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How to Relieve Bottlenecks in Agile Flows
26 October 2016
Thanks to our sponsors
Assurity Consulting
ASB Bank
Software Engineering Research Laboratory
This event
1. Restrooms
2. Fire exits
3. Timing
4. Introduction
How to Relieve Bottlenecks
in Agile FlowsGary Bartlett
@PatternsGuy
https://www.linkedin.com/in/garybartlettprodsol
021 776 390
Some advice…
Outline5
Flow-Rate
Acceleration
Flow-Time
Reduction
Defrag Your Brain!
DeliberateGenius
12
3
4
© Copyright Prodsol
Flow-Rate
Acceleration
1
1. Flow-RATE Acceleration: Concept
7
The flow-rate
through the
bottleneck
What determines
the end-to-end
flow-rate?
By improving the
flow-rate through
the bottleneck
How does
one improve
the end-to-end
flow-rate?
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
4 4 4 4 48. Increase
bottleneck
capacity
QC
3 3 3 3 37. Pre- & post-
processingQC
1. Accelerate the Flow-RATE: Method
1. Draw the
flow system
8 7 6 2 92. Find the
bottleneck
8 7 63. Introduce QC
pre-bottleneck QC
8 7 6 2.2 94. Optimise the
bottleneck QC
8 7 6 3 95. Choke the
in-flow QC
2
See “The Goal” (Theory Of Constraints) by Eli Goldratt
3 3 3 3 36. Buffer the
bottleneck QC
4 4 4 4 47. Pre- & post-
processingQC
6 6 6 4 68. Increase
bottleneck
capacity
QC
2 9
3 3 3 3
2.2
3
2
8 7 6 2 93. Introduce QC
pre-bottleneck QC 2.2
© Copyright Prodsol
1. Accelerate the Flow-RATE: Exercise
We’ll cover discussing accelerating your Flow-RATE in the following sections…
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
Flow-Time
Reduction2
2. Flow-TIME Reduction: Concept
11
WAIT
TIME
TRAVEL
TIME
PROCESS
TIME
REWORK
TIME
SETUP
TIME
© Copyright Prodsol
2. Flow-TIME Reduction: Method
1. Draw the
flow system
4. Draw the end-to-end timewheel 3
4
PROCESSTIME
TRAVELTIME
WAITTIME
REWORKTIME
SETUPTIME
2
3
4
5. 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.
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 =
8 7 63. Introduce QC
pre-bottleneck3. Draw time-wheels
for each step W
RP
T
W
W
PSR
WT
T
SS
P PWT
P
12
4 3
5
21
34
5
15
34
2. Flow-TIME Reduction: Wait-Time
13
Most likely finish expert
estimate
50% 50%90% 10%
pro
bab
ilit
y
timeWorst previous
experience
eff
ort
time
The problem with task duration estimates
Task completion probability
Effort over time
Google “Critical Chain” © Copyright Prodsol
2. Flow-TIME Reduction: Wait-Time14
The problem with adding contingency to tasks
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
The hidden contingency in expert estimates
Google “Critical Chain” © Copyright Prodsol
2. Flow-TIME Reduction: Wait-Time15
1. Draw the flow/sprint plan
(Normal (cautious) task duration estimates)
2. Expose the contingency
(50% is a good rule of thumb, in an expert environment)
3. Remove the contingency
4. Put half of it back – on the entire Project/Sprint/Process Flow
Savings
overruns
overruns
Google “Critical Chain” © Copyright Prodsol
16
Defrag Your Brain!
3
3a. The Impact of Multitasking
on the Human Brain
17
The Multitasking Challenge18
MULTITASKING IS A MYTH
12345678910111213141516171819
Time
Time
M1U2L3T4I5T6A7S8K9I10N11G12I13S14A15M16Y17T18H19
123456789101112131415161719819
MULTITASKING IS A MYTH
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)
19
The costs of multitasking
20
i. The Task Interleaving Effect
A A A
B B B
Finish A
Finish B
Assuming 100% efficiency (zero switching cost)
Finish A & B
ii. The Task-Switching Overhead
Task-Switching
Overhead
iii. The Parallel Processing Overhead
Task A
TMO
Task
Management
Overhead
Task A
Task BTask BTask C
Task A
Task
Management
Overhead
iv. Destroyed Neurocognitive Momentum
v. Accelerated Neurochemical Depletion
1. Understanding
2. Deciding/prioritising
3. Recalling
4. Memorising
5. Inhibiting
vi. Arrested Capability Development
Myelin
3b. Simple Defrag Techniques
we already know how to use
21
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: http://www.codinghorror.com/blog/2006/09/the-multi-tasking-myth.html© Copyright Prodsol
Personal Defrag22
Task A Task B Task C Task B Task A Task C Task A
start end
Task B End Task C End Task A End
Task ATask B Task C
end
Task B End Task C EndTask A End
Time Savings
start
© Copyright Prodsolstart
Task FTask DTask C Task GTask A Task H
Task A Task C Task D Task F Task G Task H
start end
Task B Task E Task I
Task B Task E Task I
end
Time Savings
© Copyright Prodsol
1. Task Completion Approach – TCA
2. Task Batching Technique – TCA
Random task sequence
Random Task-Switching
Dealing with Interruptions
23
3. FocusTime Scheduling – FTS (Internal Interruptions)
FTS F FTS FTS
5. Scheduled Catch-Ups – SCU (Internal Interruptions +)
SCU SCU SCU SCU
IPS IPS
6. Interruption Processing Slots – IPS (External Interruptions)
IPSIPS
SIW SIWSIW SIW
4. Scheduled Interruption Windows – SIW / Duty Slots (Internal Interruptions +)
SIW
© Copyright Prodsol
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
When it’s unavoidable
25
Task B
Task A
Task B
Task A
1. Progress so far
2. Next steps
3. Challenges
4. Solution ideas
MBM
Review
MBM
CaptureTask A
start
Task A
start end
Time Savings
end1. Done
2. Doing
3. Next 1. Next steps © Copyright Prodsol
8. Mental Bookmarking – MBM
How to preserve neurocognitive momentum
7. 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)
DeliberateGenius
4
a. Provisionals / Prototyping
27
Develop a provisional prototype – no matter how inadequate – and enhance it iteratively.
© Copyright Prodsol
Steps Notes
1. Generate a provisional
prototype (Spec, user story /
epic, pseudo code outline, test
procedure.
It doesn’t matter how inadequate
and uninformed it is – speed is
everything” quality will emerge
iteratively.
2. Enhance your provisional
iteratively
Perfection is not the objective here
– speed of improvement is.
3. Repeat until you’re happy, out
of ideas or time.
Repeat 3-5 times – then give your
brain a break or have a pair review
session.
Provisional Solution Exercise
28
What am I currently doing about it?
My Provisional Solution, going forward
V1
V2
v3
Problem/Challenge
© Copyright Prodsol
3. Integrate thealternatives
b. Alternative Generation & Integration (AGI)
29
2. Generate alternatives
1. D/Refineprototype
(provisional)
4. ConductR&D…
…to generatealternatives
© Copyright Prodsol
Technique comparison30
A. D/Refineprototype
B. ConductR&D
B. Developprototype
A. ConductR&D
Undeliberate Innovation Deliberate InnovationResearch-based Innovation Prototype-based Innovation
© Copyright Prodsol
AGI Innovation Speed & Quality Comparison
31
time
qua
lity
time
quality
Undeliberate Innovation Deliberate InnovationResearch-based Innovation Prototype-based Innovation
Data gathering and analysis
Putting it all together
© Copyright Prodsol
AGI Exercise32
Current Provisional Alternatives
Next Generation Provisional
integrate
© Copyright Prodsol
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
Coming events
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Speaker:
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Time:
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Thanks to our sponsors
Assurity Consulting
ASB Bank
Software Engineering Research Laboratory
Special Thanks
1. Event organised by volunteers
2. Jim from SERL for venue and cateringSoftware Engineering Research Laboratory
Let’s stay in touch!
@AgileAuckland
meetup.com/Agile-Auckland/
Group: Agile Auckland