LEAN i softwareudvikling Styring af gennemløbstid.

Transkript

1 LEAN i softwareudvikling Styring af gennemløbstid

2 IT udvikling = IT investering A Forretningbehov B Forretningfordel Kroner Cost (1) Benefit (2) Tid (3) X Usikkerhed (4)

3 5 minutter om Lean Thinking Identificer kundeværdi 2. Kortlæg værdistrømmen og reducer ikke værdiskabende aktiviteter (Spild) 3. Skab flow i værdistrømmen 4. Indfør træk (Pull) 5. Stræb efter det perfekte Og hvad har det så med software udvikling at gøre?

4 Coping with uncertainty Consequences of our Decisions Knowledge about the problem High Improvement strategies Delay desicions Improve learning Low Time [Riis]

5 HVORFOR? FORBEDRING AF LEAD TIME

6 Lessons learned: Improving lead time Praktiske 1: Reducing projects in process Teoretiske A: Little s Theorem (law of lead time) 2: Improve learning 3: Prioritizing decisions B: Queuing Theory (Law of variation) 4: Match uncertainty with flexibility

7 Little s Theorem (law of lead time) Lesson #1 - Reducing Projects-in-Process Number of Things-in-Process Average Lead Time = Average Completion Rate A B C A B C P1 P2 P3 Better Learning (shorter feedback loop) Higher overall Delivery Reliability Easier Ressource Planning

8 Lesson 1: Projectportefolio Board 1 0

9 Creating: Better Software Faster If we have no control over the number of projects-in-process, we have no control over the lead time Lesson # 1 Fewer projects in process Less code on stock Higher flexibility Better on time completion ratio Increased productivity

10 Pause 10 minutter til at strække ben

11 Lessons learned: Improving lead time Praktiske 1: Reducing projects in process Teoretiske A: Little s Theorem (law of lead time) 2: Improve learning 3: Prioritizing decisions B: Queuing Theory (Law of variation) 4: Match uncertainty with flexibility

12 Definitioner: Kø teori Arrival time Queue time Time in System Service time Departure time

13 More vocabulary... Queueing decipline......refers to the sequence with which we handle jobs in the queue: FiFO (First in, first out) FiLO (First in, last out) Queueing structure......refers to the number of queues and the number of servers Single queue supplying multiple servers Seperate queue for each server Queuing Analyzing Tool: Cumulative Flow diagram

14 Law of Innovation Variation Time Consumed /Task < 80% Små batch Large batch / high variation Small batch / low variation Lav ankomst variation Lav variation i opgavelængde 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% % Utilization of Project Resources

15 Impact on Delays The Sources of Delays Expontentialy longer Longer # of crosstrained resources Shorter High variation in task time High % utilization of resources High variation and % utilization of resources

16 Kender du. VIRKEMIDLER TIL KORTERE GENNEMLØBSTIDER

17 Minimering af køer Forøg kapaciteten Håndter efterspørgsel Minimer variation Brug kontrol systemer Styre antal samtidige projekter Proces stabilisering Styre batchstørrelser Styre feature indhold per produkt Mindre batches Monitorere køer

18 Lesson 2: Improve learning Creating flow is about making sure we are on track to creating customer value Close and ongoing interaction will ensure that we maintain on track.

19 Lesson 2: Improve learning Creating flow is about ensuring the customer s constant and consistent interaction Time slot and size boxing ensures feed back.

20 Lesson 2: Improve learning A fundamental element in flow is creating flexibility Employee A Employee B Employee C Employee A Employee B Employee C Working with same size tasks and deadlines increases flexibility and flow

21 Iterative & Teambased Project Model

22 Creating: Better Software Faster Lesson # 2 Improve learning Frequent deliveries improves learning Visual control improves feedback quality

23 Coping with uncertainty Consequences of our Decisions Knowledge about the problem High Improvement strategies Delay desicions Improve learning Low Time [Riis]

24 Lesson 3: Prioritizing decisions Prioritization of tasks How 1. Best feedback on customer value 2. Focus learning on the highest risk areas 1. Task classification 2. User Stories 3. Project Foundation Board $ ~

25 Project Foundation Boris Wortmann

26 Minimering af køer Forøg kapaciteten Håndter efterspørgsel Minimer variation Brug kontrol systemer Bedre Værktøjer Styre antal samtidige projekter Start med at måle variation Flytte køer væk fra den kritiske vej Forøg support Minimer ikke værdiskabende aktiviteter Styre feature indhold per produkt Skab "aflastningsventil" Genbrug af design løsninger Proces stabilisering brug kapacitetsplanlægning Brug reservations systemer Invester i training Genbrug Mindre batches Styre batchstørrelser X-training Monitorere køer

27 Creating: Better Software Faster Lesson # 3 Prioritizing decisions Less rework Better prepared for delegating work to collegues when time is short

28 Be prepared for the unforeseen Match uncertainty with Flexibility Identify Living and Dead sides of the Product (Ex. Dependency injection) Lower transaktion cost by identifying tasks depending on C/S/T domain knowledge Poul Per Palle T T K K L L T K L K T L K T T L K L Proactiv resourseplanning through Visualisation Poul Per Palle K K L L T T K K L L T T K K L L T T Boris Wortmann

29 Creating: Better Software Faster Lesson # 4 Match uncertainty with flexibility Productivity 100% Time Boris Wortmann

30 Litteraturliste Managing the Design Factory, Donald G. Reinertsen Harvard Business Review Article Time--The Next Source of Competitive Advantage. by George Stalk Jr. 11 pages. Publication date: Jul 01, Fast Innovation: Achieving Superior Differentiation, Speed to Market, and Increased Profitability (Michael George o.a.) Conquering Complexity in Your Business: How Wal-Mart, Toyota, and Other Top Companies Are Breaking Through the Ceiling on Profits and Growth by Michael L. George and Stephen A. Wilson (Hardcover - May 1, 2004)

31 Tak for i dag Boris Wortmann Claus Holm