Presentation on my PhD research that I gave at Lero, the Irish Software Engineering Research Centre, on Monday October 14, 2013. http://systemagility.com http://lero.ie/event/leroindustryresearchday

1. Technical
Leader
Video
and
Collabora1on
Group
Cisco
Systems
KEN
POWER
IMPEDIMENTS
TO
PRODUCT
DEVELOPMENT
FLOW
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

3. The
Fastest
Learner
Wins
Ideas
Learn
Build
Data
Products
Measure
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

5. About
my
research
in
ALPS
• Focus
on
improving
the
flow
of
work
in
teams
and
organiza1ons
• Adap1ng
the
Lean
concept
of
Waste
to
soIware
product
development
– Iden1fying
and
Managing
Impediments
to
Flow
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

6. Lero©
2013
THE
IRISH
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7. Request
Planned
Ready
In Progress
Analysis
Design
Coding
Code
Review
Done
Code
Updates
Testing
Test
Complete
Accepted
Deployed
System
Testing
Lero©
2013
System
Test Done
Deployed
to Staging
Verification
Deployed
to Live
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

8. Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

9. “He without
bad habits
has seven”
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

10. Framework
for
Impediments
Extra
Features
Handovers
Failure
Demand
• Features
that
are
not
wanted
• Do
not
have
an
economically
jus1fied
need
• Includes
tacit
knowledge
lost
when
work
is
handed
off
between
people
or
groups
• Causes
delays.
• Demand
created
on
our
system
because
of
something
we
did
wrong,
or
failed
to
do.
• Includes
Defects,
Technical
Debt,
Work
caused
by
poor
docs
or
service
Work
In
Progress
Task
Switching
Unnecessary
Mo1on
• Work
that
does
not
yet
meet
its
Defini1on
of
Done
• Hides
problems
• Waste
caused
by
working
on
mul1ple
tasks
at
the
same
1me
and
the
1me
lost
in
switching
between
them.
• Decreases
produc1vity.
• Difficult
to
see
in
soIware
development.
OIen
caused
by
inaVen1on
to
team
environment
and
workspace
layout,
e.g.,
teams
not
co-­‐located
Unmet
Human
Poten1al
Extra
Processes
Delays
• Underu1liza1on
of
people
and
in
par1cular
their
ideas
and
crea1ve
input
to
make
improvements
• Aspects
of
the
process
used
by
the
team,
or
mandated
by
the
organiza1on,
that
do
not
add
value.
• Process
that
cause
knowledge
to
be
lost,
forcing
relearning
to
occur.
• Slow
down
or
inhibit
movement
• Slow
down
feedback
and
hinder
learning
• The
fastest
learner
wins
(Ries)
• Can
occur
anywhere
along
Value
Stream
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

11. Examining
Causes
of
Waste
Lero©
2013
THE
IRISH
SOFTWARE
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RESEARCH
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12. Literature
Landscape
Projects&
Scrum&is&used&to&
understand&and&
improve&the&efficacy&
of&a&process&for&
delivering&projects&
Scrum&
Organiza,ons&
manage&Por3olios&
of&mul,ple&projects&
Por3olio&
Management&
Waste&impacts&effec,veness&in&
project&and&por3olio&
management&
Waste&
manifests&as&
obstacles&and&
impediments&
Waste&
Projects&and&Por3olios&(and&the&
people&that&are&responsible&for&
them)&are&best&understood&as&
complex&adap,ve&human&
systems&
Metrics&quan,fy&
the&impact&of&
Waste&
Metrics&
HSD&
Waste&influences&the&dynamics&
in&human&systems,&and&vice&
versa&
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

13. How
does
the
work
flow?
Requested
Planned
(10)
Exit Policy:
Targeted for a
specific
release
Exit Policy:
Prioritized for
grooming
Ready
In Progress
(5)
Exit Policy:
Meets
Definition of
Ready
Exit Policy:
Meets
Definition of
Done
Done
Accepted
Deployed
(3)
Exit Policy:
Item meets
Acceptance
Criteria
Exit Policy:
Ready to be
deployed
Exit Policy:
Feature is in
active use
Cycle Times
Lead Time
Flow
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

14. PDSA
• Follows
the
steps
of
the
Scien1fic
Method
• Plan:
develop
a
hypothesis
or
experiment
• Do:
conduct
the
experiment
• Study:
collect
measurements
• Act:
interpret
the
results
and
take
appropriate
ac1on
• Also
known
as
• PDCA
• The
Deming
Cycle
• The
Shewart
Cycle
Lero©
2013
Act
Plan
Study
Do
THE
IRISH
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15. Seeing
Impediments
by
looking
at
Throughput
Failure Demand
Value Demand
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

16. Seeing
Impediments
through
Cumula1ve
Flow
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

17. Seeing
Impediments
through
Reac1on
Time
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

18. “The
Principle
of
Queuing
Waste:
Queues
are
the
root
cause
of
the
majority
of
economic
waste
in
product
development”
(Reinertsen,
2009).
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

19. Make
Queues
Visible
Requested
Planned
Ready
Exit Policy:
Targeted for a
specific release
Queue
Lero©
2013
In
Process
In
Process
Queue
Exit Policy:
Meets
Definition of
Done
Done
Accepted
Deployed
(3)
Exit Policy:
Meets
Definition of
Ready
Exit Policy:
Prioritized for
grooming
Queue
In Progress
(5)
(10)
In
Process
Queue
In
Process
Exit Policy:
Item meets
Acceptance
Criteria
Queue
In
Process
Exit Policy:
Ready to be
deployed
Queue
Exit Policy:
Feature is in
active use
In
Process
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

20. Influencers
of
Flow
at
Different
States
Lead
Time
Total
Reac1on
Cycle
Time
Requested
Planned
Porcolio
Planning
Time
Product
Owners
Lero©
2013
Porcolio
Team
Total
Delivery
Cycle
Time
Ready
Discovery
Time
Product
Owners
In
Progress
Work
Wait
Time
Done
Delivery
Cycle
Time
Delivery
Teams
Accepted
Deployed
Acceptance
Cycle
Time
Deployment
Cycle
Time
Product
Owners
Release
Management
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

21. Where
to
Find
Impediments?
RetrospecHves
Daily
Standups
• One
of
the
top
10
reasons
that
Agile
projects
fail
is
poor
use
of
retrospec1ves
• Your
opportunity
to
Inspect
and
Adapt
• Foster
organiza1on
learning
• Iden1fy
Obstacles
/
Wastes
• The
third
ques1on
can
be
asked
different
ways:
Lero©
2013
– What’s
geing
in
your
way?
– What’s
slowing
you
down?
– What’s
preven1ng
you
from
being
effec1ve?
– What’s
blocking
you?
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

22. Impediment
Removal
Process
Identified
In Progress
Resolved
Obstacle Title
Scrum Master: Name
Date Opened: 8-Jan-2012
Date Closed: 14-Feb-2012
||||
||
Description: alsdals,d askdkas asdkma
Asdasd lasdlkalskd alksdl asd asdaskl
Resolution: askdmkasd asd asdj nasd
Asdasdj asjdj nasd
Minimum Viable
Change
Becomes a record
of improvements
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

23. Summary
• Waste
exists
as
Impediments
or
Obstacles
to
Flow
• Agile
Development
provides
the
short
feedback
cycles
that
help
to
see
and
manage
Impediments
• See
Impediments
through
Lead
Time,
Cycle
Times,
Throughput,
Cumula1ve
Flow,
Reac1on
Times
• The
Influencers
of
Impediments
might
be
a
surprise
• Use
Retrospec1ves,
Daily
Standups
and
other
forums
to
iden1fy
Impediments
• Create
an
Impediment
Removal
Process
in
your
Organiza1on
Lero©
2013
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE

24. Ken
Power
•
My
day
job
–
–
•
Background
–
–
–
–
•
Different
environments,
from
startups
to
Fortune
100
global
companies
SoIware
Engineering,
Architecture,
Product
and
System
Development,
Management,
Consul1ng,
Educa1on
Roles
including
engineer,
technical
leader,
chief
architect,
engineering
manager,
educator,
project
manager,
consultant
Co-­‐Ac1ve
Coach;
Human
Systems
Dynamics
Prac11oner
Areas
of
Exper1se
–
•
Co-­‐Founder,
Agile
Office
at
Cisco;
Leader
in
Agile
and
Lean
across
Cisco
Internal
Agile
&
Lean
Consultant,
working
directly
with
leadership,
management,
teams
Organiza1on
Change,
Agile
and
Lean
Transi1on,
Coaching,
Consul1ng,
Porcolio
Management,
Product
and
System
Development,
Methodology
Design,
Systems
Design
Research
Areas
–
Lean,
Agile,
Organiza1on
Flow,
Complex
Adap1ve
Systems,
Human
Systems
Dynamics,
Porcolio
Management,
Organiza1on
Agility,
Team
and
Organiza1on
Effec1veness,
Con1nuous
Improvement,
Managing
Waste
•
Extra-­‐curricular
ac1vi1es
•
Find
me
online
–
–
–
–
–
–
–
–
–
–
Lero©
2013
Founding
Fellow
of
the
Lean
Systems
Society
(hVp://LeanSystemsSociety.org/)
Award-­‐winning
publica1ons
in
Agile
and
Lean
product
development
Frequent
speaker
at
major
interna1onal
Agile
and
Lean
conferences
Involved
in
organizing
interna1onal
Agile
and
Lean
conferences
Industry/academic
collabora1ve
research
on
Agile
and
Lean
soIware
development
Lean
Startup
Mentor
Blog:
hVp://SystemAgility.com/
TwiVer:
@ken_power
LinkedIn:
hVp://www.linkedin.com/in/kenpower
slideshare:
hVp://www.slideshare.net/kenpower/
THE
IRISH
SOFTWARE
ENGINEERING
RESEARCH
CENTRE