Stop Starting. Start Finishing - ProductCampAustin10 - PCA10

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This is our presentation from Product Camp Austin 10 on Feb. 16, 2013

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Stop Starting. Start Finishing - ProductCampAustin10 - PCA10

  1. 1. STOP STARTING.START FINISHING.
  2. 2. David Hawks CEO of Agile Velocity Agile Austin Education Chair Agile Trainer and Coach CSM, CSP, PSM, PMI-ACP Website – AgileVelocity.com Avid Tailgater for UT Games Blog – AustinAgile.com Twitter - @austinagileCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  3. 3. Most Companies are Drowning in a Sea of OpportunityCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  4. 4. Is our target goal 100% utilization? Another example of sub-optimizing measurements is the focus in some companies on making sure that everyone is busy all of the time; and generally this is done by assigning people to work on several things at the same time. However, this strategy causes enormous waste because trying to drive utilization high creates the equivalent of traffic jams and slows everything down, while time spent thrashing between assignments mounts. http://www.scrum-breakfast.com/2011/04/interview-mary-poppendieck-on-lean.htmlCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  5. 5. Working on many items in parallel Working on items in value order Highest Value What is the Impact of Change?Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  6. 6. Let’s Play a GameCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  7. 7. Multi-tasking 8 Form groups of 4-6 In each group 1 person will do the work and the rest are customers The customers need to have a stopwatch (i.e. phone, watch) – it is possible share The worker is going to write each person’s last name 1 letter at a time The worker will write each name in parallel – 1 letter at a time The worker will start with the customer on their left, ask for a letter, write it down, then move to the next customer The customer’s will time from the beginning (all at the same time) to the point in which their name is fully written Record your time Average across all customers on your teamCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  8. 8. Focus! 9 The worker will write each name in serial The worker will start with the customer on their left, ask for a letter, write it down, and keep writing until their name is fully written before moving on to the next customer The customers will time from the beginning (all at the same time) to the point in which their name is fully written Record the second time Average across all customersCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  9. 9. Debrief 10 How did the times compare? As a worker, which method did you prefer? Why? As a customer, which method did you prefer? Why?Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  10. 10. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  11. 11. Examplesthis Costs Resulting from Long Cycle Time I need to know if of estimate you gave me last month is still accurate. But I workedtime to I don’t have on that Can you take a I’ll check with Jim OK. don’t think you by Yes,I’ll get defect, and I it’s a it to this fix it allweeks ago! I’ll three properly now. look at this? I when he get’s back. Monday, I’mthison the I’ve built all in valid requirement is other I’ll do a quick fix and have to read through think it’s a defect. He’s away for a few weekendtopis it? stuff more, of it! any on anyway. tidy it up later. the code again. days. Project Manager Analyst Developer Tester Knowledge decay + increase in the cost of fixing defects + reduced quality + information becomes stale and needs rework + delays accumulate = reduced customer valuegetKanban.com
  12. 12. Little’s Law WIP = Avg. Cycle Time ThroughputCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  13. 13. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  14. 14. So What Do We Do?Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  15. 15. Focus on improving both the ability to deliver and the predictability of delivery. Feature ? Feature Feature Feature Feature Why waste effort trying to order the Feature input when there is no dependability in the order of delivery? Kanban, David J. Anderson, 2010Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  16. 16. Balance Demand Against ThroughputCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  17. 17. By throttling the input (demand) into the system This will limit the Work In Progress and Level Flow Which will expose the bottlenecks And enable improvementCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  18. 18. Slack capacity gives the team time to try improvementsCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  19. 19. It can be counterproductive to improve individual steps in our process We need to Optimize the Whole!Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  20. 20. How long will it take to process 10 items? Starting State 5 5 A B 10 items/ min 5 items/ min 1 Minute A B 5 5 2 Minutes A B 5 5 3 Minutes A B 5 5Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  21. 21. How long will it take to process the 10th batch of 10 items? Batch 10 5 5 A B 10 items/ min 5 items/ min 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  22. 22. How can we address the bottleneck? 5 5 A B 10 items/ min 5 items/ minCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  23. 23. If you have level Flow Prioritization is no longer about ordering all the Work But picking the next one as work finishes Kanban, David J. Anderson, 2010Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  24. 24. Kanban Board 25 www.kanban101.comCopyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  25. 25. Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
  26. 26. Stop Starting. Start Finishing.Copyright © 2013 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY

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