Implementing Product Development Flow: The Key to Managing Large Scale Agile Development

Transcription

1 Implementing Product Development Flow: The Key to Managing Large Scale Agile Development Will Hayes SEI Software Solutions Conference 2015 November 16 18, 2015

2 Copyright 2015 Carnegie Mellon University This material is based upon work funded and supported by the Department of Defense under Contract No. FA C-0003 with Carnegie Mellon University for the operation of the Software Engineering Institute, a federally funded research and development center. NO WARRANTY. THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN AS-IS BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. This material has been approved for public release and unlimited distribution except as restricted below. This material may be reproduced in its entirety, without modification, and freely distributed in written or electronic form without requesting formal permission. Permission is required for any other use. Requests for permission should be directed to the Software Engineering Institute at permission@sei.cmu.edu. DM

3 Agenda Common Perceptions about Agile Cadence and Synchronization Unhealthy Focus on Utilization Cost of Delay Conclusion 3

4 Agile Common Perceptions Date , 2015 Carnegie Mellon University 4

5 Common Perceptions The So-Called Traditional Approach It s not the heavy weight of documentation that gets you It s the long wait for coursecorrecting feedback that can kill your program 5

6 Common Perceptions According to Mark Twain It ain t what you don t know that gets you in trouble. It s what you know for sure that just ain t so. Samuel Langhorne Clemens 6

7 Product Development Flow Cadence & Synchronization Date , 2015 Carnegie Mellon University 7

8 Cadence and Synchronization Cadence Enhances Predictability A Late Bus: Makes people scramble to get aboard They don t know when the next one will get here 8

9 Cadence and Synchronization Cadence Enhances Predictability A Late Bus: Makes people scramble to get aboard They don t know when the next one will get here Then the next bus comes along empty 9

10 Cadence and Synchronization Late Releases Become Feature Magnets Release 1 As things start to slip PLAN A Release 2 Release 3 Release 4 & Cleanup Influential people get their priorities moved up, rather than deferred Release 1 R1.Drop 2 Pressure increases on early releases PLAN B R.2 R.3 R.4 & Cleanup Functions slated for final release can t be guaranteed Full Demo IOC Product Launch FOC 10

11 Cadence and Synchronization Importance of Synchronization Non-synchronized schedules can lead to counter-productive dynamics Team 1 Team 2 Team 3 One team s schedule slip can give other teams the schedule relief they didn t want to ask for 11

12 Cadence and Synchronization Synchronization Promotes Visibility Team 1 Team 2 Team 3 Added incentive to maintain cadence Frequent synchpoints offer more options for coursecorrection 12

13 Product Development Flow Unhealthy Focus on Utilization Date , 2015 Carnegie Mellon University 13

14 Unhealthy Focus on Utilization Packing Scheduled Tasks is Prone to Risk Mon Tue Wed Th Fri 100% Utilization: Magnifies the impact of variation Maximizes task-switching overhead Assures slower overall progress Change is inevitable, plan to learn Multi-tasking is a myth we don t accurately comprehend 14

15 Unhealthy Focus on Utilization Maximum Utilization is Counterproductive 15

16 Product Development Flow Cost of Delay Date , 2015 Carnegie Mellon University 16

17 Cost of Delay Spend Your Time Wisely Look for the sweet spot between Analysis Paralysis Extinction by Instinct Reduce integration risk Invest in architecture to set the stage for later work Validate with each iteration Plan for learning Time the critical design choices with availability of information 17

18 Cost of Delay Example Workflow Cost of Delay Cost of Value Added Work State 1 State 2 State 3 State 4 State 5 Build queues where knowledge can accumulate Stage items in batches if they belong together 18

19 Cost of Delay Economies of Batch Size Specify, build test & ship a SINGLE line of code Specify, then build, then test & then ship ALL lines of code Cost Holding Cost Total Cost Transaction Cost U-Curve optimization problem as described in Principles of Product Development Flow, by Don Reinertsen Batch Size 19

20 Product Development Flow Conclusion Date , 2015 Carnegie Mellon University 20

21 Conclusion Priorities for Action For Your Work Processes: Devise a regular cadence on which people can rely Synchronize often to reinforce cadence and visibility Resist the habitual focus on maximizing utilization Optimize at the system level not at the unit level Characterize the cost of delay as an economic factor Balance holding costs and transaction costs 21

22 Conclusion Credits See also: Managing the Design Factory: A Product Developer s Toolkit 22

23 Contact Information Presenter Will Hayes Principal Engineer Telephone: