© 2015 Carnegie Mellon University
Software Solutions Conference 2015November 16–18, 2015
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Implementing Product Development Flow:The Key to Managing Large Scale Agile DevelopmentWill Hayes – SEI
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Copyright 2015 Carnegie Mellon University This material is based upon work funded and supported by the Department of Defense under Contract No. FA8721-05-C-0003 with Carnegie Mellon University for the operation of the Software Engineering Institute, a federally funded research and development center. NO WARRANTY. THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. This material has been approved for public release and unlimited distribution except as restricted below. This material may be reproduced in its entirety, without modification, and freely distributed in written or electronic form without requesting formal permission. Permission is required for any other use. Requests for permission should be directed to the Software Engineering Institute at [email protected]. DM-0002729
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Common Perceptions about Agile
Cadence and Synchronization
Unhealthy Focus on Utilization
Cost of Delay
Conclusion
Agenda
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Agile
Common Perceptions
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The So-Called “Traditional Approach”Common Perceptions
It’s not the heavy weight of documentation that gets you…
It’s the long wait for course-correcting feedback that cankill your program…
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According to Mark Twain…Common Perceptions
It ain’t what you don’t know that gets you in trouble. It’s what you know for sure that just ain’t so.
Samuel Langhorne Clemens
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Product Development Flow
Cadence & Synchronization
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Cadence Enhances Predictability
A Late Bus:• Makes people scramble
to get aboard• They don’t know when
the next one will get here
Cadence and Synchronization
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Cadence Enhances Predictability
A Late Bus:• Makes people scramble
to get aboard• They don’t know when
the next one will get here
Then the next bus comes along empty
Cadence and Synchronization
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Late Releases Become “Feature Magnets”
As things start to slip• Influential people
get ‘their priorities’ moved up, rather than deferred
• Pressure increases on early releases
• Functions slated for final release can’t be guaranteed…
Release 2
Release 1
Product Launch
FOC
FullDemoIOC
Release 3
Release 4 & CleanupPLAN A
R.2
Release 1
R.3
R1.Drop 2
R.4 & CleanupPLAN B
Cadence and Synchronization
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Team 1
Team 2
Team 3
Importance of SynchronizationCadence and Synchronization
Non-synchronized schedules can lead to counter-productivedynamics…
One team’s schedule slipcan give other teams theschedule relief they didn’twant to ask for…
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Synchronization Promotes VisibilityCadence and Synchronization
Added incentive to maintain cadence…
Frequent ‘synch-points’ offer more options for course-correction…
Team 1
Team 2
Team 3
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Product Development Flow
Unhealthy Focus on Utilization
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Mon Tue Wed Th Fri
Packing Scheduled Tasks is Prone to RiskUnhealthy Focus on Utilization
100% Utilization:• Magnifies the impact of variation• Maximizes task-switching overhead• Assures slower overall progress
Change is inevitable, plan to learn
Multi-tasking is a myth we don’t accurately comprehend
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Maximum Utilization is CounterproductiveUnhealthy Focus on Utilization
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Product Development Flow
Cost of Delay
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Spend Your Time WiselyCost of Delay
Look for the ‘sweet spot’ between• Analysis Paralysis• Extinction by Instinct
Reduce integration risk• Invest in architecture to set the
stage for later work• Validate with each iteration
Plan for learning• Time the critical design choices
with availability of information
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State 1
State 2
State 3
State 4
State 5
Example WorkflowCost of Delay
Build queues where knowledge can accumulateStage items in batches if they belong together
Cost of Delay
Cost of Value Added Work
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Economies of Batch SizeCost of Delay
U-Curve optimization problem as described in Principles of Product Development Flow, by Don Reinertsen
Cos
t
Batch Size
HoldingCost
TransactionCost
Total Cost
Specify, buildtest & ship a
SINGLEline of code
Specify, then build, then test & then ship
ALL lines of code
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Product Development Flow
Conclusion
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For Your Work Processes:• Devise a regular cadence on which people can rely• Synchronize often to reinforce cadence and visibility• Resist the habitual focus on maximizing utilization• Optimize at the system level – not at the unit level• Characterize the cost of delay as an economic factor• Balance holding costs and transaction costs
Priorities for ActionConclusion
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CreditsConclusion
See also:Managing the Design Factory: A Product Developer’s Toolkit
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PresenterWill HayesPrincipal EngineerTelephone: +1 412.268.6398Email: [email protected]
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