1.
How
Effort
Metrics
and
Utilization
Constrict
the
Flow
of
Value
“PRODUCTIVITY”
IS
KILLING
US
Adam.Yuret@gmail.com@AdamYuret

2.
Please
Turn
Your
Smartphones
ON!
#SDEC14
@AdamYuret Adam.Yuret@gmail.com

3.
Who
Is
This
Guy?!
Husband,
Dad,
Humanistic
Lean
Flow-­‐Based
Systems-­‐
Thinking
Consultant
at
CDA
Consulting,
Sailor
@AdamYuret Adam.Yuret@gmail.com

4.
My
Two
Favorite
People
Adam.Yuret@gmail.com@AdamYuret

5.
My
Other
Interest
@AdamYuret Adam.Yuret@gmail.com

6.
Learning
Adam.Yuret@gmail.com@AdamYuret

7.
Seriously
Adam.Yuret@gmail.com@AdamYuret

8.
Why
Are
We
Here?
@AdamYuret Adam.Yuret@gmail.com

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.
But
First,
an
Apology
@AdamYuret Adam.Yuret@gmail.com

11.
Resource
Efficiency
Nightmare:
0%
Utilization
Waste@AdamYuret Adam.Yuret@gmail.com

12.
~100%
Resource
Efficiency
@AdamYuret Adam.Yuret@gmail.com

13.
“Resource”
Efficiency
Nightmare
0%
Utilization
@AdamYuret Adam.Yuret@gmail.com

14.
That
Guy
Woke
Up
and
Said…
@AdamYuret Adam.Yuret@gmail.com

15.
What
Can
Happen
When
“Agile”
Turns
Up?
@AdamYuret Adam.Yuret@gmail.com

16.
What
Are
Legalistic
Frameworks?
@AdamYuret Adam.Yuret@gmail.com

17.
!
!
!
● Prescriptive:
Follow
these
rules
and
Agile
hyper-­‐
productivity
will
be
your
reward.
@AdamYuret Adam.Yuret@gmail.com

18.
!
!
!
● Castigate
when
the
rules
are
not
followed.
@AdamYuret Adam.Yuret@gmail.com

19.
!
!
!
● Take
pride
in
following
those
rules.
@AdamYuret Adam.Yuret@gmail.com

20.
!
!
!
● Measure
success
based
on
compliance
to
the
rules.
@AdamYuret Adam.Yuret@gmail.com

21.
!
!
!
● Blame
failure
on
lack
of
strict
adherence
to
the
rules.
@AdamYuret Adam.Yuret@gmail.com

22.
Some
Agile
Adoption
Antipatterns
@AdamYuret Adam.Yuret@gmail.com

23.
Focus
on
Compliance
to
the
Framework
Over
Value
@AdamYuret Adam.Yuret@gmail.com

24.
!
!
!
● What
did
you
do
yesterday?
!
● What
will
you
do
today?
!
● Any
impediments?
@AdamYuret Adam.Yuret@gmail.com
Status
reporting
stand-­‐up
meetings

25.
@AdamYuret Adam.Yuret@gmail.com
Splitting
Teams
&
Creating
Dependencies

26.
@AdamYuret Adam.Yuret@gmail.com

27.
Limit
WIP/Visualize
Flow
of
Value
@AdamYuret Adam.Yuret@gmail.com

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.
If
We
Measure
Busyness,
We’ll
Create
More
Busyness.
@AdamYuret Adam.Yuret@gmail.com

30.
Little’s
Law
@AdamYuret Adam.Yuret@gmail.com

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.
Typical
Example
of
Failure
Demand
@AdamYuret Adam.Yuret@gmail.com

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.
Pitfalls
of
Ignoring
Failure
Demand
@AdamYuret Adam.Yuret@gmail.com

35.
Protecting
Silos
From
Failure
Demand
Creates
More…
@AdamYuret Adam.Yuret@gmail.com
QA
Ops
Triage

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.
Value
Demand
@AdamYuret Adam.Yuret@gmail.com

38.
Quantify
Value
@AdamYuret Adam.Yuret@gmail.com

39.
Make
Strategic
Intents
Visible
@AdamYuret Adam.Yuret@gmail.com

40.
Clear
Priorities
Are
Essential
To
Distributed
Decision-­‐Making
@AdamYuret Adam.Yuret@gmail.com

41.
Stephen
Bungay:
Directed
Opportunism
@AdamYuret Adam.Yuret@gmail.com

42.
The
Organization
is
Not
a
Machine,
But
an
Organism,
a
Set
of
Human
Relationships.
-­‐Steven
Bungay
@AdamYuret Adam.Yuret@gmail.com

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.
Study
This
Guy’s
Work
@AdamYuret Adam.Yuret@gmail.com

45.
Principles
of
Product
Development
Flow
@AdamYuret Adam.Yuret@gmail.com

46.
Utilization
&
Queuing
Theory
@AdamYuret Adam.Yuret@gmail.com

47.
Rules
Are
Waste
@AdamYuret Adam.Yuret@gmail.com

48.
Create
Slack
@AdamYuret Adam.Yuret@gmail.com

49.
!
● Variability
Buffer
!
● Learning
!
● Innovation
Three
Types
of
Slack
@AdamYuret Adam.Yuret@gmail.com

50.
Slack
as
Variability
Buffer
@AdamYuret Adam.Yuret@gmail.com

51.
!
!
Flow
Trumps
Waste
!
Value
Trumps
Flow
Lean
Decision
Filter
@AdamYuret Adam.Yuret@gmail.com

52.
Flow
Trumps
Waste
What
Does
That
Mean?
@AdamYuret Adam.Yuret@gmail.com

53.
Value
Trumps
Flow
Lean
Decision
Filter
@AdamYuret Adam.Yuret@gmail.com

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.
!
!
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.
Slack
For
Learning
@AdamYuret Adam.Yuret@gmail.com

57.
Read
a
Book
@AdamYuret Adam.Yuret@gmail.com

58.
Capability
Balancing
@AdamYuret Adam.Yuret@gmail.com

59.
Lean
Coffee
@AdamYuret Adam.Yuret@gmail.com

60.
Slack
For
Innovation
@AdamYuret Adam.Yuret@gmail.com

61.
@AdamYuret Adam.Yuret@gmail.com

62.
!
● Failure
Demand
● Silos:“Pain-­‐Killer
Teams”
● Overloaded
Bottlenecks
● Deadline-­‐Driven
Development
● Exponential
Delays
What
Happens
Without
Slack?
@AdamYuret Adam.Yuret@gmail.com

63.
Play
@AdamYuret Adam.Yuret@gmail.com

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.
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.
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.
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.
A
Brief
Digression
Into
Metrics
@AdamYuret Adam.Yuret@gmail.com

69.
Limit
WIP,
Eliminate
Task-­‐Tracking
@AdamYuret Adam.Yuret@gmail.com

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.
Focus
On
Value
@AdamYuret Adam.Yuret@gmail.com

72.
A
System
Is
Not
The
Sum
of
It’s
Parts
@AdamYuret Adam.Yuret@gmail.com

73.
Books
@AdamYuret Adam.Yuret@gmail.com

74.
THANK
YOU!
@AdamYuret Sayat.me/ayuret Adam.Yuret@gmail.com