38 TOCPA Paris March 2018 - Ortec - Software Development Consistently Wi...

www.tocpractice.
com
38th TOCPA International Conference

28-30 March 2018, Paris, France
Software development consistently within

Time, Scope and Budget…. Is that possible?
On-time delivery at 90 %
Edwin Woltering
ORTEC B.V., The Netherlands
Presenter’s
logo
Presenter’s
logo
Photo
of the presenter
Edwin Woltering
Manager Software
ORTEC B.V., The Netherlands
P: +31 613 14 11 40
E: Edwin.Woltering@ortec.com
LinkedIn: https://www.linkedin.com/in/edwin-woltering-
63947b9/
www.tocpractice.com 38th International Conference of the TOC Practitioners Alliance - Paris - TOCPA 2
80M
Revenue
35
YearsActive
1800
Customers
50
Countries
800
Employees
Presenter’s
Where we are logo
Europe:
 Belgium
 Denmark
 France
 Germany
 Italy
 Netherlands
HQ Pacific Region:
 Poland  Australia
 The Americas:  China
 Romania
 Brazil  Singapore
 United
 United States Kingdom
Presenter’s
Mission logo
 We want to improve the world

using our passion for mathematics
Presenter’s
Solutions logo
Vehicle Routing Load Building Workforce Scheduling
Network Design Field Service SAP Solutions
Presenter’s
Industries logo
Consumer Packaged Goods Transportation Oil, Gas and Chemicals
Professional and
Health Care Public Services Retail
Presenter’s
Build sustainability logo
 ORTEC delivers directly to the three

pillars of sustainability
Presenter’s
Sustainability logo
 ORTEC Workforce  Better work-life balance
Presenter’s
Status logo
ORTEC Workforce
Development Maintenance
Presenter’s
We use a lot of tools, but ……. logo
Presenter’s
Development logo
Goal: Development
- Develop software to support ‘large environments’ (>15.000 employees).
Problems
- Project going on now for three years
- Hire people from other departments and externally
- Reliability
- Delivery dates are based on ‘wishes’ instead of actual estimates
- Estimates are not reliable
- Projectmanagement - No subproject is finished because of changing
priorities
- No focus on finishing - subprojects and even tasks
- Teamspirit low
- Team lead determines what happens when
- Employees are unsure about what they are building – no big picture
- Because the project was not finished on time there was a penalty
Presenter’s
Maintenance logo
Maintenance
Presenter’s
Maintenance logo
Maintenance
Goal
- Management: solve all problems
- Employees: solve problems that really need solving NOW
Problems
- Huge backlog of Must issues  480 issues (output 10 per week)
- No time for analysis of ‘weird’ issues
- Must/Should/Could  ‘Never’ folder / High prio should
- Role team lead  does the intake of new issues and assigns
tasks to team members
- Specialists - What the issue is about determines who will do it
- Many escalations
- Natural variation in intake is invisible because the highs fill up the
lows
- No focus on effort, only on number of issues
Presenter’s
Help! The developer is drowning.. logo
Presenter’s
From Problems to UDE’s logo
- Backlog is too high

Satisfaction
- Leadtimes are often too long
- Priorities are changing constantly

Quality
- Customers are dissatisfied
- Qualitylevels are not met

Flow
- Teammembers are exposed to high workloads
Presenter’s
What to Change & How logo
Community of Trust AND Unity of Purpose Presenter’s
logo
(Necessary Conditions)
Budget
Performance
Tasks
Processing time
Lead time
Reliability
Presenter’s
The Goal logo
ORTEC Workforce
Let ORTEC Workforce be valuable for

customers, chosen prospects and
ORTEC itself
• Happy customers
• Happy employee
• Happy financials
Target
90% of all OSD Workforce deliverables are
delivered before or on the agreed date
Presenter’s
Development logo
Development
Goal: Valuable product
1. Performance & Stability

2. Look & Feel
Presenter’s
Define Product & Services Catalog logo
1. Size: xsmall, small, medium, large fixes

2. Throughput: 4 pnts (dev days) per person per week
3. Lead Time: Every project, subproject and issue contains a due date
4. Reliability: the amount of work within the produced within the norm
Presenter’s
Excessive Work in Progress? logo
■ Variation & Dependencies

■ Waiting Times
■ Multitasking
■ Longer Leadtimes, Less Throughput
■ Increasing pressure
■ Decreasing quality
Presenter’s
Reduce WIP logo
 Close non-important issues

 Create special teams to remove backlog
 Stop multitasking
Presenter’s
Does your process look like this? logo
Presenter’s
Optimize our process logo
 All steps required to make a good end product  move them to the
main process (remove batching: 2nd review/code inspection,
integrations)
 One process for all developments
 Focus on estimated delivery date
 Drastically reduce time spent in meetings (for a while)
 Brake down the project in as small as possible subprojects and
cards
Presenter’s
Unity of Priority & WIP limits logo
Presenter’s
Manage our Portfolio logo
Presenter’s
Manage our Projects logo
Presenter’s
Manage our Workload logo
Buffermanagement
Why does it work?
▪ In all project stages  visible how much buffer is consumed
▪ Easy to define priorities or to discuss objectively
▪ Whole team knows of the buffer status and how an issue influences the project
▪ Less WiP  more focus on finishing
Presenter’s
Assign Tasks to Teams logo
Presenter’s
Teamwork logo
 Team decides about attention needs instead of team lead

 Team focuses on the Goal i.e. finishing tasks
 Teammembers support each other
 Less highs and lows
Presenter’s
Manage the Flow logo
 Why: Measure
 What: Identify
 Where to: Decide
 How: Change
Presenter’s
Reports & Structure logo
 Daily Standup
 Cards progress
 WiP
 Weekly Standup
 Flow
 Capacity
 Throughput
 Monthly Sitdown
 Analisys
 Improvement
Presenter’s
What were the Results? logo
Process
Daily work
Reliability
Issues
Employees
Presenter’s
Process
Daily work  Efficient ≠ Effective
Reliability
Issues
Employees
Presenter’s
Process
Daily work  WIP form 120 days to < 20 days
Reliability  Clear overview in what to do AND what not to do
Issues
Employees
Presenter’s
Process
Daily work  From 30% to ≥ 90% performance on delivery on 6
Reliability w.a.
 From 15 escalations to ZERO
Issues
Employees
Presenter’s
Process
Daily work  Lead time from 40 days to 19 days
Reliability
Issues
Employees
Presenter’s
Process
Daily work  WHY am I making this change?
Reliability  FOCUS
 Less work pressure
Issues  PRIDE
Employees
Presenter’s
Summary Solution Elements logo
TOC Solution for Services

Define your Operational Goal
Lower your WIP
Optimize your processes
Apply 3-level Buffer Management
Assign work to Teams
Manage = M – I – D – C
Presenter’s
logo
THANK YOU!
And Good Luck!

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www.tocpractice.

38th TOCPA International Conference

Software development consistently within

 We want to improve the world

Vehicle Routing Load Building Workforce Scheduling

Network Design Field Service SAP Solutions

Consumer Packaged Goods Transportation Oil, Gas and Chemicals

 ORTEC delivers directly to the three

 ORTEC Workforce  Better work-life balance

- Backlog is too high

- Leadtimes are often too long

- Priorities are changing constantly

- Customers are dissatisfied

- Qualitylevels are not met

- Teammembers are exposed to high workloads

Let ORTEC Workforce be valuable for

1. Performance & Stability

1. Size: xsmall, small, medium, large fixes

■ Variation & Dependencies

 Close non-important issues

 Team decides about attention needs instead of team lead

 Where to: Decide

TOC Solution for Services

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