This document discusses identifying and addressing bottlenecks in teams. It suggests finding the bottleneck, optimizing it, collaborating across roles, coordinating work, curating tasks for value, upgrading resources if needed, and shipping work strategically. The document uses the analogy of buffalo herds to illustrate how bottlenecks form and can be addressed.
14. Example 1. Request:
Eliminate the 120 top-priority defects, by EOY.
Team of 16 - mixed
roles & skill-sets
time
#
BEFORE - 10 / M
AFTER
13 / M
120
COBOL, ASP,
Oracle
May Dec
23. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
Have I told you about the
buffalo?
10/m
24. The Buffalo Story started
out as an email joke.
An imagined conversation between
Norm and Cliff, from “Cheers”, the TV
Show.
image: wikipedia
25. Well, you see, Norm, it’s like this.
A herd of buffalo can only move as fast as the slowest buffalo.
The slowest buffalo stays at the back and the faster buffalo run
in front, but at the slower speed.
Otherwise, the herd would split apart.
slowest
fastest
26. Like this.
And when they were split apart they were prone to
attack by wolves.
Evolution favoured the herds that didn’t spread apart.
slowest
fastest
27. When these tightly packed herds were hunted, the
wolves killed the slowest and weakest buffalo.
The guys at the back.
That made the remaining herd stronger and faster.
slowest
fastest
28. In much the same way, the human brain can only operate as fast
as the slowest brain cells.
[Hmmm … ]
Now, as we know, excessive intake of alcohol kills brain cells.
But naturally, it attacks the slowest and weakest brain cells first.
slowest
fastest
Here’s the JOKE Bit.
29. In this way, regular consumption of beer eliminates the weaker
brain cells, making the brain a faster and more efficient
machine.
And that, Norm, is why you always feel smarter after a few
beers.
slowest
fastest
30. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
Q: Where’s your “slowest buffalo?”
Find your
bottleneck
Start Again
strategically
31. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
How can we speed up the
slowest buffalo?
test cleverer & faster
simple “time management” stuff
Find your
bottleneck
Optimise your
bottleneck
Start Again
strategically
32. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
How can the “faster buffalo” help?
SLOW DOWN!
Don’t distract the testers
Help them!!!!
FOCCCUS
Find your
bottleneck
Optimise your
bottleneck
Collaborate
- fast help slow
Coordinate
your herd
Start Again
strategically
33. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
How can the “faster buffalo” help?
Tidy up the existing stickies. Cull the hardest.
FOCCCUS
Find your
bottleneck
Optimise your
bottleneck
Collaborate
- fast help slow
Coordinate
your herd
Curate for
value
Start Again
strategically
34. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
If this doesn’t work, can we hire more
bottleneck resource?
FOCCCUS
Find your
bottleneck
Optimise your
bottleneck
Collaborate
- fast help slow
Coordinate
your herd
Curate for
value
Upgrade
$$$$
Start Again
strategically
35. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
If this doesn’t work, can we hire more
bottleneck resource?
FOCCCUS
formula
Find your
bottleneck
Optimise your
bottleneck
Collaborate
- fast help slow
Coordinate
your herd
Curate for
value
Upgrade
$$$$
Start Again
strategically
36. IT starts as the bottleneck
bottleneck
But agile increases IT capacity … so
Customer
Users
fuel
IT
37. Customers soon become the bottleneck
Customer
fuel
IT
Users
• Customers can’t keep up.
• IT can’t slow down
• So customers feed lower-
value and lower-quality fuel
… to keep IT busy …
bottleneck
38. Customers soon become the bottleneck
bottleneck
Customer
IT
Users
• Customers can’t keep up.
• IT can’t slow down
• So customers feed lower-
value and lower-quality fuel
… to keep IT busy …
fuel
“make work”
requirements
39. Customers soon become the bottleneck
Customer
IT
Users
• We’ve gotta keep the
developers busy!
• So we start work that’s not
“ready”
• Which causes enormous
rework
• Which adds to the Fuel Tank
• Which turns IT back into the
bottleneck
fuel
REWORK
“make work”
requirements
bottleneck
40. Customer
IT
Users
• We look busy.
• We look productive.
• We are heading in the
wrong direction, sluggishly
AND: IT keeps getting faster!
fuel
REWORK
“make work” requirements
43. IT
Users
• And ... we release all the time ... which overwhelms our
users.
• And frustrates us when they ask us to slow down.
fuel
Customer“make work” requirements
52. “SUCCESSFUL”“EFFECTIVE”
People who are good at
networking
Shameless NetworkersTeam oriented “leaders”
ManagerScrumMaster
Face into the team Face up and out from the team
Team
Builders
Bridge
Builders
54. From https://hbr.org/2015/09/3-things-managers-should-be-doing-every-day
1. Build Trust
2. Building a real team
and managing
through it
3. Building a network.
3. Building a network.
Every team depends on the support and collaboration of outside people and groups.
Effective group leaders proactively build and maintain a network of these outsiders,
which includes not just those needed for today’s work but also those the group will
need to achieve future goals.
This is without doubt the imperative that most troubles new managers.
They think “networking” is manipulative organizational politicking that requires
them to pretend they like people just because they want something from them. They
strive to be above that sort of thing. Alas, in the process, they unnecessarily limit
their own and their group’s ability to influence others for good ends.
Building a network can be politicking but it need not be if they do it honestly,
openly, and with the genuine intent of creating relationships that benefit both
sides.
65. =
= 30 HP
Which currently costs you £900 p.a..
I’ll charge you £300 p.a..,
saving you £600 p.a..
If you sign up for 20 years.
An offer too good to refuse:
Horse Power
66. =
= 30 HP
Which currently costs you £900 p.a..
I’ll charge you £300 p.a..,
saving you £600 p.a..
If you sign up for 20 years.
An offer too good to refuse:
Horse Power
Benefit = £600
every year.
67. Question:
What benefits do YOU
provide for YOUR customers?
Answer:
You need to figure that out out.
But let me tell you what it’s not.
70. Question:
What benefits do YOU
provide for YOUR customers?
Answer:
You need to figure that out out.
But let me tell you what it’s not.
It’s not:
Lots of features
71. This “benefits”
conversation
not only cuts
scope, it:
- makes sure
IT works on
the right
stuff
&
- forces
customers
and IT to
work
together to
chase the
same thing.
Customer
Collaboration
72. Efficiency - Logistical Productivity
Effectiveness
- Commercial Productivity
FASTER
IN THE RIGHT DIRECTION
78. People think focus means saying yes to
the thing you’ve got to focus on. But that’s
not what it means at all.
It means saying no to the hundred other
good ideas that there are.
You have to pick carefully.
I’m actually as proud of the things we
haven’t done as the things I have done.
Innovation is saying no to 1,000 things.
“
”
—Steve Jobs, Apple Worldwide Developers Conference,
May 13–16, 1997
82. Improvements Slice a Slice b Slice c Slice d
Imp 1 1a 1b 1c 1d
Imp 2 2a 2b 2c 2d
Imp 3 3a 3b 3c 3d
...
Slice & Dice
83. Improvements Slice a Slice b Slice c Slice d
Imp 1 1a 1b 1c 1d
Imp 2 2a 2b 2c 2d
Imp 3 3a 3b 3c 3d
...
The smallest, sensible, stand alone subset of 1.
84. Improvements Slice a Slice b Slice c Slice d
Imp 1 1a 1b 1c 1d
Imp 2 2a 2b 2c 2d
Imp 3 3a 3b 3c 3d
...
1
2
3
4
5
Prioritize
85. Improvements Slice a Slice b Slice c Slice d
Imp 1 1a 1b 1c 1d
Imp 2 2a 2b 2c 2d
Imp 3 3a 3b 3c 3d
...
Vertical and Horizontal culling.
86. Six principles of Agile Development 86
Promised
Shipping
Date
RELEASE
BASE - Bare minimum
All
features
time
Working Software =
Potentially shippable
2: Deliver chunks of high-value, well engineered, Working software often
4: The Customer can add, delete or reprioritise features at any time.
i.e. this is how we “embrace change”
1: Customer lists known requirements (to a high level), then prioritises them.
prioritised
3: The Customer can release the software at any time they want.
££££££££££££££
learn from the market
5: We protect schedule commitments, despite change - we deliver on time.
Backlog
6. We review the project and the value it delivers at the end of each increment
???
89. Not Started Analysis Design Program Test
20/m 10/m15/m25/m
FOCCCUS
Find your
bottleneck
Optimise your
bottleneck
Collaborate
- fast help slow
Coordinate
your herd
Curate for
value
Upgrade
$$$$
Start Again
strategically
Shipped