How to Relieve Bottlenecks in Agile Flows. 26 October 2016

Transcription

1 How to Relieve Bottlenecks in Agile Flows 26 October 2016

2 Thanks to our sponsors Assurity Consulting ASB Bank Software Engineering Research Laboratory

3 This event 1. Restrooms 2. Fire exits 3. Timing 4. Introduction

4 How to Relieve Bottlenecks in Agile Flows Gary Some advice

5 5 Outline 1 Flow-Rate Acceleration 2 Flow-Time Reduction 3 4 DeliberateGenius Defrag Your Brain! Copyright Prodsol

6 1 Flow-Rate Acceleration

7 1. Flow-RATE Acceleration: Concept 7 What determines the end-to-end flow-rate? The flow-rate through the bottleneck How does one improve the end-to-end flow-rate? By improving the flow-rate through the bottleneck How about improving the flow-rate elsewhere? Below the bottleneck improvements increase costs without securing any benefit. Above the bottleneck improvements increase costs and tend to make things worse. Copyright Prodsol

8 1. Accelerate the Flow-RATE: Method 1. Draw the flow system 2. Find the bottleneck Introduce QC pre-bottleneck pre-bottleneck QC Optimise the bottleneck QC Choke the in-flow QC Buffer the bottleneck QC Pre- & postprocessing QC Increase bottleneck capacity QC See The Goal (Theory Of Constraints) by Eli Goldratt Copyright Prodsol

9 1. Accelerate the Flow-RATE: Exercise 1. Draw the flow system 2. Find the bottleneck 3. Introduce QC pre-bottleneck 4. Optimise the bottleneck 5. Choke the in-flow 6. Buffer the bottleneck 7. Pre- & post-processing 8. Increase bottleneck capacity We ll cover discussing accelerating your Flow-RATE in the following sections

10 2 Flow-Time Reduction

11 2. Flow-TIME Reduction: Concept 11 REWORK TIME PROCESS TIME SETUP TIME WAIT TIME TRAVEL TIME Copyright Prodsol

12 2. Flow-TIME Reduction: Method 1. Draw the flow system 2. Estimate the time costs at each step R= W= S= T= P = R= W= S= T= P = R= W= S= T= P = R= W= S= T= P = R= W= S= T= P = 3. Draw Introduce time-wheels QC pre-bottleneck for each step T P W W 8 7 S6 S P T P R W P R S W T P T W 4. Draw the end-to-end timewheel Add the contribution timewheels for each time cost-type 6. Work out how to apply the standard techniques across the board. 7. Work out how to apply the standard techniques at each problematic step PROCESS TIME SETUP TIME REWORK TIME TRAVEL TIME WAIT TIME

13 effort probability 2. Flow-TIME Reduction: Wait-Time 13 The problem with task duration estimates Task completion probability Most likely finish 50% 50% expert estimate 90% 10% Effort over time time Worst previous experience time Google Critical Chain Copyright Prodsol

14 2. Flow-TIME Reduction: Wait-Time 14 The problem with adding contingency to tasks The hidden contingency in expert estimates Lates accumulate earlies don t, so When we lose, we lose and When we win, we don t win!...but we never win! Parkinson s Law: Work expands to fill the time available Compounded by Student Syndrome: Delay starting til the latest possible moment Google Critical Chain Copyright Prodsol

15 2. Flow-TIME Reduction: Wait-Time Draw the flow/sprint plan (Normal (cautious) task duration estimates) overruns 2. Expose the contingency (50% is a good rule of thumb, in an expert environment) overruns 3. Remove the contingency Savings 4. Put half of it back on the entire Project/Sprint/Process Flow Google Critical Chain Copyright Prodsol

16 16 3 Defrag Your Brain!

17 17 3a. The Impact of Multitasking on the Human Brain

18 The Multitasking Challenge 18 MULTITASKING IS A MYTH M1U2L3T4I5T6A7S8K9I10N11G12I13S14A15M16Y17T18H19 Time MULTITASKING IS A MYTH Time

19 19 The cost of multitasking How long does it take the human brain to reach deep concentration on a challenging task? Up to 40 minutes. 14 minutes at the best time of the day. (23 15 ave. in software development)

20 The costs of multitasking 20 i. The Task Interleaving Effect Assuming 100% efficiency (zero switching cost) Finish B Finish A iv. Destroyed Neurocognitive Momentum A A A B B B ii. The Task-Switching Overhead Finish A & B Task-Switching Overhead iii. The Parallel Processing Overhead v. Accelerated Neurochemical Depletion 1. Understanding 2. Deciding/prioritising 3. Recalling 4. Memorising 5. Inhibiting vi. Arrested Capability Development TMO Task A Task Management Overhead Task A Task B Task Management Overhead Task A Task B Task C Myelin

21 21 3b. Simple Defrag Techniques we already know how to use The size of the opportunity How much time and energy will you free up if you reduce the number of significant context switches by one per hour? 15m x 8h = 2h x 5d = 10h Check out: Copyright Prodsol

22 Personal Defrag Random Task-Switching Task B End Task C End Task A End 22 Task A Task B Task C Task B Task A Task C Task A start end 1. Task Completion Approach TCA Task B End Task A End Task C End Task B Task A Task C Time Savings start end Random task sequence Task A Task B Task C Task D Task E Task F Task G Task H Task I start end 2. Task Batching Technique TCA Task B Task E Task I Task A Task H Task C Task G Task D Task F Time Savings start end Copyright Prodsol

23 Dealing with Interruptions FocusTime Scheduling FTS (Internal Interruptions) FTS F FTS FTS 4. Scheduled Interruption Windows SIW / Duty Slots (Internal Interruptions +) SIW SIW SIW SIW SIW 5. Scheduled Catch-Ups SCU (Internal Interruptions +) SCU SCU SCU SCU 6. Interruption Processing Slots IPS (External Interruptions) IPS IPS IPS IPS Copyright Prodsol

24 Homework: My Defrag Plan 24 Time Monday Tuesday Wednesday Thursday Friday Saturday Sunday 7:00 7:30 8:00 8:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30 17:00 17:30

25 When it s unavoidable Time Allocation Planning and Scheduling (TAPAS) Allocate a percentage of time for each of your primary work types and schedule in Focus Time during your week/fortnight to reflect those percentages (e.g. 25% Support 10% Training 15% Prototyping 50% Coding) How to preserve neurocognitive momentum Task A Task A start Task B end 8. Mental Bookmarking MBM Task A MBM Capture MBM Review Task A Time Savings start 1. Progress so far 2. Next steps 3. Challenges 4. Solution ideas 1. Done 2. Doing 3. Next 1. Next steps Task B end Copyright Prodsol

26 4 DeliberateGenius

27 a. Provisionals / Prototyping 27 Develop a provisional prototype no matter how inadequate and enhance it iteratively. Steps 1. Generate a provisional prototype (Spec, user story / epic, pseudo code outline, test procedure. 2. Enhance your provisional iteratively 3. Repeat until you re happy, out of ideas or time. Notes It doesn t matter how inadequate and uninformed it is speed is everything quality will emerge iteratively. Perfection is not the objective here speed of improvement is. Repeat 3-5 times then give your brain a break or have a pair review session. Copyright Prodsol

28 28 Provisional Solution Exercise Problem/Challenge My Provisional Solution, going forward V1 V2 What am I currently doing about it? v3 Copyright Prodsol

29 b. Alternative Generation & Integration (AGI) Generate alternatives 3. Integrate the alternatives to generate alternatives 1. D/Refine prototype (provisional) 4. Conduct R&D Copyright Prodsol

30 30 Technique comparison Undeliberate Innovation Research-based Innovation Deliberate Innovation Prototype-based Innovation B. Develop prototype A. D/Refine prototype A. Conduct R&D B. Conduct R&D Copyright Prodsol

31 quality quality 31 AGI Innovation Speed & Quality Comparison Undeliberate Innovation Research-based Innovation Deliberate Innovation Prototype-based Innovation time time Data gathering and analysis Putting it all together Copyright Prodsol

32 32 AGI Exercise Current Provisional Alternatives Next Generation Provisional integrate Copyright Prodsol

33 Other Basic DeliberateGenius Techniques 1. GPS: Goal Problem Solution 2. Pattern Thinking (Instead of choosing between solution alternatives, look for repeating patterns across them) 3. TEASE: Target Enhance Accelerate Streamline Energise 4. CFMP: Assess the solution against Common Failure Mode Patterns Copyright Prodsol

34 Coming events Next Event : Speaker: Date: Time: Venue:

35 Thanks to our sponsors Assurity Consulting ASB Bank Software Engineering Research Laboratory

36 Special Thanks 1. Event organised by volunteers 2. Jim from SERL for venue and catering Software Engineering Research Laboratory

37 Let s stay in touch! meetup.com/agile-auckland/ Group: Agile info@agileprofessionals.net