Upload
jelena-fedurko
View
122
Download
0
Tags:
Embed Size (px)
DESCRIPTION
10 - Andy Watt_ John Muncaster_21 TOCPA_UK_11 November 2015_for Web
Citation preview
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com 11 November 2015, UK
Critical Chain and Agile –
Working Together in a Software
Environment
Andy Watt & John Muncaster, Goldratt UK
11 November, 2015
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Andy Watt & John
Muncaster
1985 – 2000: Engineer and Senior Manager in DefenceManufacturer
2000: joined Goldratt
2004 – present: Managing Director Goldratt UK
2007 – 2009: Kitchons (Installation and Service)
2011: Formed RopeWeaver Business Systems
2013: Purchased Tenon [email protected]
07980 637073
1985 – 1994: Engineer and Manager in Defence Manufacturer
1994 – 96: SBAC Lean Consultant
96 – 2001: Phase Devices Operations Manager
2001 – 2005: BE Aerospace Operations Manager [email protected] 451177
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
The problem we face…
• Many software environments have invested heavily in Agile
(time and money), have buy-in to it and achieved some success.
However…..
• Most still do not meet all of the project commitments (on-time,
to scope or budget)
But…
• Most don’t want to lose the success they have gained, the buy-
in of the people, or investment made by stopping and doing
something demanding a fresh start – its too risky
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
The Common Ground
Both Agile and Critical Chain aim to:
• Complete more projects without increasing resources or
decreasing scope
• Reduce bad multi-tasking by focusing on fewer open
activities and rapidly completing these activities before
releasing more work
• Reduce the lead-time to complete projects
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Different Assumptions
Agile Critical Chain
Projects are built of modules and these modules can be completed in any sequence
There is a plan sequencing the delivery of the project with robust cause and effect logic between tasks
The organisation makes financial gain as soon as any software module is completed
The project has a fixed due date and the project is of little or no financial value to the organisation until it is complete
Projects are delivered faster if all resources can be kept busy all of the time
It is not possible to keep all resources fully utilised all of the time
Tasks are hours with estimated durationbased on touch time (booked hours) assuming no “losses”
Tasks are days with estimated duration based on elapsed time (calendar days)
Progress measured by task burn down Progress measured by buffer consumption
Time duration (Sprint) is fixed and workcontent flexes to fit the Sprint
Work Content is fixed and time flexes to accommodate the work
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Agile Overview
• Project broken down into “Stories” (a piece of functionality
that can be delivered)
• Stories are broken down into discreet detailed tasks with
hours assigned to each task
• New tasks are released only when a current task is completed
• Regular drumbeat of Sprints where progress of content
delivery is reviewed
• Project progress is measured on burn down of tasks
completed
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Estimating task duration
• Agile estimates tend to focus on coding only and on effort (bookable / chargeable
hours)
• Dwell time, queue time and rework can be unaccounted for
• Development of a software module generally comprises the following:
Scope….Code….Peer review….Rework….Documentation….Release
Scope Code Queue Review QueueRe-work
Queue Doc Queue
• Estimates in planning made for green tasks, sometimes blue tasks but seldom
for orange queue tasks
• These tasks are the biggest proportion of time
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
What to keep from Agile
• For Individual resources:
– Minimising multi-tasking
– Choke Release of tasks to individuals
– Work as fast as possible until completion
• Sprint duration of 10-20 days
• Work Content of a Sprint is detailed just prior to release
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
What to STOP in Agile and
ADD from Critical Chain
STOP
• Fixed duration Sprints
• Pushing work not complete into the next Sprint
• Reviewing progress by task burndown
• Potential for Parkinson’s from fixed durations
ADD
• Signal to take recovery actions earlier
– Daily updates of remaining Sprint duration
• Fixed worked content with flexible completion time
• High level sequence of the plan
– Trying to push high risk activities to the front of the project
• Task duration estimates include all dwell, review and documentation
• Uncertainty is managed with buffers of time
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Define “Drumbeat”
Functionality
• First step is to identify stories; defining functionality to be
delivered in frequent steps
– Entire programme broken down into interim deliverables,
Sprints, that require approximately 4 weeks of duration
– Sequence deliverables ensuring:
• Project risk is minimised (force it to the front)
• Functionality is delivered to support the development
of future functionality
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Build Software Network
1. Start with sequence of
functionality to be
delivered
2. Describe the activity
required to deliver the
functionality.
– Make sure the activity
describes all activities
required to complete
definition of done
3. Just in Time - Elaborate
the Scope to the team
instructions.
Do 1
Do 2
Do 3
Do 4
Do 5
Scope 1
Scope 2
Scope 3
Scope 4
Scope 5
Do 1
Do 2
Do 3
Do 4
Do 5
1
2
3
Note:
There may be scope and
resources available to run
more then 1 “do”
simultaneously.
The Critical Chain is used
to guide the Project leader
to the most important
activity.
The project leader and
team will have to make a
judgement as to how
many “Do” activities can
be managed concurrently.
Execution
Planning
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Synchronise Hardware
and Software Networks
• Identify the Sprints
• Identify the long lead activities
required to support sprints
• Define the tasks within the Sprints
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Work Package Ownership
Task Description Assigned To Hours
Coding Fred 30
Code Review Review Board 5
Unit Testing Joe 10
Validation Mike 10
Defect Fix Fred 15
Sprint Task Management
Task Description Assigned To Remaining
Days
Code Complete Fred 15
Software Released Fred 12
Critical Chain Task Management
The detail of the task and the required touch
time is managed in Sprint tracking system.• This give a good indication of work content and
hours required
Detail rolled up and reported into Critical
Chain (Concerto) as number of days until the
rolled up task will be complete• someone responsible for collecting progress
from Sprint task owners and reporting rolled up
task completion
• Gives better indicator whether the project is
likely to finish on time
• Focuses on ensuring all Sprint task
management tasks are completed in the
correct sequence to allow the project to flow
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Visibility & Quality of
Management Information
Task Level
Project Level
Senior Management Level
• Deliverables in danger• Where is work stuck• Focus areas for recovery• How much recovery
• Consolidated view• Visibility of blockages• Challenge & support recovery actions
PB
%
Consumed
Project Completion 100%
0
100
%PB
%
Consumed
Project Completion 100%
0
100
%
• Priorities• Released / active tasks• Full kit indication• Upcoming ‘hot potato’s’
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Application
• Initial trial in a large business developing software driven
physical products
• Good levels of buy-in to the process from software engineers
• Easier integration of software into hardware projects
• Much higher level of focus on the critical activities
• Much earlier warning of potential delay
– Enabling recovery actions to be taken
Your logo
21st International Conference of the
TOC Practitioners Alliance - TOCPAwww.tocpractice.com
Challenges
• Getting good duration of elapsed time
– Software engineers seem conditioned to estimate touch
time for code only
• Getting good estimates of remaining duration
• Getting ownership at the task manager level