Everyday Kanban

Discussing Management, Teams, Agile, Lean, Kanban & more

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Midnight thoughts on capacity, slack and WIP

What’s more than 140 characters but less than my normal tome? This blog post 🙂 Its midnight here in Seattle and my brain is still whirring about topics stirred up at Lean Coffee this morning. So, I just wanted to throw some quick thoughts down on virtual paper regarding capacity, slack and WIP. Here goes…

Look, managers (and I can say this to you, because I’m a manager too). It’s about flow, not capacity. What I mean is that the measure of success is not ensuring that developers are busy every single minute. Rather, its improving your system flow so you get more done in less time. The problem is that people think to do the latter, the former must be done. Beware! It can have the opposite effect.

In addition, that 15 minutes at the foosball table or 10 minutes playing with nerf guns can be crucial to those with jobs involving complex thought work. The brain needs time to process information. A developer who is actively coding 100% of the time is likely not doing their best work. Now, team, if you’re reading this, I’m not signing off on 4 hour sprees in the game room!

This morning a topic was how to get developers to buy into WIP limits. I can say with certainty that my experience proves that WIP limits are analgesics for workers. More focus breeds better quality features completed faster and THAT equals less stressed developers. Who doesn’t want that?

Kanban in the wild: Restaurants

My last post about Kanban in the wild was focused on Disney World. For this case study, we are going to look at the standard restaurant. But, first, a key…

Case study key

  • Dining parties == Task/User Story/Issue
  • Waiting List == Backlog (usually with estimated wait times listed)
  • Reservations/Call Ahead == Special class of service for task/user story/issue (eg. expedite/fixed date)
  • Tables == In Progress Dining groups (WIP limit applied)
  • Bussed & Cleaned table == Deployment
  • Cycle Time == The length of time you are seated at the table
  • Lead Time == The length of time you are in the restaurant (waiting + seated)

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Why improvement initiatives fail

How many times have you heard “We tried that and it was horrible. It just didn’t work for us.”? I hear that a lot. Heck, I have even said that at times in the past regarding ideas for team improvement. Its a very common condition that a company will bring in a consultant to implement a big change initiative that is set to greatly improve a team or company’s performance. Often it is a big, sweeping change such as taking waterfall teams to scrum or some other way of working that really requires a complete shift in how you think about work. Now, if you do these methods like Scrum, XP, etc well and the team is ready for this size change, you can really reap some rewards. However, a good percentage of the time these methods are scrapped and the initiative is abandoned. Why is that?

The answer is that they’ve fallen into the J-Curve and can’t get up. Have you ever heard the phrase “it is going to get worse before it gets better?” Remember the last time a new person joined your team… how there was an initial negative impact on productivity before it got better? That’s exactly what the J-Curve depicts.

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