Flow Product Development
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This document discusses principles and techniques for flow product development. It discusses delivering fast by focusing on flow units and eliminating non-value added activities. It emphasizes eliminating variability where possible, but introducing variability where it adds value. Tools discussed for managing flow include using histograms to understand variability in cycle times, cumulative flow diagrams to visualize work in progress and identify bottlenecks, and Little's law to calculate lead times and improve throughput. The goal is to continuously deliver value to customers by optimizing flow through the development process.
Flow Product Development
- 1. Flow Product Development Pablo Domingo @pavleras
- 2. Principles Variability Queues & Resource Efficiency
- 3. Flow Product Development Principles
- 4. Principle #1: Deliver fast
- 5. Principle #1: Deliver fast Backlog Develop Ongoing Done Test Deployment Ongoing Done FLOW UNITS
- 6. Principle #1: Deliver fast Backlog Develop Ongoing Done Test Deployment Ongoing Done CONCEPT TO CASH
- 7. Principle #2: Eliminate non-value added activities. https://www.flickr.com/people/92944716@N05/ Only give me good news
- 8. Principle #2: Eliminate non-value added activities. https://www.flickr.com/photos/st3f4n/4487662126/
- 9. Principle #2: Eliminate non-value added activities. 15% 80% Features Value
- 10. Principle #2: Eliminate non-value added activities.
- 11. Principle #2: Eliminate non-value added activities. http://www.heraldo.es/galerias-imagenes/chapuzas-en-aragon/#2
- 12. Principle #3: Focus on Flow Units “85% of the reasons for failure to meet customer expectations are relate to deficiencies in systems and processes… rather than the employee”
- 13. Flow Product Development Variability
- 15. Variability – Lean Manufacturing You cannot add value without adding variability https://www.flickr.com/photos/urbangarden/
- 16. Variability – Product Development You cannot add value without adding variability
- 17. Variability – Product Development You cannot add value without adding variability but you can add variability without adding value Donald Reinertsen
- 18. #1 Histograms
- 19. Time Cycle Time
- 20. 12 10 Cycle Time 8 6 4 2 0 Development time 8/9/14 8/19/14 8/29/14 9/8/14 9/18/14 9/28/14 10/8/14 10/18/14 10/28/14 11/7/14 11/17/14 9-8-2014 – 17/11/2014 #Days UCL= 9 Mean=3,5 LCL=0
- 21. 12 10 Cycle Time 8 6 4 2 0 Statistical Process Control 8/9/14 8/19/14 8/29/14 9/8/14 9/18/14 9/28/14 10/8/14 10/18/14 10/28/14 11/7/14 11/17/14 9-8-2014 – 17/11/2014 #Days UCL= 9 Mean=3,5 LCL=0 UCL= Mean + 3*Standard Deviation Mean=3,5 LCL= Mean – 3*Standard Deviation
- 22. 12 10 Cycle Time 8 6 4 2 0 Special Cause Variation 8/9/14 8/19/14 8/29/14 9/8/14 9/18/14 9/28/14 10/8/14 10/18/14 10/28/14 11/7/14 11/17/14 9-8-2014 – 17/11/2014 #Days UCL= 9 Mean=3,5 LCL=0 UCL= Mean + 3*Standard Deviation Mean=3,5 LCL= Mean – 3*Standard Deviation
- 23. Live defects per release 25 20 15 10 5 0 BUGS Lower Control Limit Higher Control Limit Linear (BUGS)
- 24. 25 20 15 10 5 0 “Voice of the process” BUGS Lower Control Limit Higher Control Limit Linear (BUGS)
- 26. Flow Product Development Queues & Resource Efficiency
- 27. #2: Queues & Resource Efficiency https://www.flickr.com/photos/donsolo/2332814270/
- 28. Efficiency – Queues Backlog Develop Ongoing Done Test Deployment Ongoing Done Increase Cycle Time Increase Variability & Risk Decrease Efficiency Decrease Quality - Feedback Decrease Motivation
- 29. Efficiency – Queues https://www.flickr.com/photos/wwarby/11682625885/
- 30. Efficiency – Queuing Theory Queues + Variability + Resource efficiency? https://www.flickr.com/photos/skycaptaintwo/
- 31. Efficiency – Queuing Theory Non-linear Exponential
- 32. Small changes in capacity utilization… 4 times Cycle time
- 33. Tool:#2 Cumulative Flow Diagram
- 35. Backlog Develop Ongoing Done Test Deployment Ongoing Done 6 5 4 3 2 1 0 12/8/14 12/8/14 Ready To Do In progress Test Deploy Complete
- 36. Backlog Develop Ongoing Done Test Deployment Ongoing Done 6 5 4 3 2 1 0 12/8/14 12/9/14 Ready To Do In progress Test Deploy Complete
- 37. Backlog Develop Ongoing Done Test Deployment Ongoing Done 6 5 4 3 2 1 0 12/8/14 12/9/14 12/10/14 12/11/14 12/12/14 Ready To Do In progress Test Deploy Complete
- 38. Backlog Develop Ongoing Done Test Deployment Ongoing Done 6 5 4 3 2 1 0 12/8/14 12/9/14 12/10/14 12/11/14 12/12/14 12/13/14 Ready To Do In progress Test Deploy Complete
- 39. Backlog Develop Ongoing Done Test Deployment Ongoing Done 6 5 4 3 2 1 0 12/8/14 12/9/14 12/10/14 12/11/14 12/12/14 12/13/14 12/14/14 Ready To Do In progress Test Deploy Complete
- 40. Backlog Develop Ongoing Done Test Deployment Ongoing Done 6 5 4 3 2 1 0 12/8/14 12/9/14 12/10/14 12/11/14 12/12/14 12/13/14 12/14/14 12/15/14 Ready To Do In progress Test Deploy Complete
- 41. 35 30 25 20 15 10 5 0 8/20/14 8/21/14 8/22/14 8/25/14 8/26/14 8/27/14 8/28/14 8/29/14 9/1/14 9/2/14 9/3/14 9/4/14 9/5/14 9/8/14 9/9/14 Ready Design Implement Verify Deploy Complete CYCLE TIME
- 42. 35 30 25 20 15 10 5 0 8/20/14 8/21/14 8/22/14 8/25/14 8/26/14 8/27/14 8/28/14 8/29/14 9/1/14 9/2/14 9/3/14 9/4/14 9/5/14 9/8/14 9/9/14 Ready Design Implement Verify Deploy Complete LEAD TIME
- 43. 35 30 25 20 15 10 5 0 8/20/14 8/21/14 8/22/14 8/25/14 8/26/14 8/27/14 8/28/14 8/29/14 9/1/14 9/2/14 9/3/14 9/4/14 9/5/14 9/8/14 9/9/14 Ready Design Implement Verify Deploy Complete Limiting WIP? QUANTITY IN QUEUE
- 44. 35 30 25 20 15 10 5 0 8/20/14 8/21/14 8/22/14 8/25/14 8/26/14 8/27/14 8/28/14 8/29/14 9/1/14 9/2/14 9/3/14 9/4/14 9/5/14 9/8/14 9/9/14 Ready Design Implement Verify Deploy Complete QUANTITY IN QUEUE WIP Constraint
- 45. 35 30 25 20 15 10 5 0 8/20/14 8/21/14 8/22/14 8/25/14 8/26/14 8/27/14 8/28/14 8/29/14 9/1/14 9/2/14 9/3/14 9/4/14 9/5/14 9/8/14 9/9/14 Ready Design Implement Verify Deploy Complete QUANTITY IN QUEUE WIP Constraint
- 46. 35 30 25 20 15 10 5 0 PREVIOUS CYCLE TIME VS NEW CYCLE TIME 8/20/14 8/21/14 8/22/14 8/25/14 8/26/14 8/27/14 8/28/14 8/29/14 9/1/14 9/2/14 9/3/14 9/4/14 9/5/14 9/8/14 9/9/14 Ready Design Implement Verify Deploy Complete QUANTITY IN QUEUE WIP Constraint
- 48. Manage Flow using Little’s law Throughput = WIP Lead Time http://www.slideshare.net/wwiedenroth?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview
- 49. Manage Flow using Little’s law Calculate Project Lead Time Project Lead Time = N. of Flow Units Average Lead Time Average WIP = 500 10 days 8 items = 125 weeks http://www.slideshare.net/wwiedenroth?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview
- 50. Manage Flow using Little’s law Project Scope End Date 20% 60% 20%
- 51. Tool:#4 Limiting Work In Progress
- 53. 1. Demand 1. Escalation 2. Throttle 2. Service More tools 1. T-Shape resources 2. SWAT Team 3. Part-time resources 4. Training & Cross-training
- 54. Summary of ideas Cycle Time 12 10 8 6 4 2 0 VARIABILITY - Histograms 35 30 25 20 QUEUES – 15 10 CFD, WIP and 5 Little formula 0 8/20/14 8/21/14 8/22/14 8/25/14 8/26/14 8/27/14 8/28/14 8/29/14 9/1/14 9/2/14 9/3/14 9/4/14 9/5/14 9/8/14 9/9/14 Ready Design Implement Verify Deploy Complete
- 55. Research more reading these books
- 56. More about me Pablo Domingo @pavleras Becomingagile.wordpress.com
Editor's Notes
- #5: ----- Meeting Notes (26/11/14 14:55) ----- DESPACIO
- #6: ----- Meeting Notes (26/11/14 14:55) ----- Innovation Competitive advantage Reducing cycle time
- #9: ARBITRARY deadlines SPECIALIST bottlenecks OVERTIME
- #10: ARBITRARY deadlines SPECIALIST bottlenecks OVERTIME
- #11: ----- Meeting Notes (26/11/14 14:55) ----- feature creep
- #13: ----- Meeting Notes (26/11/14 14:55) ----- REWORK
- #20: ----- Meeting Notes (26/11/14 15:05) ----- monitorize system's events
- #21: ----- Meeting Notes (26/11/14 15:05) ----- horizontal = tiempo vertical = variable
- #23: ----- Meeting Notes (26/11/14 15:05) ----- Determine if process is in Statistical Process Control
- #24: ----- Meeting Notes (26/11/14 15:05) ----- Continuous improvement