alon linetzki - eurostar conferenceamdocs, israel 12 toc and project management planning phase –...

International Conference On

Software Testing, Analysis & ReviewNovember 19 - 23 Stockholm, Sweden

P r e s e n t a t i o n

T10Thursday 22nd November, 2001

Implementing theTheory of Constraints

Alon Linetzki

Thursday 22 November 2001 T10

Implementing the Theory of Constraints Alon Linetzki Alon Linetzki has studied & worked in software development since 1984. He has a Bs.c. in Statistics & Criminology from Bar-Ilan University, and an MBA from the College of Management. He has worked as a manager and a team member developing, maintaining and testing large information systems at all levels. Alon started his testing management career in TesCom, where he managed different testing projects, methodologies and tools. In 1996, he established the testing group in IBM Israel, and further developed it until 2000, when he joined Amdocs Israel as a Testing Manager, on a large telecommunication CC&B project. Alon is the founder of the SIGiST Israel, and published a few articles on Software Testing. He is a speaker and presenter in conferences on Testing & QA both in Europe and in Israel, and has given many presentations and seminars on the subjects of Risk Management, Performance & Load, Test Management, and is a regular speaker on the CSQE certification course. E-mail: [email protected]

All Rights Reserved to Alon Linetzki AMDOCS, Israel 1

Implementing Implementing Theory Of Constraints Theory Of Constraints

(TOC)(TOC)A Test manager viewpointA Test manager viewpoint

Presented by

Alon Linetzki, AmdocsTel: +972-3-7545006,

Email:[email protected], 2001


Agenda

What is TOC?What are the basic questions in Project Management that TOC is trying to answer?Facts of ImplementationHow to succeed in implementing TOC


What is TOC?

TOC = Theory Of Constraints,Developed by Dr. Eliyahu M. Goldratt (who wrote “The Goal” in 1986),Is based upon basic conflicts from physics, and the way of thinking to resolve them,Is based on a few definitions and principals on: Project, Project Management, and their interrelated problems.


What is similar between Projects?

High uncertainty level,

Past experience – but not quite the same,Managing people that are not reporting to me (as PM).


Conditions for a Project to Succeed

Successful completion of a project

Successful completion of a project

Imp. Of the project plan allows reaching

the content & deadline while meeting the

budget limit

Imp. Of the project plan allows reaching

the content & deadline while meeting the

budget limit

Content and design of the project provide the

solution to the problem

Content and design of the project provide the

solution to the problem

Achieving the project goal is

solving the right problem

Achieving the project goal is

solving the right problem

The project fits the strategic positioning

of the company, meaning - it handles

the problem correctly

The project fits the strategic positioning

of the company, meaning - it handles

the problem correctly


Why projects encounter difficulties to meet time, budget and content

limitations?Not meeting original supply datesToo many changesOccasionally resources are not available – even if scheduled aheadCritical items are not available on time (info, specs’, H/W, approval doc’)Priority “war” between projectsBudget overrunToo much re-work


Example: Too much re-work…

Do re-workDo re-work

NOTdoing re-work

NOTdoing re-work

Conflict

Start early to deliver on original date

Start early to deliver on original date

Meet budget & time commitments

Meet budget & time commitments

Action Need Target

Meet originalcommitments

Meet originalcommitments

Because:To meet timeline we need to start with no final spec’ à re-work


General Cloud Model

Compensate on first

bad estimation

Compensate on first

bad estimation

NOTCompensate

on first bad estimation

NOTCompensate

on first bad estimation

Conflict

Do what ever is necessary to meet original commitment

that is in danger

Do what ever is necessary to meet original commitment

that is in danger

NOT risking any original commitment

NOT risking any original commitment

Action Need Target

Meet originalcommitmentsMeet originalcommitments

(1) Because:Contingency time taken is not enough to “take” all the glitches in timeline

(2) Because:Original commitment was realistic


TOC and Project Management

Definition Phasel Define the project in an effective way

Planning Phasel Plan WBS

l Allocate resources and develop estimations

l Define timeline

l Define budget (and adjust)

Controll Progress and Control Metrics


TOC & Project ManagementPlanning Phase – Plan WBS

Define major technical obstacles in your wayDefine activities to eliminate this obstacle and integrate into the planDefine sub-targets to achieve major onesl What activities needs to be done to achieve it?

Define thin sub-targets onlyAvoid micro planningDetails:l Big Projects – maximum of 200 major activities in the Ganttl Activities of up to 3-4 days minimum and no more then 3

weeks


TOC and Project ManagementPlanning Phase – Allocate resources & develop

estimations

Skills Metrics – task vs. Skill needed,

Responsibility Metricsl Responsibility types:

l P – Prime; S – Support; A – Approve; R – Review

Verify that each activity has 1 responsible,The responsible is skilled to do the job


TOC and Project ManagementPlanning Phase – Allocate resources &

develop estimations

Resource allocation:l Define Duration and Effortl Allocate 100% time of a person for a whole job

Estimate 3 times:l At planning phase, by plannerl Just before execution, by performerl During execution – control process



estimations

Resource allocation rules:l Routes - deviations cancel each other

l Integration – exception to the rule – preliminary activities



estimations

Resource allocation rules:l Resources dependent activities


TOC and Project ManagementPlanning Phase – Timeline

A tester will always use all the time allocated for it!“Student Syndrome” - As long as a person thinks there is enough time for doing the test, every other thing become more important!The “Realistic Planning” test manager,“Hierarchical Boost UP”,The “Preventive Planning” test manager


TOC and Project ManagementPlanning Phase – Timeline

Accumulatively - More then 50% of the estimated time for a specific task, was given due to head-start time, or contingency time to raise the probability for success!

ItItItIt’’’’s NOT the time that is missing, its NOT the time that is missing, its NOT the time that is missing, its NOT the time that is missing, it’’’’s the s the s the s the way we estimate time and the way we estimate time and the way we estimate time and the way we estimate time and the

inefficient way we use for all spare time inefficient way we use for all spare time inefficient way we use for all spare time inefficient way we use for all spare time slots with in the project!slots with in the project!slots with in the project!slots with in the project!


TOC and Project Management5 Steps for Continues Improvement

1. Identify the Limitations of the system

2. Decide how to use the limitations3. Diverting all other resources to support the

decision

4. Break the limitation

5. If broken, continue to step 1

What to Change?

Why to Change?

How to Change?


TOC and Project ManagementLimitation Identification

Critical Path?

NO, critical chain

S

1010

2525

1010

1515

55

1010

1515

2020 F

(Step 1)


TOC and Project ManagementSolution – Critical Chain Identification

Dependency between:l Activitiesl Routesl Resources

Protect the Critical Chain with the Project Buffer (PB)

(Steps 1+2)


TOC and Project ManagementSolution

S

ACT 3

10ACT 3

10

ACT 225

ACT 225

ACT 110

ACT 110

ACT 415

ACT 415

ACT 55

ACT 55

ACT 610

ACT 610

ACT 715

ACT 715

ACT 820

ACT 820 F

ResourceBuffer

ResourceBuffer

ProjectBuffer

ProjectBuffer

(Step 3)

FeedingBuffer

FeedingBuffer

FeedingBuffer

FeedingBuffer (Present TTM Tool example)


TOC and Project ManagementBad Multi Tasking - BMT

A B C

A B C A B C A B C

End date for “A” and “B” is reduced,

“C” stays the same,Less setup time for employees

Better progress status on each activity


How TOC is going to solve hard management questions?

Planning with a few unique tools:l Activities connection (finish to start only)l Resource Matrix and Allocationl BMT eliminationl Student Syndrome eliminationl Critical Chain identification and managementl Buffers as indicators for meeting mile stonesl Unique tracking system for managers


In TOC -The solution must change the

way people plan, behave and think during projects

In TOC -The solution must change the

way people plan, behave and think during projects


Facts of Implementation

Training for all managers, developers, testers

2 versions pilot with the TTM TOC tool,Dynamic multi project environment – difficulties in implementationl Changed requirementsl Changed deadlinesl Unclosed Scope (not on time)l Discipline from project members is highly required


Facts of Implementation

Internal resistance from development and INFRA managers. Improvement in reporting & status reading,Improvements in resource allocation,Better managerial attention and higher quality decisions.


How to succeed in implementing TOC?

Get Higher Management commitment and involvement! Train ALL your testers/developers - but start with managers,

Support the first few weeks with more status meetings and technical 1:1 on the TTM tool,

Try to plan for 3 pilot versions,



Plan your testing backward, l doing ONLY necessary tasks for the next deliverable,

Draw all sub-targets and prioritize between theml ask yourself: what is needed first?

Independent Tasksl Check that all sub-targets with no preliminary sub-target

before them, can be achieved independently.

Plan for only 1 milestonel Project Completion Successfully!



Feeding Buffersl For activities that are not in your control, use FBs,

Remember that you are implementing mainly a BEHAIVARE change, which involves people,Tool purchasel Negotiate the tool purchase before you start piloting,

Attach reduced timeline to bonuses, other benefits.

If you can – make sure no date is sacred – you can finish early or start a few milestones earlier/later!


Alon LinetzkiAMDOCS (Israel) Ltd.Tel: +972-3-754-5006Fax:+972-3-754-6224

E-Mail: [email protected]

THANKTHANKTHANKTHANK YOU!YOU!YOU!YOU!

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