Based	
  Systems-­‐
Thinking	
  Consultant	
  ...
My	
  Two	
  Favorite	
  People
Adam.Yuret@gmail.com@AdamYuret
My	
  Other	
  Interest
@AdamYuret Adam.Yuret@gmail.com
Learning
Adam.Yuret@gmail.com@AdamYuret
Seriously
Adam.Yuret@gmail.com@AdamYuret
Why	
  Are	
  We	
  Here?	
  
@AdamYuret Adam.Yuret@gmail.com
Seek	
  to	
  understand	
  the	
  relationship	
  between	
  
utilization	
  and	
  flow.	
  	
  
!
Discuss	
  some	
  al...
But	
  First,	
  an	
  Apology
@AdamYuret Adam.Yuret@gmail.com
Resource	
  Efficiency	
  Nightmare:	
  0%	
  
Utilization
Waste@AdamYuret Adam.Yuret@gmail.com
~100%	
  Resource	
  Efficiency
@AdamYuret Adam.Yuret@gmail.com
“Resource”	
  Efficiency	
  Nightmare	
  0%	
  
Utilization
@AdamYuret Adam.Yuret@gmail.com
That	
  Guy	
  Woke	
  Up	
  and	
  Said…
@AdamYuret Adam.Yuret@gmail.com
What	
  Can	
  Happen	
  When	
  “Agile”	
  Turns	
  
Up?
@AdamYuret Adam.Yuret@gmail.com
What	
  Are	
  Legalistic	
  Frameworks?
@AdamYuret Adam.Yuret@gmail.com
!
!
!
● Prescriptive:	
  Follow	
  these	
  rules	
  and	
  Agile	
  hyper-­‐
productivity	
  will	
  be	
  your	
  reward...
!
!
!
● Castigate	
  when	
  the	
  rules	
  are	
  not	
  followed.	
  
@AdamYuret Adam.Yuret@gmail.com
!
!
!
● Take	
  pride	
  in	
  following	
  those	
  rules.	
  
@AdamYuret Adam.Yuret@gmail.com
!
!
!
● Measure	
  success	
  based	
  on	
  compliance	
  to	
  the	
  rules.	
  
@AdamYuret Adam.Yuret@gmail.com
!
!
!
● Blame	
  failure	
  on	
  lack	
  of	
  strict	
  adherence	
  to	
  the	
  
rules.	
  
@AdamYuret Adam.Yuret@gmai...
Some	
  Agile	
  Adoption	
  Antipatterns
@AdamYuret Adam.Yuret@gmail.com
Focus	
  on	
  Compliance	
  to	
  the	
  Framework	
  
Over	
  Value
@AdamYuret Adam.Yuret@gmail.com
!
!
!
● What	
  did	
  you	
  do	
  yesterday?	
  	
  
!
● What	
  will	
  you	
  do	
  today?	
  	
  
!
● Any	
  impedime...
@AdamYuret Adam.Yuret@gmail.com
Splitting	
  Teams	
  &	
  Creating	
  Dependencies	
  
@AdamYuret Adam.Yuret@gmail.com
Limit	
  WIP/Visualize	
  Flow	
  of	
  Value
@AdamYuret Adam.Yuret@gmail.com
Excessive	
  Work	
  in	
  Progress	
  (WIP)	
  is	
  the	
  enemy	
  of	
  
flow.	
  By	
  setting	
  limits	
  to	
  wor...
If	
  We	
  Measure	
  Busyness,	
  We’ll	
  Create	
  
More	
  Busyness.	
  
@AdamYuret Adam.Yuret@gmail.com
Little’s	
  Law
@AdamYuret Adam.Yuret@gmail.com
Traditional	
  management	
  thinking	
  treats	
  all	
  
demand	
  as	
  equal.	
  There	
  is	
  work	
  to	
  be	
  do...
Typical	
  Example	
  of	
  Failure	
  Demand
@AdamYuret Adam.Yuret@gmail.com
!
Agile	
  team	
  produces	
  growing	
  velocity	
  but,	
  as	
  
they	
  speed	
  features	
  out	
  the	
  door,	
  b...
Pitfalls	
  of	
  Ignoring	
  Failure	
  Demand
@AdamYuret Adam.Yuret@gmail.com
Protecting	
  Silos	
  From	
  Failure	
  
Demand	
  Creates	
  More…
@AdamYuret Adam.Yuret@gmail.com
QA
Ops
Triage
● In	
  order	
  to	
  keep	
  developers	
  typing	
  at	
  maximum	
  
utilization,	
  we	
  create	
  teams	
  to	
  ab...
Value	
  Demand
@AdamYuret Adam.Yuret@gmail.com
Quantify	
  Value
@AdamYuret Adam.Yuret@gmail.com
Make	
  Strategic	
  Intents	
  Visible
@AdamYuret Adam.Yuret@gmail.com
Clear	
  Priorities	
  Are	
  Essential	
  To	
  
Distributed	
  Decision-­‐Making
@AdamYuret Adam.Yuret@gmail.com
Stephen	
  Bungay:	
  Directed	
  Opportunism	
  
@AdamYuret Adam.Yuret@gmail.com
The	
  Organization	
  is	
  Not	
  a	
  Machine,	
  But	
  an	
  Organism,	
  a	
  Set	
  of	
  

Human	
  Relationships....
In	
  Order	
  to	
  Have	
  High	
  Autonomy,	
  High	
  Alignment	
  is	
  
Needed.	
  To	
  have	
  High	
  Alignment,	...
Study	
  This	
  Guy’s	
  Work
@AdamYuret Adam.Yuret@gmail.com
Principles	
  of	
  Product	
  Development	
  
Flow
@AdamYuret Adam.Yuret@gmail.com
Utilization	
  &	
  Queuing	
  Theory
@AdamYuret Adam.Yuret@gmail.com
Rules	
  Are	
  Waste
@AdamYuret Adam.Yuret@gmail.com
Create	
  Slack
@AdamYuret Adam.Yuret@gmail.com
!
● Variability	
  Buffer	
  
!
● Learning	
  
!
● Innovation
Three	
  Types	
  of	
  Slack
@AdamYuret Adam.Yuret@gmail.com
Slack	
  as	
  Variability	
  Buffer
@AdamYuret Adam.Yuret@gmail.com
!
!
Flow	
  Trumps	
  Waste	
  
!
Value	
  Trumps	
  Flow
Lean	
  Decision	
  Filter
@AdamYuret Adam.Yuret@gmail.com
Flow	
  Trumps	
  Waste
What	
  Does	
  That	
  Mean?	
  
@AdamYuret Adam.Yuret@gmail.com
Value	
  Trumps	
  Flow
Lean	
  Decision	
  Filter
@AdamYuret Adam.Yuret@gmail.com
!
In	
  general,	
  reliability	
  is	
  the	
  ability	
  of	
  a	
  person	
  or	
  system	
  to	
  
perform	
  and	
  m...
!
!
A	
  unit	
  unavailable	
  for	
  response	
  provides	
  no	
  service	
  to	
  the	
  
community.	
  The	
  unit	
 ...
Slack	
  For	
  Learning
@AdamYuret Adam.Yuret@gmail.com
Read	
  a	
  Book
@AdamYuret Adam.Yuret@gmail.com
Capability	
  Balancing
@AdamYuret Adam.Yuret@gmail.com
Lean	
  Coffee
@AdamYuret Adam.Yuret@gmail.com
Slack	
  For	
  Innovation
@AdamYuret Adam.Yuret@gmail.com
@AdamYuret Adam.Yuret@gmail.com
!
● Failure	
  Demand	
  
● Silos:“Pain-­‐Killer	
  Teams”	
  
● Overloaded	
  Bottlenecks	
  
● Deadline-­‐Driven	
  Deve...
Play
@AdamYuret Adam.Yuret@gmail.com
65
Total&
Story&
Lead&
Time&
&
30&
days&
Development&Time&
5&Days&(~&15%)&
Tes<ng&Time&2&Days&
Defect&Rework&&2&Days&
Rele...
66
Total&
Story&
Lead&
Time&
&
30&
days&
Development&Time&
5&Days&(~&15%)&
Tes<ng&Time&2&Days&
Defect&Rework&&2&Days&
Rele...
67
Total&
Story&
Lead&
Time&
&
30&
days&
Story&/&Feature&Incep9on&
5&Days&
Wai9ng&in&Backlog&
25&days&
System&Regression&T...
68
Total&
Story&
Lead&
Time&
&
30&
days&
Story&/&Feature&Incep9on&
5&Days&
Wai9ng&in&Backlog&
25&days&
System&Regression&T...
A	
  Brief	
  Digression	
  Into	
  Metrics
@AdamYuret Adam.Yuret@gmail.com
Limit	
  WIP,	
  Eliminate	
  Task-­‐Tracking
@AdamYuret Adam.Yuret@gmail.com
Team	
  Testimonials
“Limiting	
  our	
  work	
  in	
  progress	
  so	
  we	
  focused	
  on	
  
completion	
  was	
  a	
 ...
Focus	
  On	
  Value
@AdamYuret Adam.Yuret@gmail.com
A	
  System	
  Is	
  Not	
  The	
  Sum	
  of	
  It’s	
  Parts
@AdamYuret Adam.Yuret@gmail.com
Books
@AdamYuret Adam.Yuret@gmail.com
THANK	
  YOU!
@AdamYuret Sayat.me/ayuret Adam.Yuret@gmail.com
Productivity Is Killing Us SDEC14
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Productivity Is Killing Us SDEC14

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Gave a talk in WInnipeg, here's the deck. :-)

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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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