Using the Theory of Constraints to Using the Theory of Constraints - - PDF document

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Using the Theory of Constraints to Using the Theory of Constraints - - PDF document

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T8 Concurrent Session Thursday 12/06/2007 12:45 PM Using the Theory of Constraints to Using the Theory of Constraints to Coach Agile Teams Coach Agile Teams Presented by: Naresh Jain ThoughtWorks Presented at: Agile Development Practices

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T8

Concurrent Session

Thursday 12/06/2007 12:45 PM

Using the Theory of Constraints to Using the Theory of Constraints to Coach Agile Teams Coach Agile Teams

Presented by: Naresh Jain ThoughtWorks

Presented at: Agile Development Practices December 3-6, 2007; Orlando, FL, USA 330 Corporate Way, Suite 300, Orange Park, FL 32043 888-268-8770 904-278-0524 sqeinfo@sqe.com www.sqe.com

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Naresh Jain Naresh Jain is a software craftsman working as a consultant for ThoughtWorks India. He has worked on a variety of software projects utilizing XP, Scrum, Crystal and CMMI5i in India and the US. Naresh is the founder and vice-chairman of the Agile Software Community of India (ASCI ) and the organizer of the Simple Design and Testing Conference (SDTConf). He has helped start various agile user groups including the Agile Philly User Group and several groups in

  • India. By becoming part of a team, Naresh helps

software companies embrace agile. Naresh enjoys beer, music, adventure sports, and spicy food of any

  • color. You can reach him at naresh@agilefaqs.com.
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Using ToC and JIT to Coach Agile Teams

Naresh Jain naresh@agilefaqs.com

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Agenda

  • Some background about ToC and JIT
  • Context
  • Technique
  • Examples

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“Theory of Constraints”

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“Theory of Constraints”

Global optimization does not emerge from local optima

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“Theory of Constraints”

Global optimization does not emerge from local optima

Managing by cost (optimizing local performance) is usually at odds with managing by throughput (exploiting constraints)

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Significance of bottlenecks

  • Maximum speed of the process is the

speed of the slowest operation

  • Any improvements will be wasted unless

the bottleneck is relieved

  • Bottlenecks must be identified and

improved if the process is to be improved

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Significance of bottlenecks

  • Maximum speed of the process is the

speed of the slowest operation

  • Any improvements will be wasted unless

the bottleneck is relieved

  • Bottlenecks must be identified and

improved if the process is to be improved

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Assumes current constraints cannot be changed in the short-run

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Assumes current constraints cannot be changed in the short-run

What should be produced now, with current resources, to maximize profits?

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ToC is based on the premise that...

“Every real system, such as a business, must have within it at least one constraint. If this were not the case then the system could produce unlimited amounts of whatever it was striving for, profit in the case of a business.……………….” Dr Eli Goldratt

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How to apply ToC?

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How to apply ToC?

  • Step 1: Identify the system's constraint(s).

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How to apply ToC?

  • Step 1: Identify the system's constraint(s).
  • Step 2: Decide how to exploit the system's

constraint(s).

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How to apply ToC?

  • Step 1: Identify the system's constraint(s).
  • Step 2: Decide how to exploit the system's

constraint(s).

  • Step 3: Subordinate everything else to the

decisions of Step 2.

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How to apply ToC?

  • Step 1: Identify the system's constraint(s).
  • Step 2: Decide how to exploit the system's

constraint(s).

  • Step 3: Subordinate everything else to the

decisions of Step 2.

  • Step 4: Elevate the system's constraint(s).

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How to apply ToC?

  • Step 1: Identify the system's constraint(s).
  • Step 2: Decide how to exploit the system's

constraint(s).

  • Step 3: Subordinate everything else to the

decisions of Step 2.

  • Step 4: Elevate the system's constraint(s).
  • Step 5: Back to Step 1, identify next constraint.

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Step 1: Identify the system’s constraint(s).

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Step 1: Identify the system’s constraint(s).

  • Goal?

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Step 1: Identify the system’s constraint(s).

  • Goal?
  • Throughput?

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Step 1: Identify the system’s constraint(s).

  • Goal?
  • Throughput?
  • Inventory?

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Step 1: Identify the system’s constraint(s).

  • Goal?
  • Throughput?
  • Inventory?
  • Operating Expense?

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Step 2: Decide how to exploit the system’s constraint(s).

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Step 3: Subordinate everything else to the decisions of Step 2

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Step 4: Elevate the system’s constraint(s).

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Step 5: Back to Step 1, identify next constraint.

What might happen if the constraint is elevated?

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ToC : 3 things can increase profitability of a plant

  • Decrease Inventory
  • Decrease Operating Expense
  • Increase Throughput

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How does ToC apply to Software projects?

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How does ToC apply to Software projects?

  • Inventory

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How does ToC apply to Software projects?

  • Inventory
  • Features requested but not specified
  • Features specified and documented but

not built

  • Code that's written but not tested
  • Code that's tested but not deployed to

users

  • Code that's deployed but not used

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How does ToC apply to Software projects?...

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How does ToC apply to Software projects?...

  • Operating expenses

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How does ToC apply to Software projects?...

  • Operating expenses
  • Idle team members - Phased approach
  • Commercial Tools
  • Cost of change curve - rework
  • Constant thrashing of ideas
  • Technical Debt

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How does ToC apply to Software projects?...

  • Throughput
  • Large batch Size - Queuing Theory

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Source: Beyond Agile Software Development Becoming Lean, Mary Poppendieck, Poppendieck.llc

Utilization (%)

Queuing Theory

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How does ToC apply to Software projects?...

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How does ToC apply to Software projects?...

  • Throughput

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How does ToC apply to Software projects?...

  • Throughput
  • Large batch Size - Queuing Theory
  • Heavyweight methodology
  • Poor choice of tools
  • Real resource shortage

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Using Lean principles to Identify Waste

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Using Lean principles to Identify Waste

  • Overproduction = Extra Features

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Using Lean principles to Identify Waste

  • Overproduction = Extra Features
  • Inventory = Requirements

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Using Lean principles to Identify Waste

  • Overproduction = Extra Features
  • Inventory = Requirements
  • Extra Processing Steps = Extra Steps

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Using Lean principles to Identify Waste

  • Overproduction = Extra Features
  • Inventory = Requirements
  • Extra Processing Steps = Extra Steps
  • Motion = Finding Information

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Using Lean principles to Identify Waste

  • Overproduction = Extra Features
  • Inventory = Requirements
  • Extra Processing Steps = Extra Steps
  • Motion = Finding Information
  • Defects = Defects Not Caught by Tests

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Using Lean principles to Identify Waste

  • Overproduction = Extra Features
  • Inventory = Requirements
  • Extra Processing Steps = Extra Steps
  • Motion = Finding Information
  • Defects = Defects Not Caught by Tests
  • Waiting = Waiting, Including Customers

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Using Lean principles to Identify Waste

  • Overproduction = Extra Features
  • Inventory = Requirements
  • Extra Processing Steps = Extra Steps
  • Motion = Finding Information
  • Defects = Defects Not Caught by Tests
  • Waiting = Waiting, Including Customers
  • Transportation = Handoffs

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Just In Time

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Just In Time

  • A pull system, driven by actual demand. The goal is to

produce or provide one part just-in-time for the next operation. Reduces stock inventories, but leaves no room for schedule error. As much a managerial philosophy as it is an inventory system.

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Just In Time

  • A pull system, driven by actual demand. The goal is to

produce or provide one part just-in-time for the next operation. Reduces stock inventories, but leaves no room for schedule error. As much a managerial philosophy as it is an inventory system.

  • Last Responsible Moment

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Just In Time

  • A pull system, driven by actual demand. The goal is to

produce or provide one part just-in-time for the next operation. Reduces stock inventories, but leaves no room for schedule error. As much a managerial philosophy as it is an inventory system.

  • Last Responsible Moment
  • Just-In-Time Training - Training provided to

individuals or units just before the skills or function taught will be used in a practical application. Typically used to teach perishable or infrequently used skills

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Can we benefit more from ToC, JIT and Lean?

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Context

  • Large Enterprise clients [450 ppl + 30 teams]
  • Huge communication and delivery issues
  • Help teams adopt Agile thinking

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What if...

  • We consider software team members as the

machines in our software factories?

  • Can we apply ToC and benefit?

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Consider this...

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Consider this...

Time in days

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Consider this...

Time in days

Bug reported

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Consider this...

Time in days

Bug reported Reproduce Bug 8

8

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Consider this...

Time in days

Bug reported Reproduce Bug 8

8

Write failing test 10

2

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Consider this...

Time in days

Bug reported Reproduce Bug 8

8

Write failing test 10

2

Fix Bug 30

20

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Consider this...

Time in days

Bug reported Reproduce Bug 8

8

Write failing test 10

2

Fix Bug 30

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Regression Testing 38

8

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Consider this...

Time in days

Bug reported Reproduce Bug 8

8

Write failing test 10

2

Fix Bug 30

20

Regression Testing 38

8

Making a release 69

31

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Consider this...

Time in days

Bug reported Reproduce Bug 8

8

Write failing test 10

2

Fix Bug 30

20

Regression Testing 38

8

Making a release 69

31

Customer Signoff 71

5

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Consider this...

Time in days

Bug reported Reproduce Bug 8

8

Write failing test 10

2

Fix Bug 30

20

Regression Testing 38

8

Making a release 69

31

Customer Signoff 71

5

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Challenges making a Release

  • Developers not checking in frequently
  • Complicated and non-standard build process
  • Real Build owned by Config Mgmt Team
  • ...

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Fixing Release issues by applying JIT Practice

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Fixing Release issues by applying JIT Practice

  • Standardize build process for the whole team

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Fixing Release issues by applying JIT Practice

  • Standardize build process for the whole team
  • Manual integration on developers machines

before checking in

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Fixing Release issues by applying JIT Practice

  • Standardize build process for the whole team
  • Manual integration on developers machines

before checking in

  • Manual integration on an independent server

machine

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Fixing Release issues by applying JIT Practice

  • Standardize build process for the whole team
  • Manual integration on developers machines

before checking in

  • Manual integration on an independent server

machine

  • Continuous integration using CI servers like

CruiseControl

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After optimizing biggest bottleneck...

Time in days

Bug reported Reproduce Bug Write failing test Fix Bug Regression Testing Making a release Customer Signoff 8 10 30 38 44 49

8 2 20 8 6 5

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After optimizing biggest bottleneck...

Time in days

Bug reported Reproduce Bug Write failing test Fix Bug Regression Testing Making a release Customer Signoff 8 10 30 38 44 49

8 2 20 8 6 5

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After recursively applying ToC

  • Total time to fix any bug was 10 days...one

two-week iteration

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Thank You

naresh@agilefaqs.com

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