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Yuval Yeret

Managing WIP isn't the same as Limiting WIP: Part 1 - 0 views

www.agilemanagement.net/...ManagingWIPisntthesameasL.html

kanban

shared by Yuval Yeret on 17 Jun 09 - Cached
  • To determine the truth of this we only need to look at the feature sets of the popular tools for managing eXtreme Programming and Scrum such as Rally, VersionOne, ScrumWorks, Mingle and very new tools like Borland Team Focus, to discover that not a single one of these tools allows you to set an explicit WIP limit. None of them provide a pull signal to start new work. Very few of them are even capable of reporting the quantity of work-in-progress.
  • s we learned more about the value of managing WIP, we introduced concepts to encourage and enable it, such as the use of Cumulative Flow Diagrams (a.k.a. Burn Up charts)
  • Agile teams encountering an impediment would generally mark a story as blocked and go on to another one
  • ...2 more annotations...
  • In a truly WIP limited process impediment removal is paramount.
  • So for those who would claim that Scrum and XP limit WIP and pull new work, such as Stephan Schmidt, I would point them to the feature sets of existing Agile tools. These tools do not impliment WIP limits, pull signalling nor are they particularly good at issue management and resolution. Recently, there are 4 new entrants to the Agile tools market. All of them producing WIP limiting Kanban tools including the same Mr. Schmidt. If earlier Agile methods had been truly WIP limited pull methods then tools from encumbent vendors would already reflect this. As a result there would be no market for new entrants such as CodeMonkeyism, AgileZen, LeanKit and RadTrack. More thoughts on managing WIP versus limiting WIP tomorrow... T
yaelgr

Functional Subgrouping the core method of Systems-Centered Training - developed by Y. A... - 0 views

www.youtube.com/watch

facilitation youtube video

shared by yaelgr on 11 May 15 - No Cached
  • yaelgr on 11 May 15
     
    Short description of facilitation tool
Yuval Yeret

James Shore: Value Velocity: A Better Productivity Metric? - 0 views

jamesshore.com/...etter-Productivity-Metric.html

agile roi productivity

shared by Yuval Yeret on 24 Jun 09 - Cached
  • *Please note that I'm specifically talking about productivity. Velocity is a great tool for estimating and planning and I'm not trying to change that. It's just not a good measure of productivity.
  • rather than asking your business experts to measure business value after delivery (difficult!), have them estimate it beforehand. Every story (or feature--keep reading) gets an estimate before it's scheduled. At the end of each iteration, add up the value estimates for the stories you completed in that iteration. This is your "value velocity."
  • And rather than reflecting the hours programmers work, as cost velocity does, value velocity actually reflects productivity. Remember, productivity equals output/time. Value estimates are a much better indication of output than cost estimates are.
  • ...7 more annotations...
  • It's like traditional velocity, except it's based on your customers' estimates of value rather than your programmers' estimates of cost.
  • stories don't always have value on their own.
  • Although value velocity isn't perfect, a team with consistent value estimates would be able to graph their value velocity over time and see how their productivity changes. This would allow them to experiment with new techniques ("Let's switch pairs every 90 minutes! Now once a week!") and see how they affect productivity. If balanced with actual measures of value and some sort of defect counting, this could be a powerful tool.
  • just estimate and score features rather than stories.
  • Another option would be to pro-rate each feature's estimate across all of the stories required to deliver it.
  • some types of stories don't provide value in the traditional way. What's the value of fixing a nasty crash bug?
  • Third, value velocity is just as vulnerable to gaming as cost velocity is... perhaps more so. I'm not sure how to prevent this.
Yuval Yeret

Dr. Agile - Online Agile Readiness Assessment Tool - 0 views

www.doctoragile.com/WhatIsAgile.asp

shared by Yuval Yeret on 15 Jun 09 - Cached
  • Yuval Yeret on 15 Jun 09
     
    an online assessment tool note that they position this not just as a diagnostic for practices already adopted, but ALSO to show maturity BEFORE adopting more practices.
Yuval Yeret

Ambler - Doing RFPs the Agile way - 0 views

www.ddj.com/...218101915

agile contracts agile-contracts-list

shared by Yuval Yeret on 02 Jul 09 - Cached
  • RFPs the Agile Way -- or -- Fear and Loathing in the Procurement Department
Yuval Yeret

Creating an Agile Culture to Drive Organizational Change - 1 views

www.borland.com/...creating-an-agile-culture.html

agile enterprise adoption culture

shared by Yuval Yeret on 15 May 09 - Cached
  • It is critical that everyone has the same understanding of, and commitment to, the desired outcome: a business that is reliable through predictable technology processes that deliver business agility. To do this, there needs to be a management commitment to develop a focused, on-going practice around the pursuit of organizational maturity. As part of this, gaps in skills and capabilities should be identified and positive action – training, coaching, process improvement and tools deployment – taken in order to close the gap
  • the work force needs to understand the business drivers for Agility. They need to be challenged to improve their quality, improve their cycle times, to improve the frequency of releases and the value they deliver to the customer. They need to know how these things fit within the bigger picture and why improvement is their responsibility.
  • To change a culture it's important to recognize that every knowledge worker makes decisions and takes actions that affect the performance of the business. The culture in the organization is the reflection of those decisions and actions.
  • ...14 more annotations...
  • all the people understand and internalize the concepts and ideals behind the Agile movement
  • translated into concepts that can be widely applied to the many day-to-day decisions each of them will make
  • internalize and live three principles: making progress with imperfect information; existing in a high trust, high social capital culture; and shortening cycle times. These ideas need to be infused into the workforce at every opportunity.
  • it should spread virally. It can start with just one manager, who educates his immediate direct reports on the concepts and then takes the time to reflect and show how each decision is aligned the principles
  • work-in-progress as a liability rather than an asset.
  • . Every member of the team should be educated to understand it, and to be capable of demonstrating how their decisions and actions are concomitant with it. The Decision Filter is
  • The Agile Decision Filter
  • Delivering quickly can provide immediate value while delay can result in obviated functionality of little value or missing a more lucrative opportunity while completing existing work-in-progress
  • Are we making progress with imperfect information? Or are we trying to be perfect before we start? Does this decision add or maintain trust in our organization and with our partners? Or does it remove trust and breed fear? Are we treating work-in-progress as it if were a liability? Or are we treating it like an asset?
  • the team can start to modify their practices one decision at a time and drive towards a goal of business agility
  • The "transition" to Agile will happen slowly, and supporting the change will require training, coaching and tools – but change will be real and long-lasting.
  • By changing your culture using the simple principles captured in The Agile Decision Filter, teams will adopt Agile. Give it a little time and magic will happen. They will voluntarily change their behaviors and adopt Agile practices. They will behave in a fashion aligned with the principles and values behind The Agile Manifesto. They will not resist because they had a say in the changes, which are tailored specifically to their environment and their needs.
  • this approach may seem less prescriptive and straightforward than an "Agile Change Initiative" project plan. And yes, taking on a management-led Agile Transition Initiative looks faster and cheaper,
  • However, it is all wishful thinking, and the only way to get the payoff is to invest the time and show the courage to lead true Agile change. True Agile change requires you to change the culture. To change the culture, teach all your people how to use the Agile Decision Filter and hold them accountable for every decision they make.
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