Mike burrows level demand, balance workload and manage schedule risk with classes of service

1. Lean & Kanban 2011 BeneluxLevel demand, balanceworkload and manageschedule risk withClasses of ServiceMike Burrows (@asplake)[email protected] http://positiveincline.comLKBE 2011

2. Lean & Kanban 2011 BeneluxOR...Achieving performancewithout the dramaMike Burrows (@asplake)[email protected] http://positiveincline.comLKBE 2011 3. LKBE 2011 4. Overview1. Not all work is alike2. Room for manoeuvre3. Embrace diversityLKBE 2011 5. 1. Not all work is alike LKBE2011 6. Not all work is alike Qualitative (vs quantitative)Classification (vs measurement)Diversity (vs variation)Recognition (vs analysis)LKBE 2011 7. A classification scheme(one of many), based onCost of Delay profile LKBE2011Anderson [1] 8. Standard LKBE2011 9. Fixed Date LKBE2011 10. ExpeditedLKBE 2011 11. Intangible LKBE2011 12. The uncertainty premium (1)LKBE 2011 13. The uncertainty premium (2)LKBE 2011 14. Recap: four easily recognised types Increasingly urgent The baseline for the others Sudden impact on deadline A range of outcomes thereafter Impact and urgency not for debate Get it done, hand carry, protect team Invest, Improve, Experiment, Update LKBE2011 Slow burn, payoff potentially more than you can ever know, keep doing 15. Another classificationRequirements by market role: Differentiators Drive customer choice/selection Drive profits Spoilers Nullify a competitors differentiators Cost Reducers Reduce cost to produce, maintain or serviceand increase margin Table Stakes Undifferentiated, commoditiesLKBE 2011 must have 16. Not all work is alikeKey takeaway: Recognise diversity in demand Profile Market role Other context-specific categories LKBE2011 17. Not all work is alikeTo ponder: Uncertainty affects option premium Corollary: There is value in capability Scale invarianceLKBE 2011 18. 2. Room for manoeuvreLKBE 2011 19. Tactics1. Reduce WIP2. Make work items smaller3. Start at the right time4. Borrow from elsewhere LKBE2011 20. 1. Reduce WIPPush choice upstreamCollaborate for flexibilityLKBE 2011 21. LKBE 2011 22. Strong medicineThe A3 / Alignment approach: Align work under initiatives An A3 for each initiative Decide what to finishLKBE 2011 Shook [2], Sobek & Smalley [3] 23. 2. Make work items smallerIncreases your choicesEases flow through bottlenecksSpeeds feedback, reducinguncertainty LKBE2011 24. 3. Start at the right timeToo early and too late both reducechoiceBut when? Depends on system capability Depends on other uncertaintiesLKBE 2011 DeMarco & Lister [4] 25. S and Z Curves(The tail)LKBE 2011Cockburn [5, 6] 26. 4. Borrow from elsewhereReallocate / rebalance / swarmPut work on hold (and deal with WIP increase)Test organisational commitmentGrow the team LKBE2011 27. 3. Embrace diversity LKBE2011 28. Dilemma?One-Size-Fits-AllStandardisationorSpecial Snowflake SyndromeLKBE 2011 29. A happy mediumDiversity explicit in system design Work item types Service expectations PoliciesLKBE 2011 30. Design considerationsDemand shapingSupply (effort) matched to demandSimple, explicit scheduling rulesLKBE 2011 31. From Item Type to Class of Service Manage around expectations of speed Conversation: capability, flow, cadence Manage to expectations of compliance Conversation: commitment, scope Manage impact, protect the team Conversation: consequences, limits, root causes LKBE Manage for rate over medium term2011 Conversation: budget, delegation 32. Defined Classes of Service Lead time capability: X% within Y days; queue replenishment conversation every Z days 100% on time given adequate notice (defined). Allocation limit? Just do it! Review historically; limit if organisationally possible. Ringfence? LKBE Medium-term throughput target N% of2011 total, portion T% delegated to team 33. Intentions supported by policiesThe baseline: pull subject to WIP limitsPull at the right time, as StandardTreat as Expedited when at riskPushes aside other workPre-emption policies LKBEPull as Standard2011Most easily pre-empted 34. What makes this workAlignment between capability andexpectationsSlack! Structurally different goals per class Different time horizons Capacity reservesReplenishment as a riskmanagement opportunityLKBE 2011 35. LKBE 2011Recap 36. LKBE 2011 37. 1. Not all work is alike2. Room for manoeuvre3. Embrace diversity LKBE2011 38. In a little more detail1. Understand work item types; classify and visualise2. Create room for manoeuvre3. Manage work according to type through...4. ...explicit scheduling policies5. Engage upstream and downstream in risk managementLKBE 2011 and improvement 39. Familiar?LKBE 2011 40. References LKBE2011 41. References1. Kanban, David Anderson http://agilemanagement.net/index.php/site/kanbanbook/2. Managing to Learn, John Shook http://www.leanuk.org/pages/lean_store_book_managing_to_lear n.aspx3. Understanding A3 Thinking, Sobek & Smalley http://www.amazon.co.uk/Understanding-A3-Thinking- Component- Management/dp/1563273608/ref=sr_1_1?ie=UTF8&qid=1314778 939&sr=8-14. Waltzing with Bears: Managing Risk on Software Projects http://www.amazon.co.uk/Waltzing-Bears-Managing-Software- Projects/dp/0932633609/ref=sr_1_1?ie=UTF8&qid=1317326756 &sr=8-15. Agile in Tables, Alistair Cockburn http://alistair.cockburn.us/Agile+in+tablesLKBE6. Trim the Tail, Alistair Cockburn 2011 http://alistair.cockburn.us/Trim+the+tail 42. Thank you.Mike Burrows (@asplake)[email protected] 2011 http://positiveincline.com

Mike burrows level demand, balance workload and manage schedule risk with classes of service

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