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Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Slicing
Heuristics
Techniques for improving value
gen...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
What’s the most
important agile practice?
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Slicing is like breathing —
you have to do it, it’s n...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Cutting something into slices (of a chosen
size), eac...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Breaking something into distinct pieces, none of whic...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
We need to be able to turn 50 things we think we
need...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
We need to be able to turn 50 things we think we
need...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Create options
Problem solving, research, analysis, d...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Create focus
(simplest, quickest
path to value)
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Create focus
(simplest, quickest
path to value)
Defer...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Collaborative, holistic technique for describing
and ...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Collaborative, holistic technique for describing
and ...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
It is becoming more
common to associate
things the te...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
XTeams often slice stories
only at the
implementation...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Rather than slicing and
finding quicker paths to
mark...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Local flow is “good”, but not enough
PROJECT 1
- Mile...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Not all slicing is made equal.
There are 3 levels of ...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
1 — CAPABILITY
$$$ MOST VALUE $$$
Customer jobs
aka P...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
2 — FUNCTIONAL
CUSTOMER
workflow
MOST SOPHISTICATED
(...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
3 — TECHNICAL
DEVELOPMENT
workflow
MOST SOPHISTICATED...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
3 — TECHNICAL
DEVELOPMENT
workflow
2 — FUNCTIONAL
CUS...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
CAPABILITY
What does a CUSTOMER want
to be able to do...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to bank with us online
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to bank with us online
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to bank with us online
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to bank with us online
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to bank with us online
Sma...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to bank with us online
Sma...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to pay their bills with BP...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to pay their bills with BP...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to pay their bills with BP...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Enable Acme Bank customers to pay their bills with BP...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Get user accounts
Get billers
Validate entered biller...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Get user accounts
Get billers
Validate entered biller...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Get user accounts
Get billers
Validate entered biller...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Get user accounts
Get billers
Validate entered biller...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
An explicit, evolving policy which describes:
A share...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
A heuristic technique (/hjʊəˈrɪstɪk/; Ancient Greek: ...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Example:
• Initiative — Strategic
theme representing ...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
• Define when to stop slicing and create a new card o...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
• 1 card for each work item coming
into the system, a...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
•Different board /
cards for each work
type

•Cadence...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
INSPECT
•Look at actual cycle times, average cycle ti...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
• Work takes longer than desired

— high cycle time, ...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
•Feature cycle time (or variation) is higher than def...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
INITIATIVE 1
CURRENT cycle time:
2.2 months
INITIATIV...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
INITIATIVE 1
CURRENT cycle time:
2.2 months
INITIATIV...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
CAPABILITY 1
COMPLETED cycle time:
1.8 months
CAPABIL...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
•Define and agree work types — Agree slicing policy f...
Neil Killick, 2019, All Rights Reserved
neil_killick neilkillick.com
Thank you!
Questions and
discussion
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Slicing heuristics - Techniques for improving value generation, speed to market and delivery predictability

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Slicing heuristics - Techniques for improving value generation, speed to market and delivery predictability

  1. 1. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com
  2. 2. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Slicing Heuristics Techniques for improving value generation, speed to market and delivery predictability Neil Killick ⍟ Product development practitioner ⍟ Business, customer and user experience (UX) analyst ⍟ Lean-agile coach and trainer
  3. 3. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com What’s the most important agile practice?
  4. 4. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Slicing is like breathing — you have to do it, it’s not a choice
  5. 5. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com
  6. 6. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Cutting something into slices (of a chosen size), each of which independently provides the essence of the thing being cut. e.g. a slice of cake, a slice of apple, a slice of pizza, a software feature which allows me to accomplish something Slicing
  7. 7. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Breaking something into distinct pieces, none of which can serve the purpose of the thing being broken, and all or most of which are required to (re)build it. e.g. a piece of a Rubik’s Cube, a fuel filter, a broken piece of a glass mirror, a software component Distinct from “decomposition”
  8. 8. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com We need to be able to turn 50 things we think we need into 10 things we can deliver soon. Getting quicker to market
  9. 9. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com We need to be able to turn 50 things we think we need into 10 things we can deliver soon. This is only possible if those 10 things deliver something useful and valuable, and the essence of what we thought the 50 things would give us. Getting quicker to market
  10. 10. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Create options Problem solving, research, analysis, design, learning and responding quickly to new information within time and budget constraints. Options can be prioritised, deferred and rejected
  11. 11. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Create focus (simplest, quickest path to value)
  12. 12. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Create focus (simplest, quickest path to value) Defer / Reject
  13. 13. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Collaborative, holistic technique for describing and narrowing the scope of work up and down the value chain, with the intent of improving speed to market and predictability. The slicing heuristics approach
  14. 14. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Collaborative, holistic technique for describing and narrowing the scope of work up and down the value chain, with the intent of improving speed to market and predictability. The slicing heuristics approach - Know how often we release useful stuff to customers by doing it often (Shinkansen) - Know the scale of endeavours in terms of budget/ time window, objective and needed outcome - Speed of learning through delivering something (building confidence in what we are trying to do) - Speed of feedback from real human beings (via conversations and observations)
  15. 15. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com It is becoming more common to associate things the team is working on with the value we want to create. However…
  16. 16. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com XTeams often slice stories only at the implementation level. Not higher up the chain at the initiative or capability level.
  17. 17. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Rather than slicing and finding quicker paths to market, all options become features in one big f***-off project backlog. BIG F***-OFF PROJECT Codename: Humungous
  18. 18. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Local flow is “good”, but not enough PROJECT 1 - Milestone 1 - Milestone 2 PROJECT 2 - Milestone 1 - Milestone 2 PROJECT 3 - Milestone 1 - Milestone 2 Progress toward deterministic milestones “Agile teams” trying to improve flow (speed), but lack optionality and opportunity to change direction
  19. 19. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Not all slicing is made equal. There are 3 levels of slicing.
  20. 20. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com 1 — CAPABILITY $$$ MOST VALUE $$$ Customer jobs aka Problem space $ LEAST VALUE $
  21. 21. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com 2 — FUNCTIONAL CUSTOMER workflow MOST SOPHISTICATED (highest schedule risk) SIMPLEST (lowest schedule risk) Implementation aka Solution space
  22. 22. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com 3 — TECHNICAL DEVELOPMENT workflow MOST SOPHISTICATED (highest schedule risk) SIMPLEST (lowest schedule risk) Implementation aka Solution space
  23. 23. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com 3 — TECHNICAL DEVELOPMENT workflow 2 — FUNCTIONAL CUSTOMER workflow 1 — CAPABILITY MOST SOPHISTICATED (highest schedule risk) SIMPLEST (lowest schedule risk) $$$ MOST VALUE $$$ Implementation aka Solution space Customer jobs aka Problem space $ LEAST VALUE $
  24. 24. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com CAPABILITY What does a CUSTOMER want to be able to do? Employ capability slicing patterns to create deferrable capability options - Look for seams - And, or - Customer types/personas - User roles - Target platforms/browsers - Type/number of products supported FUNCTIONAL What functionality do we need to implement for the CUSTOMER to achieve the capability? Employ functional slicing patterns for simplest functional solution - Simplest workflow steps to apply - Simplest UI/UX - Zero/one/many - Business rules - Happy/unhappy path - Input options - 1st X, then the rest - Data types/parameters - CRUD operations TECHNICAL What tasks or steps do WE need to take to implement the functionality? Employ technical slicing patterns for simplest technical solution - Platform technology (e.g. mobile web vs native app) - Performance - Scalability - Security - Technical design decisions GOAL1 2 3 4 5 6
  25. 25. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to bank with us online
  26. 26. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to bank with us online
  27. 27. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to bank with us online
  28. 28. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to bank with us online
  29. 29. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to bank with us online Small business customers Personal customers New customers Homebuyers Gold credit card holders School kids Transfer money between accounts Pay bills Request an overdraft Apply for a mortgage Upgrade credit card Increase credit limit Desktop website Android phone iOS app Smartwatch Firefox on iPad etc. etc. etc.
  30. 30. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to bank with us online Small business customers Personal customers New customers Homebuyers Gold credit card holders School kids Transfer money between accounts Pay bills Request an overdraft Apply for a mortgage Upgrade credit card Increase credit limit Desktop website Android phone iOS app Smartwatch Firefox on iPad etc. etc. etc.
  31. 31. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to pay their bills with BPAY on our website Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enter code manually Select from a dropdown Search based on input Select from most/ recently used Enter amount manually Enter reference manually No 2FA No 2FA Receive code by email Receive code by SMS Enter code manually Code entered automatically See message on screen Receive email See transaction details Select from a dropdown Click submit button Click submit button
  32. 32. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to pay their bills with BPAY on our website Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enter code manually Select from a dropdown Search based on input Select from most/ recently used Enter amount manually Enter reference manually No 2FA No 2FA Receive code by email Receive code by SMS Enter code manually Code entered automatically See message on screen Receive email See transaction details Select from a dropdown Click submit button Click submit button
  33. 33. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to pay their bills with BPAY on our website Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enter code manually Select from a dropdown Search based on input Select from most/ recently used Enter amount manually Enter reference manually No 2FA No 2FA Receive code by email Receive code by SMS Enter code manually Code entered automatically See message on screen Receive email See transaction details Select from a dropdown Click submit button Click submit button
  34. 34. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Enable Acme Bank customers to pay their bills with BPAY on our website Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enter code manually Select from a dropdown Search based on input Select from most/ recently used Enter amount manually Enter reference manually No 2FA No 2FA Receive code by email Receive code by SMS Enter code manually Code entered automatically See message on screen Receive email See transaction details Select from a dropdown Click submit button Click submit button
  35. 35. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Get user accounts Get billers Validate entered biller code Validate entered amount Validate payment 2FA - Send verification code 2FA - Validate verification code SQL query to DB Optimised stored proc No billers Hardcode billers Billers in txt file All billers from DB User’s billers from DB No validation Validate code Validation with errors No validation Validate funds available No verification Email code SMS code No validation Manual check Auto check Dummy API Sandbox API Production API Validate daily limit Confirm payment No confirmation On screen message Msg and log Email and log Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enable Acme Bank customers to pay their bills with BPAY on our website
  36. 36. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Get user accounts Get billers Validate entered biller code Validate entered amount Validate payment 2FA - Send verification code 2FA - Validate verification code SQL query to DB Optimised stored proc No billers Hardcode billers Billers in txt file All billers from DB User’s billers from DB No validation Validate code Validation with errors No validation Validate funds available No verification Email code SMS code No validation Manual check Auto check Dummy API Sandbox API Production API Validate daily limit Confirm payment No confirmation On screen message Msg and log Email and log Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enable Acme Bank customers to pay their bills with BPAY on our website
  37. 37. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Get user accounts Get billers Validate entered biller code Validate entered amount Validate payment 2FA - Send verification code 2FA - Validate verification code SQL query to DB Optimised stored proc No billers Hardcode billers Billers in txt file All billers from DB User’s billers from DB No validation Validate code Validation with errors No validation Validate funds available No verification Email code SMS code No validation Manual check Auto check Dummy API Sandbox API Production API Validate daily limit Confirm payment No confirmation On screen message Msg and log Email and log Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enable Acme Bank customers to pay their bills with BPAY on our website
  38. 38. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Get user accounts Get billers Validate entered biller code Validate entered amount Validate payment 2FA - Send verification code 2FA - Validate verification code SQL query to DB Optimised stored proc No billers Hardcode billers Billers in txt file All billers from DB User’s billers from DB No validation Validate code Validation with errors No validation Validate funds available No verification Email code SMS code No validation Manual check Auto check Dummy API Sandbox API Production API Validate daily limit Confirm payment No confirmation On screen message Msg and log Email and log Select account Select biller Enter amount Enter transaction reference BILL PAID Submit payment info Receive verification code Enter verification code Confirm payment Receive confirmation Enable Acme Bank customers to pay their bills with BPAY on our website
  39. 39. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com An explicit, evolving policy which describes: A shared language for types of deliverables, their scale and how they relate to each other (the value chain) The maximum number of sliced options allowed in a single deliverable Success criteria to describe the desired speed to market and/or level of predictability we require What is a slicing heuristic?
  40. 40. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com A heuristic technique (/hjʊəˈrɪstɪk/; Ancient Greek: εὑρίσκω, "find" or "discover"), often called simply a heuristic, is any approach to problem solving or self-discovery that employs a practical method, not guaranteed to be optimal, perfect, logical, or rational, but instead sufficient for reaching an immediate goal. ~ Wikipedia Why “heuristic”? Slicing policies need to adapt rather than stay static. “Method”, “framework” or “process” might not work so well
  41. 41. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com
  42. 42. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Example: • Initiative — Strategic theme representing business outcomes • Capability — Enabled customer behaviour which is expected to derive customer and/or business value as described by the initiative • Feature — Product increment which delivers a capability • Story — Explicit user capability or functionality served by a feature 1. Define and agree work types
  43. 43. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com • Define when to stop slicing and create a new card of the same type
 e.g. with this heuristic, if Jane slices an initiative into 5 capabilities, there are now 2 initiatives — the original one with 3 capabilities and a newly defined one with 2 capabilities • Define desired scale (measured in cycle time) and allowed variation (standard deviation) • Scale • How much time / money are we willing to invest to get to market and/or demonstrate capability / value? • Defining desired and consistent scale makes portfolio boards extremely useful — usually we don’t have this because each project or program is based on deterministic estimates rather than “this is how long we want things to take” • Variation • Smaller = better predictability • Beware — Removing buffers can promote accountability for outcomes and creative ways to solve problems, but it can also lead to death marches, depending on how the work is defined and the culture
 •Make policies explicit and visible (HT Kanban Method) 2. Agree slicing policy for each work type
  44. 44. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com • 1 card for each work item coming into the system, and the slices
 • Conversations between appropriate people at appropriate cadence for each work type
 • Defer sliced out options (do not include in “business commitment”)
 • Organise remaining options into appropriate work types, e.g. push things back upstream 3. Slice work Just-In- Time
  45. 45. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com •Different board / cards for each work type
 •Cadence of e.g. standup meetings around different boards to discuss and add a dot to represent days / weeks / months as appropriate 4. Do work and measure cycle times
  46. 46. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com INSPECT •Look at actual cycle times, average cycle times and standard deviation across work types • How long is it taking to deliver work? • How predictable is our delivery? •Analyse statistical patterns for work types • Do we have desired speed to market? • Do we have desired level of predictability? • How far off desired state were we? Does it matter? What did we learn? •Do the work types and policies still make sense? ADAPT • Update policies for work types (where needed, and with a clear hypothesis and experiment) • Communicate policy changes • Update work types (only if there is a very good reason) 5. Inspect and adapt policies
  47. 47. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com • Work takes longer than desired
 — high cycle time, slow speed to market or delivery to a customer
 • Work is too unpredictable (high variation) within a work type
 — e.g. can’t predict delivery of features for a client
 • Work is too unpredictable at portfolio level
 — e.g. shared capacity planning is too difficult
 • New work types emerges which we need to incorporate
 — e.g. MVP/MMF
 • Work type is retired
 — e.g. move to FDD, no more stories What might happen?
  48. 48. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com •Feature cycle time (or variation) is higher than defined limits because: • Feature definition is not always clear, causing back-and-forth between developers and product owner • Developers often miss key user scenarios in their testing, causing work to go backwards • Features are not sliced as thinly as they could be • Too many features in progress
 •Using our slicing heuristics, we can try to: • Slice features further for narrower scope, greater simplicity and unambiguity, and explicitly defer them • Reduce the number of stories allowed in a feature, or features allowed in a capability, or capabilities allowed in an initiative • Increase allowable cycle time or variation (if values are at acceptable level)
 •Other experiments we can try: • Reduce the number of stories / features / capabilities / initiatives allowed in progress • Create clearer story readiness and done criteria • Use 3 amigos to clarify all user scenarios and acceptance before development starts Create hypotheses and experiments
  49. 49. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com INITIATIVE 1 CURRENT cycle time: 2.2 months INITIATIVE 2 CURRENT cycle time: 5.1 months INITIATIVE 3 COMPLETED cycle time: 6.8 months OPTION 1 OPTION 2 Deferred OPTION 3 OPTION 4 OPTION 5 Next initiatives Max capabilities: 3 Max cycle time: 6 months In flight INITIATIVE 4 NOT STARTED Capability options DOING DONE C 2C 3 C 1 C 1 C 2 C 3 C 1 C 2 C 3 C 1 C 2 C 3
  50. 50. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com INITIATIVE 1 CURRENT cycle time: 2.2 months INITIATIVE 2 CURRENT cycle time: 5.1 months INITIATIVE 3 COMPLETED cycle time: 6.8 months OPTION 1 OPTION 2 Deferred OPTION 3 OPTION 4 OPTION 5 Next initiatives Max capabilities: 3 Max cycle time: 6 months In flight INITIATIVE 4 NOT STARTED Capability options DOING DONE C 2C 3 C 1 C 1 C 2 C 3 C 1 C 2 C 3 C 1 C 2 C 3
  51. 51. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com CAPABILITY 1 COMPLETED cycle time: 1.8 months CAPABILITY 2 CURRENT cycle time: 2.2 months CAPABILITY 3 NOT STARTED INITIATIVE 1 CURRENT cycle time: 2.2 months Objectives • Objective 1 • Objective 2 Key Results • Key Result 1 • Key Result 2 In flight Max features: 2 Max cycle time: 2 months Feature options DOING DONE F 2F 1 F 1 F 2 F 1 F 2 XXXX Because these are options (from slicing) we can choose to defer them if: • The capability’s implementation is “good enough” for now • We have reached a market window or other time/budget constraint • A higher priority/value capability or initiative needs some more love (capacity)
  52. 52. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com •Define and agree work types — Agree slicing policy for each work type — Slice work just-in-time — Do work and measure cycle times — Inspect and adapt policies
 •Use slicing (over decomposition) to create options — far more conducive to meaningful flow and agility •Slicing heuristics create a focus on slicing which encourages us to be empirical • Solve problems with minimum effort to meet market windows vs Design a solution, estimate it, build it • Inspect and adapt both product and process, iterate, remain flexible on our focus, create transparency of effort and outcomes • Remove overhead and angst of deterministic estimation rituals and expectations (or use alongside estimates as a safe-to-fail experiment) • Emphasis on defining the work in the right way, narrowing scope and steering to outcomes rather than it all depending on execution Summary
  53. 53. Neil Killick, 2019, All Rights Reserved neil_killick neilkillick.com Thank you! Questions and discussion

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