RE: [scrumdevelopment] Re: WIP
- Thanks for the cite Jeff. Question.
How do people handle 'windows of opportunity'? Since we are living in a
world where a product, feature or function can go from innovative to
commodity in a matter of months, how do you factor in the time it takes you
to get to market and the time you have in the market before you are copied
This pushes the revenue argument to the next level stating that a long ROI
may in fact be counter productive.
Michael F. Dwyer
"Planning constantly peers into the future for indications as to where a
solution may emerge."
"A Plan is a complex situation, adapting to an emerging solution."
[mailto:email@example.com] On Behalf Of Jeff Sutherland
Sent: Sunday, September 04, 2005 2:10 PM
Subject: Re: [scrumdevelopment] Re: WIP
An issue that is a lot more important than WIP is whether what is in
the queue is in the right priority order or is even worth doing. For
companies with big bucks ready to do a lot of analysis, they should
use Software by Numbers:
Denne and Cleland-Huang show that unless you systematically forecast
cost vs. revenue vs. time for each item in the product backlog you
will lose at least 25% of the potential revenue and in some cases up
to 400% of the achievable revenue.
There is also the issue that 45% of the WIP on the average should
never be built. A Software by Numbers analysis will do enough
micro-costing of the product backlog that it should flush most of this
People should always start with:
1. Avoid doing this - where's the revenue time line?
2. Given the revenue time line, is this the most important thing to do now?
Software by Numbers nicely factors in architectural change and
maintenance into the revenue stream, something most other methods
avoid or do poorly leading to revenue loss.
Without answers to these questions you should always do nothing with
the WIP. Every line of code you write you will maintain for the rest
of your working life (or some poor proxy will maintain it). When it is
useless code, it is an Albatross that you will wear forever. Be
extreme and avoid coding at all costs.
On 9/4/05, mwpolen <mwpolen@...> wrote:
> While I agree that cycle time (the time from customer request to
> customer fulfillment) is the most important measure I do wonder how
> you can get any software organization to buy into it. I have found
> that simple elegant measures, really anything simple, to be too
> simple for the people with the $BIG$. The people in charge seem to
> think "hey if it really was that simple everyone of my peers would
> be doing it this way...NAH this can't work it's a complicated job
> and complicated jobs require complicated ______" In this can
> measurement is the fill in the blank.
> So how do the people in group handle my perceived conundrum?
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- In my work (and my book) I modeled it as investment. The thinking it
up can be time-boxed or controlled in some manner. Answer the
How much are willing to invest in our next innovative idea?
This is usually constrained in most companies by the funding for the
marketing department. One of the challenges is that often cost
accounting prevents technical people from engaging at an early
enough stage to improve the quality of the ideas.
--- In firstname.lastname@example.org, Ron Jeffries
> On Tuesday, August 30, 2005, at 1:15:06 PM, David J Anderson wrote:and
> > To my mind, it is clearly not WIP unless it has been started,
> > that ought to involve a commitment back to the customerdetailing
> > when it will be delivered. In manufacturing terms a "due date".part of
> > Simply identifying it for the backlog does not count as starting.
> > The fact that the customer has dreamt it up and considers it
> > their value stream is not justification for it becoming WIP. Touse
> > the manufacturing term, you could consider it "stock" i.e. it isin
> > inventory, but it isn't WIP until a commitment is made andresources
> > are assigned to work on it.
> Suppose that thinking it up was costly. Would we still not list it
> as WIP? I think we would. Perhaps WIP is supposed to be measured in
> dollars or time, not number of items?
> Ron Jeffries
> Example isn't another way to teach, it is the only way to teach.
> --Albert Einstein
- Dollar Days is all about amplication. It's about improving signal to
noise ratio in management accounting. From the perspective of this
thread, it is largely irrelevant. We're deciding where to start the
WIP measurement and the lead time measurement.
--- In email@example.com, "Clarke Ching" <lists@c...>
> Ron wrote:number of
> >Perhaps WIP is supposed to be measured in dollars or time, not
> Goldratt recommends using "Dollar-days" to measure WIP in factories -
> taking into account both time and dollars. I've posted a note belowSoftware in
> describing Dollar-Days, which I originally sent to Kent Beck's
> Process yahoo group.