Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
“PRODUCTIVITY” 
IS 
KILLING 
US 
How 
Effort 
Metrics 
and 
Utilization 
Constrict 
the 
Flow 
of 
Value 
@AdamYuret Adam....
Please 
Turn 
Your 
Smartphones 
ON! 
#Geekfest 
@AdamYuret Adam.Yuret@gmail.com
Who 
Is 
This 
Guy?! 
Husband, 
Dad, 
Humanistic 
Lean 
Flow-­‐Based 
Systems-­‐ 
Thinking 
Consultant 
at 
Context 
drive...
My 
Two 
Favorite 
People 
@AdamYuret Adam.Yuret@gmail.com
My 
Other 
Interest 
@AdamYuret Adam.Yuret@gmail.com
Learning 
@AdamYuret Adam.Yuret@gmail.com
Learning 
@AdamYuret Adam.Yuret@gmail.com
Why 
Are 
We 
Here? 
@AdamYuret Adam.Yuret@gmail.com
Oh 
Right, 
at 
This 
Session 
Discuss 
how 
the 
relentless 
pursuit 
of 
productivity 
is 
constraining 
our 
ability 
t...
But 
First, 
an 
Apology 
@AdamYuret Adam.Yuret@gmail.com
Resource 
Efficiency 
Nightmare: 
0% 
Utilization 
Waste @AdamYuret Adam.Yuret@gmail.com
~100% 
Resource 
Efficiency 
@AdamYuret Adam.Yuret@gmail.com
“Resource” 
Efficiency 
Nightmare 
0% 
Utilization 
@AdamYuret Adam.Yuret@gmail.com
That 
Guy 
Woke 
Up 
and 
Said… 
@AdamYuret Adam.Yuret@gmail.com
What 
Can 
Happen 
When 
“Agile” 
Turns 
Up? 
@AdamYuret Adam.Yuret@gmail.com
What 
Are 
Legalistic 
Frameworks? 
@AdamYuret Adam.Yuret@gmail.com
! 
! 
! 
● Prescriptive: 
Follow 
these 
rules 
and 
Agile 
hyper-­‐ 
productivity 
will 
be 
your 
reward. 
@AdamYuret Ad...
! 
! 
! 
● Castigate 
when 
the 
rules 
are 
not 
followed. 
@AdamYuret Adam.Yuret@gmail.com
! 
! 
! 
● Take 
pride 
in 
following 
those 
rules. 
@AdamYuret Adam.Yuret@gmail.com
! 
! 
! 
● Measure 
success 
based 
on 
compliance 
to 
the 
rules. 
@AdamYuret Adam.Yuret@gmail.com
! 
! 
! 
● Blame 
failure 
on 
lack 
of 
strict 
adherence 
to 
the 
rules. 
@AdamYuret Adam.Yuret@gmail.com
Some 
Agile 
Adoption 
Antipatterns 
@AdamYuret Adam.Yuret@gmail.com
@AdamYuret Adam.Yuret@gmail.com
Focus 
on 
Compliance 
to 
the 
Framework 
Over 
Value 
@AdamYuret Adam.Yuret@gmail.com
Status 
reporting 
stand-­‐up 
meetings 
! 
! 
! 
● What 
did 
you 
do 
yesterday? 
! 
● What 
will 
you 
do 
today? 
! 
●...
Splitting 
Teams 
& 
Creating 
Dependencies 
@AdamYuret Adam.Yuret@gmail.com
@AdamYuret Adam.Yuret@gmail.com
Limit 
WIP/Visualize 
Flow 
of 
Value 
@AdamYuret Adam.Yuret@gmail.com
Limit 
Work 
In 
Progress 
Excessive 
Work 
in 
Progress 
(WIP) 
is 
the 
enemy 
of 
flow. 
By 
setting 
limits 
to 
work ...
If 
We 
Measure 
Busyness, 
We’ll 
Create 
More 
Busyness. 
@AdamYuret Adam.Yuret@gmail.com
Little’s 
Law 
@AdamYuret Adam.Yuret@gmail.com
What 
is 
Failure 
Demand? 
Traditional 
management 
thinking 
treats 
all 
demand 
as 
equal. 
There 
is 
work 
to 
be 
d...
Typical 
Example 
of 
Failure 
Demand 
@AdamYuret Adam.Yuret@gmail.com
Product 
Development 
Example 
! 
Agile 
team 
produces 
growing 
velocity 
but, 
as 
they 
speed 
features 
out 
the 
doo...
Pitfalls 
of 
Ignoring 
Failure 
Demand 
@AdamYuret Adam.Yuret@gmail.com
Protecting 
Silos 
From 
Failure 
Demand 
Creates 
More… 
@AdamYuret Adam.Yuret@gmail.com
“Dumpster 
Teams” 
● In 
order 
to 
keep 
developers 
typing 
at 
maximum 
utilization, 
we 
create 
teams 
to 
absorb 
th...
Value 
Demand 
@AdamYuret Adam.Yuret@gmail.com
Quantify 
Value 
@AdamYuret Adam.Yuret@gmail.com
Make 
Strategic 
Intents 
Visible 
@AdamYuret Adam.Yuret@gmail.com
Clear 
Priorities 
Are 
Essential 
To 
Distributed 
Decision-­‐Making 
@AdamYuret Adam.Yuret@gmail.com
Stephen 
Bungay: 
Directed 
Opportunism 
@AdamYuret Adam.Yuret@gmail.com
The 
Organization 
is 
Not 
a 
Machine, 
But 
an 
Organism, 
a 
Set 
of 
Human 
Relationships. 
@AdamYuret Adam.Yuret@gmai...
In 
Order 
to 
Have 
High 
Autonomy, 
High 
Alignment 
is 
Needed. 
To 
have 
High 
Alignment, 
Strategic 
Clarity 
is 
Ne...
Study 
This 
Guy’s 
Work 
@AdamYuret Adam.Yuret@gmail.com
Principles 
of 
Product 
Development 
Flow 
@AdamYuret Adam.Yuret@gmail.com
Utilization 
& 
Queuing 
Theory 
@AdamYuret Adam.Yuret@gmail.com
Rules 
Are 
Waste 
@AdamYuret Adam.Yuret@gmail.com
Create 
Slack 
@AdamYuret Adam.Yuret@gmail.com
Three 
Types 
of 
Slack 
! 
● Variability 
Buffer 
! 
● Learning 
! 
● Innovation 
@AdamYuret Adam.Yuret@gmail.com
Slack 
as 
Variability 
Buffer 
@AdamYuret Adam.Yuret@gmail.com
! 
! 
Lean 
Decision 
Filter 
Flow 
Trumps 
Waste 
! 
Value 
Trumps 
Flow 
@AdamYuret Adam.Yuret@gmail.com
What 
Does 
That 
Mean? 
Flow 
Trumps 
Waste 
@AdamYuret Adam.Yuret@gmail.com
Lean 
Decision 
Filter 
Value 
Trumps 
Flow 
@AdamYuret Adam.Yuret@gmail.com
! In 
Unit 
Hour 
Utilization 
general, 
reliability 
is 
the 
ability 
of 
a 
person 
or 
system 
to 
perform 
and 
maint...
Slack 
For 
Learning 
@AdamYuret Adam.Yuret@gmail.com
Read 
a 
Book 
@AdamYuret Adam.Yuret@gmail.com
Capability 
Balancing 
@AdamYuret Adam.Yuret@gmail.com
Lean 
Coffee 
@AdamYuret Adam.Yuret@gmail.com
Slack 
For 
Innovation 
@AdamYuret Adam.Yuret@gmail.com
What 
Happens 
Without 
Slack? 
! 
● Failure 
Demand 
● Silos:“Dumpster 
Teams” 
●Overloaded 
Bottlenecks 
● Deadline-­‐Dr...
Play 
@AdamYuret Adam.Yuret@gmail.com
A 
Brief 
Digression 
Into 
Burndowns 
@AdamYuret Adam.Yuret@gmail.com
Limit 
WIP, 
Eliminate 
Task-­‐Tracking 
@AdamYuret Adam.Yuret@gmail.com
Team 
Testimonials 
“Limiting 
our 
work 
in 
progress 
so 
we 
focused 
on 
completion 
was 
a 
big 
deal 
for 
us. 
It 
...
Focus 
On 
Value 
@AdamYuret Adam.Yuret@gmail.com
A 
System 
Is 
Not 
The 
Sum 
of 
It’s 
Parts 
@AdamYuret Adam.Yuret@gmail.com
Books 
@AdamYuret Adam.Yuret@gmail.com
THANK 
YOU! 
@AdamYuret Sayat.me/ayuret Adam.Yuret@gmail.com
Busyness geekfest
Prochain SlideShare
Chargement dans…5
×

Busyness geekfest

473 vues

Publié le

Effort-metrics and driving busyness impedes the value of what's important. Value.

Publié dans : Business
  • Login to see the comments

Busyness geekfest

  1. 1. “PRODUCTIVITY” IS KILLING US How Effort Metrics and Utilization Constrict the Flow of Value @AdamYuret Adam.Yuret@gmail.com
  2. 2. Please Turn Your Smartphones ON! #Geekfest @AdamYuret Adam.Yuret@gmail.com
  3. 3. Who Is This Guy?! Husband, Dad, Humanistic Lean Flow-­‐Based Systems-­‐ Thinking Consultant at Context driven Agility (CDA) Consulting, Sailor @AdamYuret Adam.Yuret@gmail.com
  4. 4. My Two Favorite People @AdamYuret Adam.Yuret@gmail.com
  5. 5. My Other Interest @AdamYuret Adam.Yuret@gmail.com
  6. 6. Learning @AdamYuret Adam.Yuret@gmail.com
  7. 7. Learning @AdamYuret Adam.Yuret@gmail.com
  8. 8. Why Are We Here? @AdamYuret Adam.Yuret@gmail.com
  9. 9. Oh Right, at This Session Discuss how the relentless pursuit of productivity is constraining our ability to effectively deliver value to our customers and businesses. ! Discuss some alternatives to this approach of optimizing for busyness. @AdamYuret Adam.Yuret@gmail.com
  10. 10. But First, an Apology @AdamYuret Adam.Yuret@gmail.com
  11. 11. Resource Efficiency Nightmare: 0% Utilization Waste @AdamYuret Adam.Yuret@gmail.com
  12. 12. ~100% Resource Efficiency @AdamYuret Adam.Yuret@gmail.com
  13. 13. “Resource” Efficiency Nightmare 0% Utilization @AdamYuret Adam.Yuret@gmail.com
  14. 14. That Guy Woke Up and Said… @AdamYuret Adam.Yuret@gmail.com
  15. 15. What Can Happen When “Agile” Turns Up? @AdamYuret Adam.Yuret@gmail.com
  16. 16. What Are Legalistic Frameworks? @AdamYuret Adam.Yuret@gmail.com
  17. 17. ! ! ! ● Prescriptive: Follow these rules and Agile hyper-­‐ productivity will be your reward. @AdamYuret Adam.Yuret@gmail.com
  18. 18. ! ! ! ● Castigate when the rules are not followed. @AdamYuret Adam.Yuret@gmail.com
  19. 19. ! ! ! ● Take pride in following those rules. @AdamYuret Adam.Yuret@gmail.com
  20. 20. ! ! ! ● Measure success based on compliance to the rules. @AdamYuret Adam.Yuret@gmail.com
  21. 21. ! ! ! ● Blame failure on lack of strict adherence to the rules. @AdamYuret Adam.Yuret@gmail.com
  22. 22. Some Agile Adoption Antipatterns @AdamYuret Adam.Yuret@gmail.com
  23. 23. @AdamYuret Adam.Yuret@gmail.com
  24. 24. Focus on Compliance to the Framework Over Value @AdamYuret Adam.Yuret@gmail.com
  25. 25. Status reporting stand-­‐up meetings ! ! ! ● What did you do yesterday? ! ● What will you do today? ! ● Any impediments? @AdamYuret Adam.Yuret@gmail.com
  26. 26. Splitting Teams & Creating Dependencies @AdamYuret Adam.Yuret@gmail.com
  27. 27. @AdamYuret Adam.Yuret@gmail.com
  28. 28. Limit WIP/Visualize Flow of Value @AdamYuret Adam.Yuret@gmail.com
  29. 29. Limit Work In Progress Excessive Work in Progress (WIP) is the enemy of flow. By setting limits to work in progress we can enable greater flow. @AdamYuret Adam.Yuret@gmail.com
  30. 30. If We Measure Busyness, We’ll Create More Busyness. @AdamYuret Adam.Yuret@gmail.com
  31. 31. Little’s Law @AdamYuret Adam.Yuret@gmail.com
  32. 32. What is Failure Demand? Traditional management thinking treats all demand as equal. There is work to be done and people who do the work. Failure Demand is demand that originates from a failure to have done something right in the first place. Not all productivity is desirable. @AdamYuret Adam.Yuret@gmail.com
  33. 33. Typical Example of Failure Demand @AdamYuret Adam.Yuret@gmail.com
  34. 34. Product Development Example ! Agile team produces growing velocity but, as they speed features out the door, bugs are introduced. When bugs come into the backlog they’re assigned velocity points. It is theoretically possible, therefore, to have a team producing zero value while increasing velocity fixing bugs. @AdamYuret Adam.Yuret@gmail.com
  35. 35. Pitfalls of Ignoring Failure Demand @AdamYuret Adam.Yuret@gmail.com
  36. 36. Protecting Silos From Failure Demand Creates More… @AdamYuret Adam.Yuret@gmail.com
  37. 37. “Dumpster Teams” ● In order to keep developers typing at maximum utilization, we create teams to absorb the failure demand caused by developers typing at maximum utilization. These teams often have unlimited WIP and must consume an unending stream of demand. This also hides the problems from the people creating them. @AdamYuret Adam.Yuret@gmail.com
  38. 38. Value Demand @AdamYuret Adam.Yuret@gmail.com
  39. 39. Quantify Value @AdamYuret Adam.Yuret@gmail.com
  40. 40. Make Strategic Intents Visible @AdamYuret Adam.Yuret@gmail.com
  41. 41. Clear Priorities Are Essential To Distributed Decision-­‐Making @AdamYuret Adam.Yuret@gmail.com
  42. 42. Stephen Bungay: Directed Opportunism @AdamYuret Adam.Yuret@gmail.com
  43. 43. The Organization is Not a Machine, But an Organism, a Set of Human Relationships. @AdamYuret Adam.Yuret@gmail.com
  44. 44. In Order to Have High Autonomy, High Alignment is Needed. To have High Alignment, Strategic Clarity is Needed. @AdamYuret Adam.Yuret@gmail.com
  45. 45. Study This Guy’s Work @AdamYuret Adam.Yuret@gmail.com
  46. 46. Principles of Product Development Flow @AdamYuret Adam.Yuret@gmail.com
  47. 47. Utilization & Queuing Theory @AdamYuret Adam.Yuret@gmail.com
  48. 48. Rules Are Waste @AdamYuret Adam.Yuret@gmail.com
  49. 49. Create Slack @AdamYuret Adam.Yuret@gmail.com
  50. 50. Three Types of Slack ! ● Variability Buffer ! ● Learning ! ● Innovation @AdamYuret Adam.Yuret@gmail.com
  51. 51. Slack as Variability Buffer @AdamYuret Adam.Yuret@gmail.com
  52. 52. ! ! Lean Decision Filter Flow Trumps Waste ! Value Trumps Flow @AdamYuret Adam.Yuret@gmail.com
  53. 53. What Does That Mean? Flow Trumps Waste @AdamYuret Adam.Yuret@gmail.com
  54. 54. Lean Decision Filter Value Trumps Flow @AdamYuret Adam.Yuret@gmail.com
  55. 55. ! In Unit Hour Utilization general, reliability is the ability of a person or system to perform and maintain its functions in routine circumstances as well as in hostile or unexpected circumstances. In the case of emergency services, reliability looks at actual incident history data to measure historical performance in accordance with adopted performance measures. ! A unit unavailable for response provides no service to the community. The unit may be out of service for a multitude of reasons including; another emergency response, training, maintenance, etc. If a unit is not available 80% of the time, it is not reasonable to expect the unit to perform at the 80th percentile. ! …. Poor availability negatively influences response times. @AdamYuret Adam.Yuret@gmail.com
  56. 56. Slack For Learning @AdamYuret Adam.Yuret@gmail.com
  57. 57. Read a Book @AdamYuret Adam.Yuret@gmail.com
  58. 58. Capability Balancing @AdamYuret Adam.Yuret@gmail.com
  59. 59. Lean Coffee @AdamYuret Adam.Yuret@gmail.com
  60. 60. Slack For Innovation @AdamYuret Adam.Yuret@gmail.com
  61. 61. What Happens Without Slack? ! ● Failure Demand ● Silos:“Dumpster Teams” ●Overloaded Bottlenecks ● Deadline-­‐Driven Development ● Exponential Delays @AdamYuret Adam.Yuret@gmail.com
  62. 62. Play @AdamYuret Adam.Yuret@gmail.com
  63. 63. A Brief Digression Into Burndowns @AdamYuret Adam.Yuret@gmail.com
  64. 64. Limit WIP, Eliminate Task-­‐Tracking @AdamYuret Adam.Yuret@gmail.com
  65. 65. Team Testimonials “Limiting our work in progress so we focused on completion was a big deal for us. It felt better to have 1 story than 5 tasks in progress.” –Lead Developer ! “Development was very helpful with testing, volunteering to clear impediments and helping us test during the sprint.” –Lead Tester ! “The team is excited and helping each other out during stand-­‐up and working together in the War Room” –PM/SM @AdamYuret Adam.Yuret@gmail.com
  66. 66. Focus On Value @AdamYuret Adam.Yuret@gmail.com
  67. 67. A System Is Not The Sum of It’s Parts @AdamYuret Adam.Yuret@gmail.com
  68. 68. Books @AdamYuret Adam.Yuret@gmail.com
  69. 69. THANK YOU! @AdamYuret Sayat.me/ayuret Adam.Yuret@gmail.com

×