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Who	
  is	
  the	
  enemy	
  -­‐	
  us	
  or	
  mo/onlessness?	
  
Devopsdays	
  Aus/n	
  2013	
  
Dominica	
  DeGrandis	
  
@dominicad	
  
1.	
  	
  The	
  invisible	
  cost	
  of	
  idle	
  work	
  
2.	
  	
  Why	
  100%	
  capacity	
  u/liza/on	
  no	
  worky	
  
3.	
  	
  Why	
  queues	
  maHer	
  
4.	
  	
  The	
  effects	
  of	
  WIP	
  constraints	
  
	
  
What	
  to	
  do?	
  
@dominicad	
  
	
  What	
  happens	
  when	
  work	
  sits	
  idle?	
  	
  
Prep	
  Backlog	
  
	
  	
  
VMProvisioning	
  
	
  
Doing	
  
Vms	
  /vips/Storg/DB	
  
Requester	
  
Valida<on	
  
Checklist	
  
•  Roadmap	
  link	
  
•  SRCR/Firewall	
  
•  ARCH	
  approved	
  
Priori%ze	
  
Comple<on	
  criteria	
  before	
  
moving	
  to	
  Doing	
  
•  Commit	
  date	
  
•  PROD	
  ctrl	
  Approval	
  
Historical	
  Cycle	
  /me	
  provides	
  ability	
  to	
  forecast	
  
commit	
  dates.	
  	
  
Pink	
  =	
  Blocked!	
  
	
  
Handoff	
  	
  
Support	
  
	
  What	
  happens	
  when	
  work	
  sits	
  idle?	
  	
  
Con/ngency	
  buffers	
  in	
  /melines	
  increase	
  variability.	
  
	
  
 Longer	
  Cycle	
  Time	
  
	
  Age	
  &	
  Decay	
  
	
  Context	
  switching	
  
	
  More	
  stuff	
  to	
  manage	
  
	
  Wai/ng	
  for	
  specialists	
  or	
  dependent	
  resources.	
  
Par/ally	
  completed	
  work	
  can	
  be	
  very	
  expensive.	
  
	
  
 	
  
How	
  do	
  we	
  explain	
  why	
  slack	
  /me	
  is	
  
our	
  friend?	
  
	
  
To	
  Do	
  (11)	
   Doing	
  (24)	
   Done	
  
Apr	
  23,	
  2013	
  
They	
  don’t	
  call	
  it	
  a	
  wai/ng	
  room	
  for	
  nothing.	
  
To	
  Do	
  (11)	
   Doing	
  (24)	
   Done	
  
Apr	
  23,	
  2013	
  
Why	
  100%	
  capacity	
  u/liza/on	
  doesn’t	
  work	
  
Capacity utilization is the percentage of the
total possible capacity that is actually being
used.
Capacity utilization (%) = actual output
maximum possible
To	
  Do	
  (11)	
   Doing	
  (24)	
   Done	
  
Apr	
  23,	
  2013	
  
Unpredictable	
  events	
  cause	
  high	
  variability	
  and	
  
are	
  especially	
  vulnerable	
  to	
  capacity	
  overload.	
  
	
  
	
  
Loading	
  people	
  and	
  resources	
  to	
  100%	
  u/liza/on	
  blocks	
  them	
  
	
  and	
  then	
  you	
  have	
  to	
  wait	
  for	
  them	
  to	
  become	
  available.	
  	
  
	
  
To	
  Do	
  (11)	
   Done	
  
Apr	
  23,	
  2013	
  
Capacity	
  u/liza/on	
  increases	
  queues	
  exponen/ally.	
  
The	
  single	
  most	
  important	
  factor	
  that	
  affects	
  queue	
  size	
  
	
  is	
  capacity	
  u/liza/on.	
  	
  	
  
	
  
Each	
  /me	
  we	
  halve	
  the	
  amount	
  of	
  excess	
  capacity,	
  	
  
we	
  double	
  the	
  average	
  queue	
  size.	
  
Number	
  of	
  items	
  in	
  a	
  Queue	
  
Effects of WIP constraints
Done
ImplementArchitect
Review
ValidatePrep work
Ongoing
work
Project
work
Interrupts
done
Why Queues Matter
WIP limit example – no more than 1 item per person per row + 1 anywhere
on the board that has a low cost of delay.
Few	
  methods	
  rival	
  the	
  CFD	
  
0
20
40
60
80
100
120
On hold
Proposed
Prioritised
Ready for Dev
Dev
Testing
Ready for Release
Released
Implemented
Attribution to Mike Burrows - @asplake
Deployed,	
  but	
  never	
  used	
  
To	
  Do	
  (11)	
  
Ramp	
  meters	
  reduce	
  accidents	
  
system-­‐wide	
  by	
  at	
  least	
  30%.	
  
	
  
Ramp	
  meters	
  provided	
  a	
  travel	
  
/mes	
  savings	
  of	
  3	
  to	
  16	
  minutes	
  
	
  
	
  
Done	
  
Apr	
  23,	
  2013	
  
Effects	
  of	
  WIP	
  constraints	
  
Effects of WIP constraints
Done
ImplementArchitect
Review
ValidatePrep work
Ongoing
work
Project
work
Interrupts
done
Effects of WIP constraints
WIP limit example – no more than 1 item per person per row + 1 anywhere
on the board that has a low cost of delay.
Op/ons	
  -­‐	
  forecast	
  capacity	
  for	
  predictable	
  work	
  and	
  increase	
  
capability	
  to	
  handle	
  the	
  unexpected:	
  
	
  
1.  Kill	
  the	
  zombie	
  projects	
  –	
  limit	
  #	
  of	
  projects	
  
2.  Allocate	
  capacity	
  for	
  the	
  nature	
  of	
  the	
  demand	
  
3.  Allocate	
  x%	
  of	
  capacity	
  for	
  	
  lower	
  priority	
  work	
  
4.  Create	
  aging	
  reports	
  to	
  see	
  what’s	
  clogging	
  pipeline	
  
5.  Find	
  a	
  regular	
  cadence	
  
6.  Create	
  policies	
  for	
  escala/ons	
  
7.  Increase	
  capability	
  of	
  team	
  w/	
  skill	
  overlap	
  to	
  build	
  
resilience	
  
	
  
	
  
	
  
What	
  to	
  do	
  to	
  keep	
  work	
  flowing?	
  
	
  
Design for Visibility on Specializations
TestInvestigate DeliveredCommitted
SysAdmin
Config/Automate
Network/Monitor
Security
DBA
Jason
Chris
Mark
John
Pete
Ops Board
Visibility on types of demand
Reinertsen,	
  Donald.	
  	
  The	
  Principles	
  of	
  Product	
  Development	
  FLOW,	
  Celeritas	
  
Publishing,	
  2009.	
  
hHp://www.reinertsenassociates.com/	
  
hHp://blog.laughlin.com/2012/04/24/googles-­‐20-­‐/me-­‐and-­‐crea/ve-­‐
freedom/	
  
hHp://cheezburger.com/2410726144	
  
hHp://ocvarsity.freedomblogging.com/tag/freeway-­‐league-­‐traffic-­‐jam/	
  
hHp://www.wsdot.wa.gov/Traffic/Conges/on/rampmeters/	
  
hHp://benthereandback.com/?aHachment_id=268	
  
	
  
	
  
credits	
  
Who	
  is	
  the	
  enemy	
  -­‐	
  us	
  or	
  mo/onlessness?	
  
Devopsdays	
  Aus/n	
  2013	
  
Dominica	
  DeGrandis	
  
@dominicad	
  

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Devopsdays.austin.2013

  • 1. Who  is  the  enemy  -­‐  us  or  mo/onlessness?   Devopsdays  Aus/n  2013   Dominica  DeGrandis   @dominicad  
  • 2. 1.    The  invisible  cost  of  idle  work   2.    Why  100%  capacity  u/liza/on  no  worky   3.    Why  queues  maHer   4.    The  effects  of  WIP  constraints     What  to  do?   @dominicad    What  happens  when  work  sits  idle?    
  • 3. Prep  Backlog       VMProvisioning     Doing   Vms  /vips/Storg/DB   Requester   Valida<on   Checklist   •  Roadmap  link   •  SRCR/Firewall   •  ARCH  approved   Priori%ze   Comple<on  criteria  before   moving  to  Doing   •  Commit  date   •  PROD  ctrl  Approval   Historical  Cycle  /me  provides  ability  to  forecast   commit  dates.     Pink  =  Blocked!     Handoff     Support    What  happens  when  work  sits  idle?    
  • 4. Con/ngency  buffers  in  /melines  increase  variability.    
  • 5.  Longer  Cycle  Time    Age  &  Decay    Context  switching    More  stuff  to  manage    Wai/ng  for  specialists  or  dependent  resources.   Par/ally  completed  work  can  be  very  expensive.    
  • 6.     How  do  we  explain  why  slack  /me  is   our  friend?    
  • 7. To  Do  (11)   Doing  (24)   Done   Apr  23,  2013   They  don’t  call  it  a  wai/ng  room  for  nothing.  
  • 8. To  Do  (11)   Doing  (24)   Done   Apr  23,  2013   Why  100%  capacity  u/liza/on  doesn’t  work   Capacity utilization is the percentage of the total possible capacity that is actually being used. Capacity utilization (%) = actual output maximum possible
  • 9. To  Do  (11)   Doing  (24)   Done   Apr  23,  2013   Unpredictable  events  cause  high  variability  and   are  especially  vulnerable  to  capacity  overload.       Loading  people  and  resources  to  100%  u/liza/on  blocks  them    and  then  you  have  to  wait  for  them  to  become  available.      
  • 10. To  Do  (11)   Done   Apr  23,  2013   Capacity  u/liza/on  increases  queues  exponen/ally.   The  single  most  important  factor  that  affects  queue  size    is  capacity  u/liza/on.         Each  /me  we  halve  the  amount  of  excess  capacity,     we  double  the  average  queue  size.   Number  of  items  in  a  Queue  
  • 11. Effects of WIP constraints Done ImplementArchitect Review ValidatePrep work Ongoing work Project work Interrupts done Why Queues Matter WIP limit example – no more than 1 item per person per row + 1 anywhere on the board that has a low cost of delay.
  • 12. Few  methods  rival  the  CFD   0 20 40 60 80 100 120 On hold Proposed Prioritised Ready for Dev Dev Testing Ready for Release Released Implemented Attribution to Mike Burrows - @asplake Deployed,  but  never  used  
  • 13. To  Do  (11)   Ramp  meters  reduce  accidents   system-­‐wide  by  at  least  30%.     Ramp  meters  provided  a  travel   /mes  savings  of  3  to  16  minutes       Done   Apr  23,  2013   Effects  of  WIP  constraints  
  • 14. Effects of WIP constraints Done ImplementArchitect Review ValidatePrep work Ongoing work Project work Interrupts done Effects of WIP constraints WIP limit example – no more than 1 item per person per row + 1 anywhere on the board that has a low cost of delay.
  • 15. Op/ons  -­‐  forecast  capacity  for  predictable  work  and  increase   capability  to  handle  the  unexpected:     1.  Kill  the  zombie  projects  –  limit  #  of  projects   2.  Allocate  capacity  for  the  nature  of  the  demand   3.  Allocate  x%  of  capacity  for    lower  priority  work   4.  Create  aging  reports  to  see  what’s  clogging  pipeline   5.  Find  a  regular  cadence   6.  Create  policies  for  escala/ons   7.  Increase  capability  of  team  w/  skill  overlap  to  build   resilience         What  to  do  to  keep  work  flowing?    
  • 16. Design for Visibility on Specializations TestInvestigate DeliveredCommitted SysAdmin Config/Automate Network/Monitor Security DBA Jason Chris Mark John Pete Ops Board Visibility on types of demand
  • 17. Reinertsen,  Donald.    The  Principles  of  Product  Development  FLOW,  Celeritas   Publishing,  2009.   hHp://www.reinertsenassociates.com/   hHp://blog.laughlin.com/2012/04/24/googles-­‐20-­‐/me-­‐and-­‐crea/ve-­‐ freedom/   hHp://cheezburger.com/2410726144   hHp://ocvarsity.freedomblogging.com/tag/freeway-­‐league-­‐traffic-­‐jam/   hHp://www.wsdot.wa.gov/Traffic/Conges/on/rampmeters/   hHp://benthereandback.com/?aHachment_id=268       credits  
  • 18. Who  is  the  enemy  -­‐  us  or  mo/onlessness?   Devopsdays  Aus/n  2013   Dominica  DeGrandis   @dominicad