"productivity" is killing us

• 1. How Metrics and Utilization Constrict the Flow of Value.@AdamYuretAdam.Yuret@gmail.com

2. Husband, Dad, Humanistic Lean Flow-Based SystemsThinking Consultant at Context driven Agility (CDA) Consulting, Sailor @AdamYuretAdam.Yuret@gmail.com 3. @AdamYuretAdam.Yuret@gmail.com 4. @AdamYuretAdam.Yuret@gmail.com 5. @AdamYuretAdam.Yuret@gmail.com 6. @AdamYuretAdam.Yuret@gmail.com 7. 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.@AdamYuretAdam.Yuret@gmail.com 8. @AdamYuretAdam.Yuret@gmail.com 9. @AdamYuretWasteAdam.Yuret@gmail.com 10. @AdamYuretAdam.Yuret@gmail.com 11. @AdamYuretAdam.Yuret@gmail.com 12. @AdamYuretAdam.Yuret@gmail.com 13. @AdamYuretAdam.Yuret@gmail.com 14. @AdamYuretAdam.Yuret@gmail.com 15. Prescriptive: Follow these rules and Agile hyper-productivity will be your reward.@AdamYuretAdam.Yuret@gmail.com 16. Castigate when the rules are not followed.@AdamYuretAdam.Yuret@gmail.com 17. Take pride in following those rules.@AdamYuretAdam.Yuret@gmail.com 18. Measure success based on compliance to the rules.@AdamYuretAdam.Yuret@gmail.com 19. Blame failure on lack of strict adherence to therules.@AdamYuretAdam.Yuret@gmail.com 20. @AdamYuretAdam.Yuret@gmail.com 21. @AdamYuretAdam.Yuret@gmail.com 22. @AdamYuretAdam.Yuret@gmail.com 23. What did you do yesterday? What will you do today? Any impediments? @AdamYuretAdam.Yuret@gmail.com 24. @AdamYuretAdam.Yuret@gmail.com 25. @AdamYuretAdam.Yuret@gmail.com 26. @AdamYuretAdam.Yuret@gmail.com 27. Excessive Work in Progress (WIP) is the enemy of flow. By setting limits to work in progress we can enable greater flow.@AdamYuretAdam.Yuret@gmail.com 28. @AdamYuretAdam.Yuret@gmail.com 29. @AdamYuretAdam.Yuret@gmail.com 30. 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.@AdamYuretAdam.Yuret@gmail.com 31. @AdamYuretAdam.Yuret@gmail.com 32. Agile team produces growing velocity but, as they speed features out the door, bugs are introduced. When bugs come into the backlog theyre assigned velocity points. It is theoretically possible, therefore, to have a team producing zero value demand while increasing velocity fixing bugs. @AdamYuretAdam.Yuret@gmail.com 33. @AdamYuretAdam.Yuret@gmail.com 34. @AdamYuretAdam.Yuret@gmail.com 35. In order to keep developers typing at maximumutilization, 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.@AdamYuretAdam.Yuret@gmail.com 36. @AdamYuretAdam.Yuret@gmail.com 37. @AdamYuretAdam.Yuret@gmail.com 38. @AdamYuretAdam.Yuret@gmail.com 39. @AdamYuretAdam.Yuret@gmail.com 40. @AdamYuretAdam.Yuret@gmail.com 41. @AdamYuretAdam.Yuret@gmail.com 42. @AdamYuretAdam.Yuret@gmail.com 43. @AdamYuretAdam.Yuret@gmail.com 44. @AdamYuretAdam.Yuret@gmail.com 45. @AdamYuretAdam.Yuret@gmail.com 46. @AdamYuretAdam.Yuret@gmail.com 47. @AdamYuretAdam.Yuret@gmail.com 48. Variability Buffer Learning Innovation@AdamYuretAdam.Yuret@gmail.com 49. @AdamYuretAdam.Yuret@gmail.com 50. Flow Trumps WasteValue Trumps Flow@AdamYuretAdam.Yuret@gmail.com 51. Flow Trumps Waste@AdamYuretAdam.Yuret@gmail.com 52. Value Trumps Flow@AdamYuretAdam.Yuret@gmail.com 53. In 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. @AdamYuretAdam.Yuret@gmail.com 54. @AdamYuretAdam.Yuret@gmail.com 55. @AdamYuretAdam.Yuret@gmail.com 56. @AdamYuretAdam.Yuret@gmail.com 57. @AdamYuretAdam.Yuret@gmail.com 58. @AdamYuretAdam.Yuret@gmail.com 59. @AdamYuretAdam.Yuret@gmail.com 60. Failure Demand Silos:Dumpster Teams Overloaded Bottlenecks Deadline-Driven Development Exponential Delays@AdamYuretAdam.Yuret@gmail.com 61. @AdamYuretAdam.Yuret@gmail.com 62. @AdamYuretAdam.Yuret@gmail.com 63. @AdamYuretAdam.Yuret@gmail.com 64. 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 @AdamYuretAdam.Yuret@gmail.com 65. @AdamYuretAdam.Yuret@gmail.com 66. @AdamYuretAdam.Yuret@gmail.com 67. @AdamYuretAdam.Yuret@gmail.com 68. @AdamYuretSayat.me/ayuretAdam.Yuret@gmail.com