A workshop I ran at our internal Unconference 3 (#unconf3r3nc3) where participants built 3 different models using Lego, delivered/prioritised through high WIP, HiPPo and CD3...
of vehicles for the rest of PwC • Our services are in high demand, with 3 eager customers wanting their product built • With 1 build team (1 person) and 1 test team (1 person), resources are limited • Therefore we must find the best way to deliver to keep all customers happy • The accountant (1 person) will track the delay cost each round • Using Lego, we will aim to introduce Agile principles to our work
in PwC is a Manager, you’re always under pressure to deliver, but you will always get the Partners project getting priority over yours • The cost of delay for your product is £600 per second • The duration to develop your product is 100 seconds • CD3 = Cost of Delay Duration • Your CD3 score is 6
picture(s) provided • Any changes to design must be agreed by you, the build team and customer • All pieces must be separated prior to starting the next round
in PwC is an Associate, your product is a good idea but you’ll have to wait in line behind those senior to you before it gets done • The cost of delay for your product is £300 per second • The duration to develop your product is 60 seconds • CD3 = Cost of Delay Duration • Your CD3 score is 4
match the picture(s) provided • Any changes to design must be agreed by you, the build team and customer • All pieces must be separated prior to starting the next round
provided • The sail can be moved when pushed, if broken it will have to be rebuilt • Any changes to design must be agreed by you, the build team and customer
Apollo PwC • Your role in PwC is a Partner, this is your pet project and you are the most senior person in the company, therefore you will ALWAYS be first in line • The cost of delay for your product is £800 per second • The duration to develop your product is 200 seconds • CD3 = Cost of Delay Duration • Your CD3 score is 4
the picture(s) provided • Any changes to design must be agreed by you, the build team and customer • All pieces must be separated prior to starting the next round
to PwC every second products are not completed Cost of Delay Duration CD3 Score PWrC £600/second 100 seconds 6 PriceWater Boat £300/second 60 seconds 5 Apollo PwC £800/second 200 seconds 4 • Until an item is delivered, we incur the cost of delay for all 3 items combined which is £1700 (£600+£300+£800) every second. • The cost of delay is reduced when an item is delivered, for example: When PWrC is delivered the cost of delay drops to £1100 per second (£300+£800) as the other two items are not finished
utilised, every 30 seconds you MUST switch project (the facilitator will shout out ‘Change’) • Test team: - You can only verify the product once ALL pieces are combined and the product is handed over to you, please use the test guidelines provided. - Only once testing passes can the product be handed off and seen by the customer. - If it breaks it goes back and MUST be fixed regardless of what else is being worked on. • Customer: - You must note the time it takes from work starting on your request to you receiving the product (use the card provided) and provide the facilitator with the cycle time (in seconds) - No talking to other customers, the builder or tester, you have a day job to do! • Accountant: - For every second products are not complete, they are costing us money. Your job is to calculate how much this is, using the cost of delay figures provided
You must only work on one product at a time (determined by HiPPO), and can only start the next product once the previous one has finished. • Test team: - Same rules as before, but you are allowed to talk to the customer ONLY • Customer: - You can talk to the tester but not the builder OR other customers and you can only do this when your product is in progress. • Accountant: - Same as previous round
Only work on one product at a time (determined by CD3), only starting once an item is finished. - You are allowed to talk to the customer, feel free to offer suggestions to improve the product and time to market • Test team: - You are now allowed to talk to the customer and build team. • Customer: - Same as before, but you can now discuss your portfolio together to help determine what comes first using CD3 score • Accountant: - Same as previous round
early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity - the art of maximizing the amount of work not done - is essential. 11. The best architectures, requirements, and designs emerge from self-organising teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. . Which of these principles can we relate to?
early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity - the art of maximizing the amount of work not done - is essential. 11. The best architectures, requirements, and designs emerge from self-organising teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. . The Agile Manifesto - Principles
PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Nicolas Brown, Agile Lead [email protected] @nbrown02 Thank you!
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