Limiting work-in-progress, or WIP, is a core principle of Kanban, and is a common recommendation to teams using Scrum or other frameworks as well. Yet the idea that working on less can lead you to get more done seems to defy common sense. Even those who understand the reasons for limiting WIP can struggle with resistance from team members or leaders when putting the theory to practice.
This session will review the concept of WIP and explore in depth the reasons for limiting WIP: enhancing focus, reducing cycle time, optimizing flow and making bottlenecks visible. We will give strategies for starting out with WIP limits and suggestions for what to do when a limit is reached. Attendees will also participate in a short simulation that will illustrate the concepts in practice, and that attendees can use on their own projects to help overcome skepticism of WIP limits in their organizations.
cPrime is an Atlassian Platinum and Enterprise expert that offers a wide range of Atlassian training on numerous platforms. In this webinar, we will provide a synopsis and preview of our most popular course, JIRA System Admin.
cPrime has developed a JIRA Administrators course that will challenge you to understand why there is a full time role dedicated to Jira Administration in companies. You will learn every object in the tool from the ground up to formulate a mind map of the entire architecture that makes this tool unique, customizable and a focal point of value. You will learn how to scale the product, how to build items for reuse and to articulate needs of clients to the technical implementation.
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
cPrime is an Atlassian Platinum and Enterprise expert that offers a wide range of Atlassian training on numerous platforms. In this webinar, we will provide a synopsis and preview of our most popular course, JIRA System Admin.
cPrime has developed a JIRA Administrators course that will challenge you to understand why there is a full time role dedicated to Jira Administration in companies. You will learn every object in the tool from the ground up to formulate a mind map of the entire architecture that makes this tool unique, customizable and a focal point of value. You will learn how to scale the product, how to build items for reuse and to articulate needs of clients to the technical implementation.
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
An Introduction to SAFe: The Scaled Agile FrameworkTechWell
Many organizations have achieved agility at the team level only to be unable to achieve it across teams. The Scaled Agile Framework (SAFe) provides both a vision and method for how to achieve this. SAFe is the first documented framework that can be used to scale agile throughout an organization. It is a combination of lean, kanban, and Scrum—lean to provide a context for an organization, kanban to manage the flow of projects, and Scrum to provide agile at the team level. Beginning with an introduction to lean and kanban, Ken Pugh explains why they are required for agile at scale. Ken then describes the framework of SAFe—specifically how it creates a structure to manifest the behaviors required for agile at scale. In particular, learn how to coordinate your organization’s portfolio, programs, and projects. Ken concludes by discussing when it is advisable to use the framework and when a more emergent method is preferable.
Product Backlog - Refinement and Prioritization TechniquesVikash Karuna
This presentation describes the important techniques used in Product Backlog refinement and prioritization in Agile development. The various techniques described here are very useful for product managers, product owners, scrum masters, and agile teams.
Updated with latest version as presented at the Canberra Agile & Scrum meetup on July 20, 2017. Previously titled "Using Agile techniques to manage risk more effectively".
Given that the "Waterfall" process model has been dominant in the IT industry for many decades, how many IT and project management professionals are aware that it's inventor warned the world in 1970 that Waterfall is "risky and invites failure"?
From a risk management perspective, is waterfall ever an appropriate choice for complex IT initiatives given what we know now?
In this session we will outline how, as a risk management strategy, using the waterfall model for non-trivial systems development initiatives is systemically high risk as compared with the Iterative Incremental Development (IID) model that has been used in pockets of the IT industry since the late 1950's. Today, many organisations use the IID strategy under the umbrella term of 'Agile'. The majority of these employ Lean Product Development patterns that were first described in the Harvard Business Review in 1986 using a metaphor borrowed from the game of rugby i.e. 'Scrum'.
If you are not using a disciplined agile approach, are you facing more risk as you approach a high-stakes deadline than you need to?
The varied contexts that we work in come with varied types of risk. For a green fields date-driven release, the primary risk may be cost and schedule related. For teams designing a new product for an emerging market, the primary risks may be business risk. For teams doing innovative R&D, the primary risk may technical risk. For a young team in a new technical or business domain, the primary risk may be social risk. In this session, we will use real world examples of such varied challenges to illustrate how risk-tuned Agile helped us to manage risk effectively.
Whilst we will always have to deal with risk to create value, the good news is that there are now many powerful risk management techniques that can be overlaid on top of IID to tune your development process to the type of risk you face. The question is: which ones are most appropriate for the type of risk you are facing? In this workshop we outline a series of powerful risk management tools that tune an agile development process to effectively manage the type of risk that you face.
20190923 AgileDC 2019 Conf Kanban AntiPatterns: What you don't know *can* hur...Craeg Strong
In this interactive workshop we will examine multiple examples of Antipatterns observed in real-world Kanban boards. In each case we will identify the issues and discuss ways to improve the situation. We will review a number of better alternatives and see how the improvements map to the core principles of Kanban such as visualization, managing flow, and making policies explicit. Brand new to Kanban? Learning by example is a great way to get started! A long-time Kanban veteran? Come to see how many antipatterns you recognize and help firm up our Kanban Antipattern taxonomy and nomenclature!
Kanban is an extremely versatile and effective Agile method that has seen significant growth in popularity over recent years. Kanban’s flexibility has led to widespread adoption to manage business processes in disparate contexts such as HR, loan processing, drug discovery, and insurance underwriting, in addition to Information Technology. Like snowflakes, no two Kanban boards are alike. The downside to this flexibility is there is no well-known and easily accessible library of patterns for designing effective Kanban boards. Like Apollo engineers, teams are expected to design their board starting from first principles. Unfortunately, sometimes teams get stuck with board designs that may not provide the visibility and insight into their workflow they hope to see. Worse, some designs actually may serve only to obscure the situation. Working within the limitations of an electronic board can exacerbate the problem even further. Is all hope lost? Certainly not!
Let’s learn more about effective Kanban system design by examining what to avoid and why. Learning by example is effective and fun!
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Part i: Introduction and Context setting around Design in Agile; Decisions and Constraints; Decisions and Trade-offs; Getting to know the domains (contexts of use, development and operations, value partners and others); Design and expressions of system value, capabilities and properties
Part ii: Why Visual Matters to Design, some exemplars we can learn from, and lessons we can draw about why we need to bring visual models back into our design toolkit (some already do, obviously, but why more of us need to)
Part iii: Architectural design -- using visual models to look inside the system, and design the organizing structure, and how it works.
Annotated slides here: https://www.ruthmalan.com/Journal/2019/201902OReillySAConPresentation.htm
Dealing with Difficult Stakeholders: Tips for Product PeopleRoman Pichler
Leading stakeholders and development teams is notoriously challenging for product people: They lack the power to tell the individuals what to do, but need their support to progress the product. To make things worse, stakeholders come from different departments and often have different perspectives and interests, which leads to disagreements and conflicts. This talk shares my tips for dealing with difficult stakeholders, constructively resolving conflict, and creating value together.
Agile Transformation is a Journey, a continuous Learning Process. As part of Transformation capability Improvement, Cultural change should happen naturally by the change in habit and behavior of the people and help customer achieve their Business Goals.
Contact 98408 60639 for Agile Mentorship and Career guidance with SAFe RTE and other SAFe guidance. SAFe RTe, SAFe POPM, SAFe SA, SAFe SSM. To contact directly contact in WhatsApp /click from mobile https://wa.me/+919840860639
Contains a quick review of the Scrum process, talks about the dangers of trying to map PMBOK to Scrum, and then tries to talk about the concepts behind managing an Agile project using Scrum.
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
This session will review the concept of WIP and explore in-depth the reasons for limiting WIP: enhancing focus, reducing cycle time, optimizing flow and making bottlenecks visible. We will give strategies for starting out with WIP limits and suggestions for what to do when a limit is reached. Finally, we'll put theory to practice by running a short, virtual simulation that all attendees can participate in.
An Introduction to SAFe: The Scaled Agile FrameworkTechWell
Many organizations have achieved agility at the team level only to be unable to achieve it across teams. The Scaled Agile Framework (SAFe) provides both a vision and method for how to achieve this. SAFe is the first documented framework that can be used to scale agile throughout an organization. It is a combination of lean, kanban, and Scrum—lean to provide a context for an organization, kanban to manage the flow of projects, and Scrum to provide agile at the team level. Beginning with an introduction to lean and kanban, Ken Pugh explains why they are required for agile at scale. Ken then describes the framework of SAFe—specifically how it creates a structure to manifest the behaviors required for agile at scale. In particular, learn how to coordinate your organization’s portfolio, programs, and projects. Ken concludes by discussing when it is advisable to use the framework and when a more emergent method is preferable.
Product Backlog - Refinement and Prioritization TechniquesVikash Karuna
This presentation describes the important techniques used in Product Backlog refinement and prioritization in Agile development. The various techniques described here are very useful for product managers, product owners, scrum masters, and agile teams.
Updated with latest version as presented at the Canberra Agile & Scrum meetup on July 20, 2017. Previously titled "Using Agile techniques to manage risk more effectively".
Given that the "Waterfall" process model has been dominant in the IT industry for many decades, how many IT and project management professionals are aware that it's inventor warned the world in 1970 that Waterfall is "risky and invites failure"?
From a risk management perspective, is waterfall ever an appropriate choice for complex IT initiatives given what we know now?
In this session we will outline how, as a risk management strategy, using the waterfall model for non-trivial systems development initiatives is systemically high risk as compared with the Iterative Incremental Development (IID) model that has been used in pockets of the IT industry since the late 1950's. Today, many organisations use the IID strategy under the umbrella term of 'Agile'. The majority of these employ Lean Product Development patterns that were first described in the Harvard Business Review in 1986 using a metaphor borrowed from the game of rugby i.e. 'Scrum'.
If you are not using a disciplined agile approach, are you facing more risk as you approach a high-stakes deadline than you need to?
The varied contexts that we work in come with varied types of risk. For a green fields date-driven release, the primary risk may be cost and schedule related. For teams designing a new product for an emerging market, the primary risks may be business risk. For teams doing innovative R&D, the primary risk may technical risk. For a young team in a new technical or business domain, the primary risk may be social risk. In this session, we will use real world examples of such varied challenges to illustrate how risk-tuned Agile helped us to manage risk effectively.
Whilst we will always have to deal with risk to create value, the good news is that there are now many powerful risk management techniques that can be overlaid on top of IID to tune your development process to the type of risk you face. The question is: which ones are most appropriate for the type of risk you are facing? In this workshop we outline a series of powerful risk management tools that tune an agile development process to effectively manage the type of risk that you face.
20190923 AgileDC 2019 Conf Kanban AntiPatterns: What you don't know *can* hur...Craeg Strong
In this interactive workshop we will examine multiple examples of Antipatterns observed in real-world Kanban boards. In each case we will identify the issues and discuss ways to improve the situation. We will review a number of better alternatives and see how the improvements map to the core principles of Kanban such as visualization, managing flow, and making policies explicit. Brand new to Kanban? Learning by example is a great way to get started! A long-time Kanban veteran? Come to see how many antipatterns you recognize and help firm up our Kanban Antipattern taxonomy and nomenclature!
Kanban is an extremely versatile and effective Agile method that has seen significant growth in popularity over recent years. Kanban’s flexibility has led to widespread adoption to manage business processes in disparate contexts such as HR, loan processing, drug discovery, and insurance underwriting, in addition to Information Technology. Like snowflakes, no two Kanban boards are alike. The downside to this flexibility is there is no well-known and easily accessible library of patterns for designing effective Kanban boards. Like Apollo engineers, teams are expected to design their board starting from first principles. Unfortunately, sometimes teams get stuck with board designs that may not provide the visibility and insight into their workflow they hope to see. Worse, some designs actually may serve only to obscure the situation. Working within the limitations of an electronic board can exacerbate the problem even further. Is all hope lost? Certainly not!
Let’s learn more about effective Kanban system design by examining what to avoid and why. Learning by example is effective and fun!
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Part i: Introduction and Context setting around Design in Agile; Decisions and Constraints; Decisions and Trade-offs; Getting to know the domains (contexts of use, development and operations, value partners and others); Design and expressions of system value, capabilities and properties
Part ii: Why Visual Matters to Design, some exemplars we can learn from, and lessons we can draw about why we need to bring visual models back into our design toolkit (some already do, obviously, but why more of us need to)
Part iii: Architectural design -- using visual models to look inside the system, and design the organizing structure, and how it works.
Annotated slides here: https://www.ruthmalan.com/Journal/2019/201902OReillySAConPresentation.htm
Dealing with Difficult Stakeholders: Tips for Product PeopleRoman Pichler
Leading stakeholders and development teams is notoriously challenging for product people: They lack the power to tell the individuals what to do, but need their support to progress the product. To make things worse, stakeholders come from different departments and often have different perspectives and interests, which leads to disagreements and conflicts. This talk shares my tips for dealing with difficult stakeholders, constructively resolving conflict, and creating value together.
Agile Transformation is a Journey, a continuous Learning Process. As part of Transformation capability Improvement, Cultural change should happen naturally by the change in habit and behavior of the people and help customer achieve their Business Goals.
Contact 98408 60639 for Agile Mentorship and Career guidance with SAFe RTE and other SAFe guidance. SAFe RTe, SAFe POPM, SAFe SA, SAFe SSM. To contact directly contact in WhatsApp /click from mobile https://wa.me/+919840860639
Contains a quick review of the Scrum process, talks about the dangers of trying to map PMBOK to Scrum, and then tries to talk about the concepts behind managing an Agile project using Scrum.
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
This session will review the concept of WIP and explore in-depth the reasons for limiting WIP: enhancing focus, reducing cycle time, optimizing flow and making bottlenecks visible. We will give strategies for starting out with WIP limits and suggestions for what to do when a limit is reached. Finally, we'll put theory to practice by running a short, virtual simulation that all attendees can participate in.
Technical Excellence Doesn't Just Happen--Igniting a Craftsmanship CultureAllison Pollard
The ninth principle from the Agile Manifesto states that technical excellence enhances agility, but when the codebase is ugly and the deadlines are tight, most teams don’t choose to refactor mercilessly, adopt TDD, or evaluate automated testing tools—unless they have the proper support. In our experience working with multiple teams in a single codebase, developers can feel victim to a legacy codebase if only a few people are writing clean code or refactoring; guiding them on how to decrease technical debt while delivering their projects helps "unstuck" their other agile practices. We will talk about the challenges we’ve seen with Product Owners, Managers, and Scrum Masters interacting with teams at various stages of agile+technical excellence and how a focus on technical practices sparked a wider interest in craftsmanship. Learn how can you influence the team towards the right practices while fostering their sense of ownership. Getting serious about technical excellence requires support from technical and non-technical roles, and we’ll share how we partnered as coaches to help an organization through a technical turnaround with some tips for others who need to do the same.
We’re all doing Agile nowadays, aren’t we? We’ll all delivering software in an Agile way. But what does that mean? Does it mean sprints and stand-ups? Kanban even? But what about Extreme Programming? If as a development team we’re not using pair programming, test driven development, continuous integration, and other XP practices, then we’re not really doing Agile software development and we may be on a march to frustration, or even failure.
I’m going to look at why the current trend of companies and projects adopting Scrum, calling themselves Agile, but not transitioning their development to XP, is a recipe for disaster. I’d like to cover the main practices of XP as well as other good practices that can really help a team deliver quality software, whether they’re doing two-week sprints, Kanban, or even Waterfall.
https://www.youtube.com/watch?v=aZgnY9fAHOA
Dev6001 flexibility, lifestyle, and balance benefits and drawback of remote t...Richard Fichtner
Working from home can be exciting and challenging, but it can also lead to isolation, distractions, and lack of growth. What can be seen as a recognition of your work and a step toward flexibility hides the fact that lack of contact with the team can lead to mistrust and stagnation. This session builds on the experience of developers who work remotely, how they deal with the challenges, and the benefits you can expect when working remotely but as part of a team. Come learn how to make remote work work for you.
Breakout session at MERL Tech 2018.
Agile - commonly used in the tech community - offers a number of sticky ideas and principles we can adapt in international development and MERL to improve how we work and support adaptive management.
In this breakout, we focus on three sticky ideas: creating and being guided by user stories, prioritization, and limiting WIP.
2014 Edition: Tipps & Tricks on how to be more effective and efficient via (mostly) cloud-based and (mostly) free tools and services for team-collaboration, social media-operation and self-organization. A quick (and non-theoretical) overview taking a look at some great little helpers to unleash the force, switch locations and devices easily, waste less time and get stuff done.
Similar to Limiting WIP - Global Scrum Gathering Denver 2022 (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name：Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition：12th Global Edition
author：by Hoffer
ISBN：ISBN 10: 0133544613 / ISBN 13: 9780133544619
type：solution manual
format：word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. Limiting WIP:
Doing Less to Do More
Julie Wyman | Hunter Tammaro
Global Scrum Gathering 2022
While we wait to get started, please answer a
question at www.menti.com – code: 99 04 42 8
2. Julie Wyman
• 12+ years in Agile environments –
Scrum, Kanban, scaled approaches
• Commercial, federal, non-profit
Director, Business Agility
3. excella.com | @excellaco
Hunter
Tammaro
• 10 years working with Agile –
Scrum, Kanban, scaled approaches
• Federal and non-profit
• Local Meetup, regional and national
conference speaker
• Fan of the great outdoors, coffee,
sandwiches and Columbo
Agile Coach & Xpert
4. excella.com | @excellaco
Work in Progress
(WIP)
Any partly finished product
or materials in an
incomplete step of a process
Completed work in one
process may be WIP to a
higher-order process
WIP does not provide any
value to a customer
7. excella.com | @excellaco
Faster Delivery & Feedback
Value
Returned
4 Parallel Efforts
WIP = 4
Time
1 Parallel Effort
WIP = 1
Time
Value
Returned
8. excella.com | @excellaco
Switching Costs
Studying costs associated with
multitasking, defined as:
• Two tasks simultaneously
• Switching from one task to another
• Perform two or more tasks in
rapid succession
https://www.apa.org/research/action/multitask
9. excella.com | @excellaco
Findings
• “…mind and brain were not designed for heavy-duty multitasking”
• Switching time increases as complexity increases and familiarity decreases
• “…real-life multi-tasking…need to remember where you got to in the task to which
you are returning and to decide which task to change to, when.”
• “...just a few tenths of a second per switch, they can add up…when people switch
repeatedly back and forth...may seem efficient on the surface but may actually
take more time in the end and involve more error…shifting between tasks can cost
as much as 40 percent of someone's productive time.”
https://www.apa.org/research/action/multitask
10. excella.com | @excellaco
Response Times
Likely to get an
email response
within 2 mins.
of sending
95% of texts are
read within
3 mins.
Switch tasks every
~3 mins.;
takes ~23 mins.
to get concentration
Source: Do Nothing, Celeste Headlee
12. excella.com | @excellaco
Too much
WIP
Fully utilized, but spend
most of the time waiting
Slow flow through
the system
Slow to respond to change
13. excella.com | @excellaco
On a software team
Total Active
Time:
Total Waiting
Time:
Analysis
(2 days)
Development
(5 days)
Testing
(1 day)
Deploy
(1 day)
Waiting for
development (3 days)
Waiting for
testing (6 days)
Waiting to
deploy (4 days)
14. excella.com | @excellaco
On a software team
Total Active
Time:
9 days
Total Waiting
Time:
13 days
Analysis
(2 days)
Waiting for
development (3 days)
Development
(5 days)
Waiting for
testing (6 days)
Testing
(1 day)
Waiting to
deploy (4 days)
Deploy
(1 day)
15. excella.com | @excellaco
Just enough
WIP
Team members sometimes idle,
but work almost always moving
Rapid flow through the system
Short response time reduces
effect of impediments
16. excella.com | @excellaco
If you had a "free" hour of
time during the day,
what would you do?
Menti: 99 04 42 8
17. excella.com | @excellaco
Societal pressure to
be "busy"…
Bluetooth headset vs. headphones?
“Again and again in research studies, when
presented with a choice between two similar
individuals, we say that
the busier person is the
more important person."
Celeste Headlee, Do Nothing
18. excella.com | @excellaco
Idle team members?!
• Remove blockers
• Help other team members
• Process improvement
• Address technical debt
• Improve your craft
19. excella.com | @excellaco
Slack time as a signal
WIP limits help individuals find ways
to improve the flow of the entire team
Are there issues upstream in the process that
can be resolved?
Are there issues downstream in the process?
Adjust WIP or team composition until
flow is optimized
20. excella.com | @excellaco
Slack as a
requirement
WIP limits prevent burnout
and support creative work
Downtime activates the brain’s
default mode network
Chronic multitasking hurts our
ability to focus
21. excella.com | @excellaco
“…during rest, the default mode network can open
connections between brain regions that are normally too
busy … to talk to each other. This is when true creativity and
insight can happen.”
Andrew Smart, Autopilot
“For all creativity measures, a positive correlation was found
between creative performance and gray matter volume of the
default mode network.”
https://onlinelibrary.wiley.com/doi/abs/10.1002/jocb.45
22. excella.com | @excellaco
Setting WIP limits
Requirements Ready Analysis Development Validate Done
3 5 3
4
Doing Done Doing Done
Just start…
Observe
Adjust from
there
Cycle Time
24. excella.com | @excellaco
Round 1
You are assigned three projects.
You will work on the projects one at a time.
• Project 1: Write the numbers 1 -> 15
• Project 2: Write the letters Z -> N
• Project 3: Write the Roman numerals IV -> XVII
25. excella.com | @excellaco
Round 1
Project 1 Project 2 Project 3
1 - 15 Z - N IV - XVII
1 Z IV
2 Y …
… …
Once we say start:
• Work column-by-
column until you
complete all 3 projects
• Write down the time
you finish your first
and last projects
Set up: On a blank piece
of paper, create column
headers for each project
26. excella.com | @excellaco
Round 2
You are assigned three projects.
You will work on the projects all at once.
• Project 1: Write the numbers 20 -> 35
• Project 2: Write the letters Q -> E
• Project 3: Write the Roman numerals V -> XVIII
27. excella.com | @excellaco
Round 2
Project 1 Project 2 Project 3
20 - 35 Q - E V - XVIII
20 Q V
21 P …
… …
Once we say start:
• Work row-by-row
until you complete all
3 projects
• Write down the time
you finish your first
and last projects
Set up: On a blank piece
of paper, create column
headers for each project
31. excella.com | @excellaco
The Name Game
Set-up:
• 4 ”Project Managers”
• 1 “Developer”
• 2 timers
Concept:
Project managers compete to have
the developer complete their project
(writing down their customer’s name),
one letter at a time.
35. excella.com | @excellaco
Discussion
• In which round did we complete the first
project faster?
• Which round took the most time to
complete all of the projects?
• In which round did the developer make
more mistakes?
• In which round did the developer feel
more stressed? The project managers?
• Which round felt more like how you work
in real life?
36. excella.com | @excellaco
Experiment with
another variation!
• From Henrik Kniberg
• Includes a detailed
facilitation guide:
https://www.dropbox.com/s/y
76t4nh8hoq63o3/Multitasking
-Name-Game.docx?dl=0
37. excella.com | @excellaco
Key Takeaways
Limiting WIP…
• Creates a better-quality
product faster
• Leads to quicker realization of
value and better feedback
• Improves the functioning of the
team by making bottlenecks visible
Remember to…
focus on flow, not utilization
38. excella.com | @excellaco
References
• Switching costs studies from the American Psychological Association
• Huffington Post article with link to multitasking infographic
• “Plane Game” – additional simulation to experience the impact of WIP limits
Blog posts:
• How Scrum and Kanban approach
WIP differently
• Constraints in Scrum and Kanban
• How to set initial WIP limits
• Importance of slack time for creativity
Books:
• Lean from the Trenches – Henrik
Kniberg
• Do Nothing – Celeste Headlee
• Autopilot – Andrew Smart
