"productivity" is killing us
DESCRIPTION
How busy-ness culture negatively impacts our ability to deliver value by Adam Yuret, http://www.contextdrivenagility.com What did you do yesterday? What will you do today? What’s getting in your way? Three questions commonly asked at Daily Scrum meetings that imply that doing things is the purpose of work. Rarely have I encountered organizations where these following answers were acceptable: Yesterday I read a book at work. Today I intend to start no new work and make myself available to help others learn. Being too busy is getting in my way and I need some slack. The above may seem exaggerated but aren't; each one is an example of a behavior someone engaged in that helped deliver value to the customer. Slack, learning and play enhance our ability to deliver business and customer value. Adam Yuret Come join Adam Yuret to have a discussion about how a focus on resource efficiency impedes flow while creating mountains of failure demand and fracturing our organization into competing silos. Also learn some ideas about humanistic ways to mitigate these issues and bring flow back to our organizations.TRANSCRIPT
- 1. How Metrics and Utilization Constrict the Flow of [email protected]@gmail.com
2. Husband, Dad, Humanistic Lean Flow-Based SystemsThinking Consultant at Context driven Agility (CDA) Consulting, Sailor @[email protected] 3. @[email protected] 4. @[email protected] 5. @[email protected] 6. @[email protected] 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 [email protected]@gmail.com 8. @[email protected] 9. @[email protected] 10. @[email protected] 11. @[email protected] 12. @[email protected] 13. @[email protected] 14. @[email protected] 15. Prescriptive: Follow these rules and Agile hyper-productivity will be your [email protected]@gmail.com 16. Castigate when the rules are not [email protected]@gmail.com 17. Take pride in following those [email protected]@gmail.com 18. Measure success based on compliance to the [email protected]@gmail.com 19. Blame failure on lack of strict adherence to [email protected]@gmail.com 20. @[email protected] 21. @[email protected] 22. @[email protected] 23. What did you do yesterday? What will you do today? Any impediments? @[email protected] 24. @[email protected] 25. @[email protected] 26. @[email protected] 27. Excessive Work in Progress (WIP) is the enemy of flow. By setting limits to work in progress we can enable greater [email protected]@gmail.com 28. @[email protected] 29. @[email protected] 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 [email protected]@gmail.com 31. @[email protected] 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. @[email protected] 33. @[email protected] 34. @[email protected] 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 [email protected]@gmail.com 36. @[email protected] 37. @[email protected] 38. @[email protected] 39. @[email protected] 40. @[email protected] 41. @[email protected] 42. @[email protected] 43. @[email protected] 44. @[email protected] 45. @[email protected] 46. @[email protected] 47. @[email protected] 48. Variability Buffer Learning [email protected]@gmail.com 49. @[email protected] 50. Flow Trumps WasteValue Trumps [email protected]@gmail.com 51. Flow Trumps [email protected]@gmail.com 52. Value Trumps [email protected]@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. @[email protected] 54. @[email protected] 55. @[email protected] 56. @[email protected] 57. @[email protected] 58. @[email protected] 59. @[email protected] 60. Failure Demand Silos:Dumpster Teams Overloaded Bottlenecks Deadline-Driven Development Exponential [email protected]@gmail.com 61. @[email protected] 62. @[email protected] 63. @[email protected] 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 @[email protected] 65. @[email protected] 66. @[email protected] 67. @[email protected] 68. @AdamYuretSayat.me/[email protected]