This document discusses estimating value through the lens of cost of delay. It provides tools and frameworks for estimating value in an agile manner based on imperfect information and assumptions. Key points include:
- Estimating value requires shifting to a mindset of making decisions based on assumptions rather than precise measurements.
- Value types (increase revenue, reduce costs, etc.) and urgency profiles (expedite, standard, fixed date, intangible) provide simple frameworks for assessing economic impact and risk of delay.
- Cost of delay estimates the financial impact of delaying work and helps prioritize features based on their time-sensitive value rather than effort.
- Exercises are provided to estimate lead time, delay
A retrospective looking at the implementation of Cost of Delay as a means to improve decision-making, improve the sense of urgency and encourage the breaking down of work as well as scheduling or prioritisation using CD3.
Why your current prioritisation is Apples v Pears. Looking at the issues in your current prioritisation process. These slides were delivered in various Agile user groups in the UK Q3/4 2015.
Content of presentation is heavily influenced by Don Reinersten who created the idea of Cost of Delay and Joshua Arnold from Black Swan Farming, who has done a great job making the content more accessible.
ScrumDay Chile - Value Estimation and Prioritization using Cost of DelayCarlos Letelier Pardo
This is the presentation used during my lecture on the ScrumDay Chile 2015.
How can we prioritize better and improve our trade-off decisions? Use Cost of Delay!
4 topics covered:
1.- Why other methods fail
2.- How to determine the Cost of Delay
3.- How value changes over time (Urgency Profiles)
4.- Use CD3 to improve your prioritization
Cost of Delay, measurements and parallel vs. sequential project processingSebastian Kamilli
A presentation about cost of delay fundamentals, a teaser about how to measure anything and the effect of parallel vs. sequential project processing on cost of delay.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
A retrospective looking at the implementation of Cost of Delay as a means to improve decision-making, improve the sense of urgency and encourage the breaking down of work as well as scheduling or prioritisation using CD3.
Why your current prioritisation is Apples v Pears. Looking at the issues in your current prioritisation process. These slides were delivered in various Agile user groups in the UK Q3/4 2015.
Content of presentation is heavily influenced by Don Reinersten who created the idea of Cost of Delay and Joshua Arnold from Black Swan Farming, who has done a great job making the content more accessible.
ScrumDay Chile - Value Estimation and Prioritization using Cost of DelayCarlos Letelier Pardo
This is the presentation used during my lecture on the ScrumDay Chile 2015.
How can we prioritize better and improve our trade-off decisions? Use Cost of Delay!
4 topics covered:
1.- Why other methods fail
2.- How to determine the Cost of Delay
3.- How value changes over time (Urgency Profiles)
4.- Use CD3 to improve your prioritization
Cost of Delay, measurements and parallel vs. sequential project processingSebastian Kamilli
A presentation about cost of delay fundamentals, a teaser about how to measure anything and the effect of parallel vs. sequential project processing on cost of delay.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
Slides from September 17, 2020 Webinar entitled "ABC's of Problem Solving: A3 Approach, Basic Tools, and Change Management." The slides cover the following concepts: 1. Why Problem Solving is Critical to Culture Change and Lean Transformation 2. What is A3 Problem Solving? 3. How to Properly Define Problems 4. Selected Basic Tools for Root Cause Analysis 5. Next Steps
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Using Agile Methodology to Deliver Projects That Transform Customers from Dou...Mike Harris
Examine the agile best practices currently employed by leading web hosting provider, Ecommerce Inc. to deliver best in class technology solutions. By employing these practices, any IT organization can move projects from unpredictable and frustrating to transparent, disciplined, repeatable and most important, successful. We will walk step by step through the practices that you must implement, which are optional and which you should avoid. You will leave this talk with a pragmatic set of tools and practices that you can take back and employ immediately on your own projects to transform you customers from doubters to raving fans.
This presentation criticises many common practices in agile and lean software development and presents some alternatives like a "price per item" model.
Kepner-Tregoe improves the business performance of clients worldwide using proven management methods. We are the ‘gold standard’ in organizational issue resolution – from tactical troubleshooting to strategic decision making. For over 50 years we have collaborated with clients to optimize their business environments and manage business challenges. We achieve rapid results in organizations and install the skills, processes and work environment to create ongoing value.
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
Kepner-Tregoe Project Managment Suite BrochureKepner-Tregoe
The gold standard in critical thinking applied to project management. In addition to our well known Project Management workshop offerings include workshos for Non-Project Managers, Project Sponsors and much more.
Determining Business Value in Agile DevelopmentJosiah Renaudin
Both agile and lean focus on delivering business value to the customers as rapidly as possible. On agile projects, story points are often used to estimate and track development effort for user stories. However, to concentrate on delivering value, we must be able to place a business value on these stories. Through lecture and interactive exercises, Ken Pugh explains how to estimate and track business value, presenting two methods for quickly estimating value for features and stories. He shows the relationships between business value and story points, and discusses how to chart business value for progress tracking. Ken demonstrates how to use that chart to determine when to terminate a project if another has a higher business value. He covers the estimation of business value for larger tasks, such as projects and epics. By the end, you’ll be able to use business value to focus both customers and developers on the most important requirements.
Presents the ideal opportunity to learn and grow by doing a yearly business performace review. Now is the time to reflect, rethink, reread and redesign before the start of a new year.
Emerging Innovation: an exploratory journey into design thinking and innovati...Cedric Mainguy
Design Thinking can be used to design products, new customer experience or services, and even corporate strategy or large scale systems. Innovation Games are games whose primary intent is not pure entertainment. We learn best when we play and an increasing number of organizations have realized the enormous potential of game-based activities. Innovation Games can be applied to a broad spectrum of areas like training, hiring, generating new ideas, making meetings more effective, generating feedback about a product or service, improving communication, avoiding common decision-making pitfalls, feature prioritization, vision sharing, SWOT analysis, strategy building, reflect and learn sessions and change management... The list goes on.
Organizations like Google, IBM or the United Nations use Design thinking and Games on a regular basis. Not a single month passes without a book, article, conference or training about these increasingly popular topics.
The growing success of Agile methods, which put a strong emphasis on people interactions, fun and build a creativity-friendly environment, have made Design thinking and Innovation Games even more popular.
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
Slides from September 17, 2020 Webinar entitled "ABC's of Problem Solving: A3 Approach, Basic Tools, and Change Management." The slides cover the following concepts: 1. Why Problem Solving is Critical to Culture Change and Lean Transformation 2. What is A3 Problem Solving? 3. How to Properly Define Problems 4. Selected Basic Tools for Root Cause Analysis 5. Next Steps
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
Using Agile Methodology to Deliver Projects That Transform Customers from Dou...Mike Harris
Examine the agile best practices currently employed by leading web hosting provider, Ecommerce Inc. to deliver best in class technology solutions. By employing these practices, any IT organization can move projects from unpredictable and frustrating to transparent, disciplined, repeatable and most important, successful. We will walk step by step through the practices that you must implement, which are optional and which you should avoid. You will leave this talk with a pragmatic set of tools and practices that you can take back and employ immediately on your own projects to transform you customers from doubters to raving fans.
This presentation criticises many common practices in agile and lean software development and presents some alternatives like a "price per item" model.
Kepner-Tregoe improves the business performance of clients worldwide using proven management methods. We are the ‘gold standard’ in organizational issue resolution – from tactical troubleshooting to strategic decision making. For over 50 years we have collaborated with clients to optimize their business environments and manage business challenges. We achieve rapid results in organizations and install the skills, processes and work environment to create ongoing value.
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
Kepner-Tregoe Project Managment Suite BrochureKepner-Tregoe
The gold standard in critical thinking applied to project management. In addition to our well known Project Management workshop offerings include workshos for Non-Project Managers, Project Sponsors and much more.
Determining Business Value in Agile DevelopmentJosiah Renaudin
Both agile and lean focus on delivering business value to the customers as rapidly as possible. On agile projects, story points are often used to estimate and track development effort for user stories. However, to concentrate on delivering value, we must be able to place a business value on these stories. Through lecture and interactive exercises, Ken Pugh explains how to estimate and track business value, presenting two methods for quickly estimating value for features and stories. He shows the relationships between business value and story points, and discusses how to chart business value for progress tracking. Ken demonstrates how to use that chart to determine when to terminate a project if another has a higher business value. He covers the estimation of business value for larger tasks, such as projects and epics. By the end, you’ll be able to use business value to focus both customers and developers on the most important requirements.
Presents the ideal opportunity to learn and grow by doing a yearly business performace review. Now is the time to reflect, rethink, reread and redesign before the start of a new year.
Emerging Innovation: an exploratory journey into design thinking and innovati...Cedric Mainguy
Design Thinking can be used to design products, new customer experience or services, and even corporate strategy or large scale systems. Innovation Games are games whose primary intent is not pure entertainment. We learn best when we play and an increasing number of organizations have realized the enormous potential of game-based activities. Innovation Games can be applied to a broad spectrum of areas like training, hiring, generating new ideas, making meetings more effective, generating feedback about a product or service, improving communication, avoiding common decision-making pitfalls, feature prioritization, vision sharing, SWOT analysis, strategy building, reflect and learn sessions and change management... The list goes on.
Organizations like Google, IBM or the United Nations use Design thinking and Games on a regular basis. Not a single month passes without a book, article, conference or training about these increasingly popular topics.
The growing success of Agile methods, which put a strong emphasis on people interactions, fun and build a creativity-friendly environment, have made Design thinking and Innovation Games even more popular.
Time is an Asset, Delay is a Cost: Applying qualitative and quantitative analysis for competitive advantage
abstract
In competitive product development, time often trumps cost and value. While cost of delay is now a part of our vocabulary, how to use it is less understood. Hear the historical context of time-agility strategies, have equations and qualitative approaches demystified - make more effective decisions.
description
While cost of delay has become a fashionable topic for Agile practitioners, agreement as to the correct way to apply it has been harder to find. This presentation will look to the historical use of time and agility to create winning strategies. It examines proposals to quantify cost of delay in product management contexts, and explains the justifications for the resulting formulae and archetypes - where appropriate giving the limitation of their applicability and when to apply different approaches. Finally the presentation looks to the synthesis of these ideas to use quantitative calculations and qualitative analysis in formulating product investment and development strategies.
Cost of delay - Comunicando o impacto do tempo no valorRodrigo Yoshima
Palestra ministrada no AgileTrends 2015 com exemplos onde o Cost of Delay (Custo do Atraso) e o Total Lifecycle Profit podem ajudar na tomada de decisão de gestores de TI. Contém exemplos de:
- Decidir por investir em novas práticas
- Como alocar um recurso que está competindo atenção
- Básico de gestão de portfólio e estimativas iniciais
Teoria baseada e adaptada de Don Reinertsen, David Anderson et al...
DOES SFO 2016 - Mark Imbriaco - Lessons From the Bleeding EdgeGene Kim
DevOps news is dominated by discussions about tools, and with good reason. It's not unusual for the amount of infrastructure-related code in a system to approach or even exceed the amount of code dedicated to the actual problem the system is solving, even in small systems. As our systems scale in size and complexity, we invest an ever increasing amount of resources into building solutions to help manage our our complex technical systems. And rightly so.
What's often overlooked, however, is the human component of our systems. All too often our approaches to tools, processes, and systems management attempt to remove humans rather than empower them.
I'll make the case that humans are not a source of entropy to be safeguarded against in our systems, but rather a fundamental source of resilience and even efficiency. We'll discuss ways that we can use this point of view to our advantage when constructing our systems to move faster without sacrificing safety. We'll look at things like tools and our interactions with them, team collaboration, and even organizational structure and policies.
We've had plenty of talks about building for web scale, cloud scale, and even planetary scale. Let's spend some time talking about designing for human scale.
DOES SFO 2016 - Cornelia Davis - DevOps: Who Does What?Gene Kim
Within the IT organizational structures that have dominated the last several decades roles and responsibilities are fairly standardized. But with the dramatic changes that DevOps practices and supporting toolsets bring, many are left feeling a bit off balance - it’s no longer clear who is responsible for even things as “straight-forward” as development or operations.
In this talk I will take traditional roles that are distributed across fairly standard IT structures and sort them into a new organizational context. What is the role of the Enterprise Architect? Who does capacity planning and how? How can change management step out of the way all while still satisfying the requirements of safe deployments? How do agile teams interface with personnel responsible for maintaining legacy systems? I’ll leave the audience with a blueprint for a new organizational structure.
DOES SFO 2016 - Steve Brodie - The Future of DevOps in the EnterpriseGene Kim
DevOps adoption is growing rapidly, especially in the enterprise. What started as a “keeping up with the unicorns” grassroots movement within more forward thinking companies, has matured to large, complex enterprises now often being on the forefront of DevOps innovation.
What's the State of Agile Software Development?VersionOne
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In this slide I look at a theory of how manufacturing urgency is essential for mobilizing audiences for campaigns. I also show a formula i've come up with for achieving this urgency.
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This presentation covers the entire aspects of 6 sigma quality methodology. You can have this presentation as a reference to anything related to 6 sigma. This is one of the best material to be refereed before the implementation of 6 sigma in your organization, whether it is in service sector or in manufacturing..
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When it comes to development methods, lean and agile have clearly taken the lead. In the spirit of Kaizen, this session will take a look at the measures we can glean from agile teams, why the are relevant and interesting, and how we can use them to help our teams get even better.
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Using Value Stream to visualize the end-to-end Flow of Digital Products and Services
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Agile masterclass - The Most Important Agile Concepts to Know and the Critica...Striking Group Pty Ltd
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
Learn about key agile concepts from frameworks such as Scrum and Kanban, how the differ and how to choose the right one. Other topics include Agile estimating & planning, Agile Governance and more.
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
An Ounce of Validation = a Pound of Pivot by LinkedIn PMProduct School
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- How even basic impact sizing and user validation can save you and your team a lot of pain and effort in the long run
- Real-world examples of the consequences of skipping validation, along with more successful applications
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I´d like to share this presentation I created to give awareness of that is Agile, the scrum framework and why we should consider that in our daily basis, personal and proffessional level.
Inside Gainsight’s New Post-Sales Structure: Reorganizing the Team to Drive C...Gainsight
In this webinar, Allison Pickens, Gainsight's VP of Customer Success, will give you a detailed explanation of our new org chart as well as the philosophy behind the changes. She'll offer strategies on how to apply these principles and tactics to your own Customer Success team.
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Join us for an exploration of the Metaverse's evolution, where innovation meets imagination. Discover new dimensions of virtual events, engage with thought-provoking discussions, and witness the transformative power of digital realms."
Quarkus Hidden and Forbidden ExtensionsMax Andersen
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Check out the webinar slides to learn more about how XfilesPro transforms Salesforce document management by leveraging its world-class applications. For more details, please connect with sales@xfilespro.com
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👉👉 Click Here To Get More Info 👇👇
https://sumonreview.com/ai-pilot-review/
AI Pilot Review: Key Features
✅Deploy AI expert bots in Any Niche With Just A Click
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✅More than 85 AI features are included in the AI pilot.
✅No setup or configuration; use your voice (like Siri) to do whatever you want.
✅You Can Use AI Pilot To Create your version of AI Pilot And Charge People For It…
✅ZERO Manual Work With AI Pilot. Never write, Design, Or Code Again.
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✅Use Our AI-powered Traffic To Get Hundreds Of Customers
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(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
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Recreation management software streamlines operations by automating key tasks such as scheduling, registration, and payment processing, reducing manual workload and errors. It provides centralized management of facilities, classes, and events, ensuring efficient resource allocation and facility usage. The software offers user-friendly online portals for easy access to bookings and program information, enhancing customer experience. Real-time reporting and data analytics deliver insights into attendance and preferences, aiding in strategic decision-making. Additionally, effective communication tools keep participants and staff informed with timely updates. Overall, recreation management software enhances efficiency, improves service delivery, and boosts customer satisfaction.
top nidhi software solution freedownloadvrstrong314
This presentation emphasizes the importance of data security and legal compliance for Nidhi companies in India. It highlights how online Nidhi software solutions, like Vector Nidhi Software, offer advanced features tailored to these needs. Key aspects include encryption, access controls, and audit trails to ensure data security. The software complies with regulatory guidelines from the MCA and RBI and adheres to Nidhi Rules, 2014. With customizable, user-friendly interfaces and real-time features, these Nidhi software solutions enhance efficiency, support growth, and provide exceptional member services. The presentation concludes with contact information for further inquiries.
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The Earth System Grid Federation (ESGF) is a global network of data servers that archives and distributes the planet’s largest collection of Earth system model output for thousands of climate and environmental scientists worldwide. Many of these petabyte-scale data archives are located in proximity to large high-performance computing (HPC) or cloud computing resources, but the primary workflow for data users consists of transferring data, and applying computations on a different system. As a part of the ESGF 2.0 US project (funded by the United States Department of Energy Office of Science), we developed pre-defined data workflows, which can be run on-demand, capable of applying many data reduction and data analysis to the large ESGF data archives, transferring only the resultant analysis (ex. visualizations, smaller data files). In this talk, we will showcase a few of these workflows, highlighting how Globus Flows can be used for petabyte-scale climate analysis.
3. agilebydesign.com
@agile_bydesign
Think about Organizational Agility as the act of continuously looking for ways to
reduce the time between coming up with a hypothesis of value
and validating that value by deploying it to the market
We want to equip you with practical tools that can enable that shift in mindset
needed when it comes to delivering value with Agility
• Time is your most precious asset
• Value decays over time
Time
• Delay is your most expensive obstacle
• Delay costs you more than inefficiency
• Remove sources of delay
Delay
• Estimate value quickly and collaboratively
• Accuracy over Precision
Precision
4. agilebydesign.com
@agile_bydesign
During this session we want to provide you a chance to analyze real work
through the lens of delivering value with increased agility
Estimating Lead and Delay Time
(15 minutes)
Estimating Cost Of Delay
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Review and Next Steps (5 minutes)
EXERCISE: Cost of Delay and CD3 (30 minutes)
EXERCISE: Lead Time, Value Type & Urgency Profile (30 minutes)
Identifying Value and Urgency
(15 minutes)
5. agilebydesign.com
@agile_bydesign
We will work as a team to estimate the value of at least one feature using the
following Feature Value Estimation Canvas
FEATURE PROBLEM/IDEA/OPPORTUNITY DESCRIPTION
VALUE
(t-shirt sizing)
Create functionality so that TheBusiness notifies
customers when travelling internationally to prevent
card getting blocked
VALUE TYPE (choose one) URGENCY PROFILE (choose one)
Increase Revenue - Protect Revenue -
Reduce Cost - Avoid Cost
Expedite - Fixed –
Standard - Intangible
VALUE MODEL
Assumption Factor (with unit) Confidence
Cost of delay = # customers affected * likelihood of event * call duration * hourly rate * %customers who would use solution
COST OF DELAY (per months)=
LEAD TIME (months)= DELAY TIME (months)=
6. agilebydesign.com
@agile_bydesign
Estimating Lead and Delay Time
(15 minutes)
Estimating Cost Of Delay
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Review and Next Steps (5 minutes)
EXERCISE: Cost of Delay and CD3 (30 minutes)
Agenda
EXERCISE: Lead Time, Value Type & Urgency Profile (30 minutes)
Identifying Value and Urgency
(15 minutes)
7. agilebydesign.com
@agile_bydesign
Delay
Time
Let’s look at Cycle Time, Delay Time and Lead Time through a
common experience for most people – ordering coffee
Walk into Starbucks Wait in Line Take Order Produce Order Deliver Order
Delay
Time
Delay Time
Cycle Time Cycle Time Cycle Time
Lead Time
8. agilebydesign.com
@agile_bydesign
For knowledge work, Lead Time can be measured by agreeing on a
Commitment Point and Delivery Point within your Porfolio or Team
Intake Scoping Options Analysis Build Validate Ready Deployed
I1 I2
I3
S1 S2 B1 B2
B3 B4
P2
P3
D2 C2 C1
C3
A1 D2D1
D3
Tech Lead Time
Doing Done Doing Done Doing Done
D1P1
CT CT CT Cycle TimeCycle TimeDelay Time Delay Time DT DT DT
A2
Tech
Commitment
Point
• Work before the commitment point can be
considered to be an option
• Minimal work to prepare an option
• Customers and suppliers negotiate the commitment
point based on the improvement they are looking
for in the system
Tech Delivery
Point
Market Lead Time
Business
Commitment
Point
Business
Delivery Point
9. agilebydesign.com
@agile_bydesign
An organization is delivering value with agility if it strives to reduce lead
time between idea generation to validating it through market feedback
Start increase Agility by
• Reducing Lead time
• Delivering less at a time, more often
• A balance of success and failure
• Increasing the frequency of customer
insights with tight feedback loops
Do not try to
• Increasing throughput
• Maximizing Efficiency
• Avoiding Failure
10. agilebydesign.com
@agile_bydesign
Why is there a delay?
1
Sample Delay Themes
• Different Teams & Porfolios have different priorities on their backlog
• Too much Work in Progress
• Outcomes are too Big – Need to Thin Slice!
• Teams are specialized, lots of hand-offs required
• Rework
• Over Specified
Solve or Reprioritize
to Lessen the Delay
2
Delay Time
Lead Time
Reducing lead time can be accomplished by identifying sources of delay
and removing them
Plan
ImproveLearn
11. agilebydesign.com
@agile_bydesign
Simple Lead Time and Delay Time for our example
FEATURE PROBLEM/IDEA/OPPORTUNITY DESCRIPTION
VALUE
(t-shirt sizing)
Create functionality so that TheBusiness notifies
customers when travelling internationally to prevent
card getting blocked
VALUE TYPE (choose one) URGENCY PROFILE (choose one)
Increase Revenue - Protect Revenue -
Reduce Cost - Avoid Cost
Expedite - Fixed –
Standard - Intangible
VALUE MODEL
Assumption Factor (with unit) Confidence
Cost of delay = # customers affected * likelihood of event * call duration * hourly rate * %customers who would use solution
COST OF DELAY (per months)=
LEAD TIME (months)= 3 DELAY TIME (months)= 2
12. agilebydesign.com
@agile_bydesign
3 Things to Remember: Estimating Lead and Delay Time
1. Lead Time for Knowledge Work is measured by defining the Commitment Point
and Delivery Point, and measuring the time it takes to get from one to the
other
2. An organization is delivering value with agility if it strives to reduce lead time
3. Reducing lead time can be accomplished by identifying sources of delay and
using PDCA to remove these sources of delay
Summary: To know if we are delivering with Agility, we can start by measuring
Lead Time to see if it is improving for our Porfolio or our Team. If the Lead Time is
long, ask WHY and find out how to reduce the Delay Time.
13. agilebydesign.com
@agile_bydesign
Estimating Lead and Delay Time
(15 minutes)
Estimating Cost Of Delay
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Review and Next Steps (5 minutes)
Identifying Value and Urgency
(15 minutes)
Agenda
EXERCISE: Cost of Delay and CD3 (30 minutes)
EXERCISE: Lead Time, Value Type & Urgency Profile (30 minutes)
15. agilebydesign.com
@agile_bydesign
Key to estimating value is being able to shift to a mindset of making decisions
based on imperfect information and assumptions
When it comes to estimating value,
the biggest barrier is usually our own
fixed-mindset:
We tell ourselves it can’t be done,
because the “intangible” benefits cannot be quantified,
or in any way estimated
Not estimating
value
Precise measurement
of value
• Prejudices & Perceptions
• Fears
• Uncertainties
• Fixed Mindset
• Analysis Paralysis
16. agilebydesign.com
@agile_bydesign
First steps to improvements are:
• high quality conversations
• smaller increments
• estimate your assumptions
• manage the impact of delay
Cross Functional group
estimates value
Key to estimating value is being able to shift to a mindset of making decisions
based on imperfect information and assumptions
So that we can evolve to:
• Measure value of small features
• Deliver value using an experimental
mindset
• Pivot or pursue based on what we
learn
Not estimating
value
Precise measurement
of value
18. agilebydesign.com
@agile_bydesign
• High and immediate impact to business
• Major lost opportunity if not immediately addressed
Our customers privacy is exposed until we make this fix
• Shallow but immediate impact to business
• Incremental revenue or Cost avoidance
We will get more paying customers if they can subscribe online
• No / low immediate impact to business
• New / improved capability
Once we have the ability to deliver application features using local people, we will have the
autonomy we need to deliver at market speed
• Medium or High impact to business
• Of no value past a certain date
Our Christmas Marketing Campaign had better be done before Christmas
Expedite Class
Standard Class
Intangible
Class
Fixed Date
Class
Continue the conversation by assigning an Urgency Profile; clarifying the risk and
cost inherent in not doing the work
19. agilebydesign.com
@agile_bydesign
Our example continued by showing Value Type and Urgency Profile
FEATURE PROBLEM/IDEA/OPPORTUNITY DESCRIPTION
VALUE
(t-shirt sizing)
Create functionality so that TheBusiness notifies
customers when travelling internationally to prevent
card getting blocked
VALUE TYPE (choose one) URGENCY PROFILE (choose one)
Increase Revenue - Protect Revenue -
Reduce Cost - Avoid Cost
Expedite - Fixed –
Standard - Intangible
VALUE MODEL
Assumption Factor (with unit) Confidence
Cost of delay = # customers affected * likelihood of event * call duration * hourly rate * %customers who would use solution
COST OF DELAY (per months)=
LEAD TIME (months)= 3 DELAY TIME (months)= 2
20. agilebydesign.com
@agile_bydesign
3 Things to Remember: Identifying Value and Urgency
1. Key to estimating value is being able to shift to a mindset of making decisions
based on imperfect information and assumptions
2. Begin by selecting a Value Type - a simple framework for assessing the
economic impact of the investment decisions we are making
3. Continue the conversation by assigning an Urgency Profile; clarifying the risk
and cost inherent in not doing the work
Fixed Standard Intangible Expedite
Increase
Revenue
Protect
Revenue
Reduce Cost Avoid Cost
21. agilebydesign.com
@agile_bydesign
Estimating Lead and Delay Time
(15 minutes)
Estimating Cost Of Delay
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Review and Next Steps (5 minutes)
Agenda
EXERCISE: Cost of Delay and CD3 (30 minutes)
EXERCISE: Lead Time, Value Type & Urgency Profile (30 minutes)
Identifying Value and Urgency
(15 minutes)
22. agilebydesign.com
@agile_bydesign
Exercise (30 minutes)
• Choose sample work in your backlog
o Represent ideas at whatever granularity you are managing them (eg: Sagas,
Epics, Features)
o Features tend to be the easiest to work with going forward
• Estimate Lead Time & Delay Time:
o Starting with the highest priority item, estimate the time it will take to
deliver the work to market in people months
o Now estimate the time it would take if there was no delay in getting the
work done, in people months
o Identify sources of delay to get a better handle on total delay time
o Write down Lead time and Delay Time for each item
• Evaluate Idea and assign Value Type and Urgency Profile
23. agilebydesign.com
@agile_bydesign
Estimating Lead and Delay Time
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Review and Next Steps (5 minutes)
Cost of Delay and CD 3 Exercise (30 minutes)
Estimating Cost Of Delay
(15 minutes)
Lead Time, Value Type & Urgency Profile Exercise (30 minutes)
Identifying Value and Urgency
(15 minutes)
24. agilebydesign.com
@agile_bydesign
Cost of Delay puts a price tag on time, making it explicit how delaying a release
interferes with the realization of value
• Feature or Epic level
• Decay of Value / Time
• Opportunity Cost / Month (often in $$$)
• Slope can be used to display varying COD over
time
• Different Slopes -> Different Urgency Profile
• Achieve resiliency by balancing work across
Urgency Profiles
$10,000 / Month
Expedite
Class
Standard
Class
Intangible
Class
Fixed Date
Class
25. agilebydesign.com
@agile_bydesign
Looking at Cost Of Delay helps us understand how to make decisions based on
value, rather than effort
Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Value Add
Risk Reduction
Waiting
Opportunity
10 Weeks waiting
3 Weeks
waiting
Design
(24 hrs)
Dev & Test
(160 hrs)
Go-Live
We have identified the Customer Travel Abroad Feature with the cost of delay being $187,500
per week ($750,000 per month). The value stream below illustrates the progression of the Epic
through an organization’s system of work:
How much did queuing, or waiting time cost this organization?
The 10 weeks that this opportunity spent waiting in various queues cost the organization
$1,875,000 in lost revenues
5 Weeks
waiting
2 Weeks
waiting
Inspired by http://blackswanfarming.com
26. agilebydesign.com
@agile_bydesign
• High and immediate impact to business
• Major lost opportunity if not immediately addressed
Our customers privacy is exposed until we make this fix
• Shallow but immediate impact to business
• Incremental revenue or Cost avoidance
We will get more paying customers if they can subscribe online
• No / low immediate impact to business
• New / improved capability
Once we have the ability to deliver application features using local people, we will have the
autonomy we need to deliver at market speed
• Medium or High impact to business
• Of no value past a certain date
Our Christmas Marketing Campaign had better be done before Christmas
Expedite Class
Standard Class
Intangible
Class
Fixed Date
Class
Allocating work across Urgency Profiles clarifies the risk inherent in not doing
the work
27. agilebydesign.com
@agile_bydesign
Expediters have high and immediate impact to business
Typical Lead
Time
Expedite Class
High and immediate impact to business
Break-fix type of work that needs immediate
attention
Avoiding making the News
Extreme political fall out
30. agilebydesign.com
@agile_bydesign
Typical Lead
Time
Intangible Items do not have a cost of delay directly associated with them, delivery
allow the business to offer new capabilities and services
No / low immediate impact to business
Investment required to build new capability
and services
New or enhanced ways to deliver value
Investment
(Intangible
Class)
31. agilebydesign.com
@agile_bydesign
Turn estimating value into a safe team exercise by making assumptions explicit
• Convert your uncertainties into questions
• Do some quick research, and document your assumptions
• Try to invalidate those assumptions quickly, include the entire Team,
members from the Porfolio, across TheBusiness
• Encourage dialogue and dissent, but time-box it!
The process of surfacing our assumptions about value are
more useful than the numbers we come up with!
Build a Model of value based on your assumptions
SAMPLE MODELS:
• Increase Revenue
Market Size X Transaction Value X % Likelihood X Transaction volume
• Protect Revenue
Likelihood of threat X * # events per month X # cost of events
• Reduce Cost
Cost reduction / event X #events X %likelihood of benefit
• Avoid Cost
Cost avoidance / event X #events
Reach
Frequency
Likelihood
Unit Value
Inspired by http://blackswanfarming.com
32. agilebydesign.com
@agile_bydesign
Showing our example, with COD and underlying assumptions
FEATURE PROBLEM/IDEA/OPPORTUNITY DESCRIPTION
VALUE
(t-shirt sizing)
Create functionality so that TheBusiness notifies
customers when travelling internationally to prevent
card getting blocked
• Customers travel outside of Canada and use our branded card
while travelling.
• We flag it as suspicious behavior and block the card.
• The customer calls in to reactivate the card, which is frustrating for
customers and adds to our call volume.
• If customers could tell us about travel plans via the website, we
could reduce call volume and have happier customers.
VALUE TYPE (choose one) URGENCY PROFILE (choose one)
Increase Revenue - Protect Revenue -
Reduce Cost - Avoid Cost
Expedite - Fixed –
Standard - Intangible
VALUE MODEL
Assumption Factor (with unit) Confidence
# of customers travelling abroad each month (based on
2.5 M overnight trips per year (Stats Can 2010) x 20%
are Cap One users)
500,000 People/month Strong
Likelihood that card is flagged/blocked (based on ?) 30% Strong
Average time wasted when customers calls in to get
card reactivated (15min)
0.25 hour Reasonable
Hourly rate for call center rep $50 $/hour Strong
Percentage of customers we think will use web travel
notification system (SWAG)
40% Uncertain
Cost of delay = # customers affected * likelihood of event * call duration * hourly rate * %customers who would use solution
COST OF DELAY (per months)= $750 000 CD3 =
LEAD TIME (months)= 3 DELAY TIME (months)= 2
33. agilebydesign.com
@agile_bydesign
3 Things to Remember: Estimating Cost of Delay
1. Looking at Cost Of Delay helps us understand how to make decisions based on
value, rather than effort by making it explicit how delaying a release interferes
with the realization of value.
2. An organization can achieve resiliency by balancing work across Urgency
Profiles
3. Make assumptions explicit. The process of surfacing our assumptions about
value are more useful than the numbers we come up with!
34. agilebydesign.com
@agile_bydesign
Estimating Lead and Delay Time
(15 minutes)
Review and Next Steps (5 minutes)
Estimating Cost Of Delay
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Agenda
EXERCISE: Cost of Delay and CD3 (30 minutes)
EXERCISE: Lead Time, Value Type & Urgency Profile (30 minutes)
Identifying Value and Urgency
(15 minutes)
35. agilebydesign.com
@agile_bydesign
Estimating the Economic Impact of Delay for scheduling decisions using CD3
Cost of Delay Divided by Duration
Business value of the
feature or Epic
Value lost over time
• maximise the value delivered in a
given time period
• relatively fixed or “scarce” resources
(people!)
• Max total ROI by minimising the
total Delay Cost for a set of options
• encouraging the breakdown of work
into smaller batches!
Cost of Delay
Duration
How value decays over
time
The lead time to
deliver to market
Inspired by http://blackswanfarming.com
36. agilebydesign.com
@agile_bydesign
With FIFO we work on items for customers in the order we receive the features
Week A B C Opportunity
Cost
Revenue
1 $0 $0 $0 $10 $0
2 $0 $0 $0 $10 $0
3 $0 $0 $0 $10 $0
4 $0 $0 $0 $10 $0
5 $0 $0 $0 $10 $0
6 $1 $0 $0 $9 $1
7 $1 $4 $0 $5 $5
8 $1 $4 $0 $5 $5
9 $1 $4 $2 $0 $10
Total $69 $21
Feature Lead Time Cost Of Delay CD3
A 5 $1 0.2
B 1 $4 4
C 2 $5 2.5
37. agilebydesign.com
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CD3 provides focus on getting to value earlier
Week A B C Opportunity
Cost
Revenue
1 $0 $0 $0 $10 $0
2 $0 $4 $0 $6 $4
3 $0 $4 $0 $6 $4
4 $0 $4 $5 $1 $9
5 $0 $4 $5 $1 $9
6 $0 $4 $5 $1 $9
7 $0 $4 $5 $1 $9
8 $0 $4 $5 $1 $9
9 $1 $4 $5 $0 $10
Total $27 $63
Feature Lead Time Cost Of Delay CD3
A 5 $1 0.2
B 1 $4 4
C 2 $5 2.5
40. agilebydesign.com
@agile_bydesign
CD3 provides an economic incentive to increase organizational agility
• Rank order a backlog by the highest COD and lowest CD3 score
• Analyze the items with largest discrepancies where a lack of agility is interfering
with delivering the most value
• Perform root cause analysis across the Team and Porfolio boundaries to improve
the CD3 score where we believe it matters most!
Epic Lead Time Cost of Delay CD3
Epic 1 10 months $120,000 / month 12,000
Epic 2 2 months $50,000 / month 25,000
Epic 3 5 months $110,000 / month 22,000
When we have a Variance between CD3 and COD… We should ask WHY
Sample Delay Themes:
• Different Teams & Porfolios have different priorities on their backlog
• Too much Work in Progress
• Outcomes are too Big – Need to Thin Slice!
• Teams are specialized, lots of hand-offs required
• Rework
• Over Specified
Plan
ImproveLearn
41. agilebydesign.com
@agile_bydesign
Showing our example, with COD and underlying assumptions
FEATURE PROBLEM/IDEA/OPPORTUNITY DESCRIPTION
VALUE
(t-shirt sizing)
Create functionality so that TheBusiness notifies
customers when travelling internationally to prevent
card getting blocked
• Customers travel outside of Canada and use our branded card while
travelling.
• We flag it as suspicious behavior and block the card.
• The customer calls in to reactivate the card, which is frustrating for
customers and adds to our call volume.
• If customers could tell us about travel plans via the website, we
could reduce call volume and have happier customers.
VALUE TYPE (choose one) URGENCY PROFILE (choose one)
Increase Revenue - Protect Revenue
- Reduce Cost - Avoid Cost
Expedite - Fixed
– Standard - Intangible
VALUE MODEL
Assumption Factor (with unit) Confidence
# of customers travelling abroad each month (based on
2.5 M overnight trips per year (Stats Can 2010) x 20% are
Cap One users)
500,000 People/month Strong
Likelihood that card is flagged/blocked (based on ?) 30% Strong
Average time wasted when customers calls in to get card
reactivated (15min)
0.25 hour Reasonable
Hourly rate for call center rep $50 $/hour Strong
Percentage of customers we think will use web travel
notification system (SWAG)
40% Uncertain
Cost of delay = # customers affected * likelihood of event * call duration * hourly rate * %customers who would use solution
COST OF DELAY (per months)= $750 000 CD3 = $250,000
LEAD TIME (months)= 3 DELAY TIME (months)= 2
42. agilebydesign.com
@agile_bydesign
3 Things to Remember: Ranking with CD3
1. Step 1: Rank order a backlog by the highest COD and lowest CD3 score
2. Step 2: Analyze the items with largest discrepancies where a lack of agility is
interfering with delivering the most value
3. Step 3: Perform root cause analysis across the Team and Porfolio boundaries to
improve the CD3 score where we believe it matters most!
Summary: CD3 provides an economic incentive to increase organizational agility,
and provides focus on getting to value earlier while reducing opportunity costs. It’s
key to perform root cause analysis when CD3 scores do not reflect what we expect
43. agilebydesign.com
@agile_bydesign
Estimating Lead and Delay Time
(15 minutes)
Review and Next Steps (5 minutes)
Estimating Cost Of Delay
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Agenda
EXERCISE: Cost of Delay and CD3 (30 minutes)
EXERCISE: Lead Time, Value Type & Urgency Profile (30 minutes)
Identifying Value and Urgency
(15 minutes)
44. agilebydesign.com
@agile_bydesign
Exercise (30 Mins) Select the highest valued item through quick, but thoughtful dialogue
that make assumptions behind value explicit
Describe the opportunity statement and review the
value type and urgency profile of a feature in your
backlog (break an Epic into Features if necessary)
1
Break the group into teams of two to three and spend
15-20 minutes creating a quick value model based on
quick research and existing knowledge.
• Express your estimate in $ per month (Cost of Delay)
• Make assumptions explicit!
2
Select a COD estimate, and prioritize next to other
items in that have been estimated, rank by the highest
valued, smallest lead time job
4
3
• Creates focus on value for money
• Enables better trade-off decisions
• Changes the focus of the conversation
• Revenue > Market Size x Transaction Value x %
Likelihood x % Cost
• Risk > Likelihood of event x # events x # cost of
events
• Investment > Incremental revenue / cost
avoidance per activity * likelihood * #events
Place all estimates beside each other side by side, and
have the group discuss, starting with the highest and
lowest. Group discusses and comes to a consensus
Inspired by http://blackswanfarming.com
45. agilebydesign.com
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Estimating Lead and Delay Time
(15 minutes)
Review and Next Steps (5 minutes)
Estimating Cost Of Delay
(15 minutes)
Ranking with CD3
(10 Minutes)
CD3
Score
Cost of
Delay
Duration=
Agenda
EXERCISE: Cost of Delay and CD3 (30 minutes)
EXERCISE: Lead Time, Value Type & Urgency Profile (30 minutes)
Identifying Value and Urgency
(15 minutes)
46. agilebydesign.com
@agile_bydesign
What’s Next?
Working at the Team and Portfolio level…
• Examine the backlog and break up into features
• Put a cadence in place to estimate lead time, delay time, COD, and CD3 for each
item at both the Team and Porfolio level that are in progress or will be started
within the next
1–2 months
• Align on what a healthy mix of urgency profiles and value type looks like for your
Porfolio
• Work with Teams to prioritize Intent using the COD approach
• Identify where sources of delay are having the biggest impact
• Prioritize Improvement work and place on Team, Portfolio, or Executive
Improvement backlogs
Editor's Notes
Time
Elapsed time is your most precious commodity, and can have a huge impact on the amount of customer value produced
Elapsed time is not materially impacted by efficiency, but by delay time
Removing sources of delay provides significant benefit
Value
Framing estimates using cost of delay
The mindset behind Cost Of Delay
using Urgency profiles to understand the rate that value is lost over time
Using value profiles to categorize the source of value
Estimating Cost of Delay
Delay
Evaluating the Economic impact of Delay
Prioritizing For CD3
Removing Impediments to delivering high value
Understanding the economics of delay drives behavior to remove source of delay
Check the math
What does Lead Time look like in operational work?
Not doing cycle time…. Just looking at Lead Time
Lead time is from commitment point to done
One is within Porfolio or Team, and another one is to Market (in Costco you might wait due to other partnerships stuff)
Come up with commitment point and delivery point – is that number helping you improve
Any form of waste as described by Lean can also be thought of as a source of delay
Mention waste as source of delay
Jeff A will come up with updated title
Check the math
Recap slide – what did we just learn?
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Moving the ball forward in terms of measuring value
Encouraging high quality conversations about value
Persisting those conversations as an estimate
Breaking down work into smaller increments of value
Making assumptions explicit
Understanding the delays we encounter, and the cost of those delays when trying to deliver value
Putting a plan in place to reduce those delays
http://blackswanfarming.com/value-a-framework-for-thinking/
This is a simple framework for assessing the economic impact of the investment decisions we are making. It consists of four benefit types (or buckets) that an idea, feature or requirement might contribute to one or more of. Because we want to be able to compare between opportunities, they are necessarily focused on the likely impact to revenue and costs…
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Note: An SLT member and coach will be partnering with each group to assist in coaching and facilitation
Represented as the value the organization does not received per month it is not in market
Often thought of as the rate that value decays over time
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S!
Jeff K. to check math
Using these three features we can look at the impact to two alternatives to how we might schedule them. We could choose to work on and deliver these features one at a time in the order they arrived. A, then B, then C. (This is called First In, First Out. It is a common scheduling approach in manufacturing). After all, the person asking for Feature A will have been waiting for the longest time so we really should serve them first. Then B, and then C.
For the 5 weeks we are working on Feature A we incur the Cost of Delay of all three features: $5/wk + $4/wk + $1/wk. This adds up to $10/week times 5 weeks giving us a total Delay Cost incurred so far of $50.
We then move on to developing Feature B. For the 1 week this takes us to deliver we incur the Cost of Delay of Features B and C: $4/week + $5/week = $9/week. So the Delay Cost is an additonal $9, bringing us to a total of $59 worth of Delay Cost incurred so far.
At last, we can start working on Feature C. incuring the Cost of Delay of C during it’s development of $5/week for the two weeks it takes to build Feature C. This is another $10 of Delay Cost to add to our previous of $59 for a total of $69 Delay Cost incurred.
Or, use Cost of Delay Divided by Duration
Let’s consider another way of processing these Features. If we develop the features based on whichever has the highest CD3 score we would do Feature B first, followed by Feature C, and finally Feature A.
For the 1 week we are working on Feature B we incur Cost of Delay of $(4+5+1)/week. Delay Cost = $10For the 2 weeks we are working on Feature C we incur Cost of Delay of $(5+1)/week. Delay Cost = $12For the 5 weeks we are working on Feature A we incur Cost of Delay of $1/week. Delay Cost = $5
Total Delay Cost using CD3 is $27, a 61% decrease in the Delay Cost.
As you can see, using CD3 to order your backlog and prioritise features or projects can have a big difference.
The revenue generated by prioritizing and working on the highest CD3 score item results is a 300% increase in revenue ($63 vs. $21) while…
Total Delay Cost using CD3 is $27, compared with $69 with FIFO, a 61% decrease in the Delay Cost.
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