Devops for Growth

On peut utiliser 3 méthodes :

• Méthode 1 : On utilise une échelle de mesure pour laquelle à chaque niveau on définit la description. Par exemple, 1, 3, 9 pour dire, 1 étant léger, moins de 5kg, 3, moyen entre 5 et 10kg, 9 étant plus de 10kg. C’est une méthode à l’aveuglette le plus souvent peu fiable.
• Méthode 2 : On effectue une évaluation part rang. On élabore par critère un rang à chaque élément. Le meilleur étant par exemple 1, le moins bon 5. Au final, celui qui aura le plus petit score sera considéré comme le meilleur. Méthode très efficace si nous ne pouvons avoir un standard (voir la méthode 3).
• Méthode 3 : Utiliser la méthode Pugh. On fixe un niveau standard et on évalue notre solution vis-à-vis du standard. C’est sans nul doute la meilleur méthode à partir du moment où nous pouvons avoir un point de comparaison.

The final deliverable from this process is to make an educated decision. From the Pugh matrix, it is clear that a file system is the best solution. In addition, there are some positive side effects. The morphological matrix determines the functional requirements. When the team is ready to implement, the functional requirements have been determined. Furthermore, to improve the quality of decision making, the team could perform a risk assessment or failure mode and effects analysis (FMEA) on the selected solution.

Applying the Six Sigma tools to decision-making does not have to be a long, drawn-out process. In fact, an argument may be made that decision speed is improved because this process limits the solution arguments to team decisions based on data. And, importantly, the foundation for making the right decision is rooting the decision from the voice of the customer.

N’oubliez pas votre PDCA et une action à la fois.

TAKE AWAY

LE LEAN:

Quelques résultats

Avec :

• λ = {\displaystyle \lambda =} fréquence moyenne d'arrivées ;

• 1 μ = {\displaystyle {\tfrac {1}{\mu }}=} temps moyen de service ;

• A = ρ = λ μ = {\displaystyle A=\rho ={\frac {\lambda }{\mu }}=} trafic offert (nombre moyen d'arrivées pendant le temps moyen de service). Attention à ne pas oublier S, le nombre de serveurs.

There are 7 established lean principles for building more efficient software products and each of these principles comes with a set of tactics, practices and processes that development teams can apply right away:

1. Eliminate waste. Anything that doesn’t add value to the customer is considered waste.
2. Amplify learning and create knowledge. Learning happens by implementing short iteration cycles and continuously gathering feedback to adjust the deliverables as the needs of the users become clearer.
3. Defer critical decisions. Waiting until the last responsible moment to make a decision. The last responsible moment is defined as the moment you’ve learned enough about a decision to act on it.
4. Build quality in. Creating quality at the coding level so that instead of tracking and looking for defects, they can be prevented from the start.
5. Respect people. Respect in this context is defined as giving team members a voice and valuing their opinions. Respect extends to communication, conflict resolution, and encouraging healthy and productive discussions about business decisions.
6. Deliver fast. It starts by identifying the things that are slowing down the team and eliminating them. Delivering fast doesn’t mean overworking until burnout to hit deadlines. it’s about creating the most functional versions of solutions and then improving it over time using customer feedback.
7. Optimize the whole. Finding the components of the process that are dependent on one another and optimizing all of them, instead of just one part of it.

(...)

Some of the vital lean metrics PMs should follow:

• Work in progress (WIP). To visualize the flow of the work, use a kanban board. In the board, work in progress is the bulk of initiatives the team is working on at any given time but hasn’t completed. The idea is to observe what work is causing delays and not providing value, and remove it over time.
• Lead time. This metric measures how long it takes for any given task to be completed through the entire development workflow.
• Cycle time. Using cycle time, teams can measure how long work takes to go through each of the individual steps in the workflow.
• Iteration velocity. This measures how quickly the team is running experiments.
• User satisfaction metrics. These are metrics product managers are typically already measuring like NPS, Customer Effort Score and Customer Loyalty Index.
• Knowledge/experiment ratio. This should tell you what percentage of your iteration experiments are resulting in new and valuable knowledge that contributes to the improvement of the overall process.

These are just some of the metrics that lean product managers should be keeping track of. The metrics that you measure should directly align with your organization's individual goals, the product strategy and the goals of the business.

But overall, product leaders should carefully measure the implementation of lean and make changes according to the results.

PUGH matrix (Decision Matrix) Procedure

1. Brainstorm which ideas to look for in selection of different items.
2. Put a ranking in order of importance of that particular item.
3. Evaluate each choice against the criteria. There are three ways to do this:

Method 1: Establish a rating scale for each criterion. Some options are:

• 1, 2, 3 (1 = slight extent, 2 = some extent, 3 = great extent)
• 1, 2, 3 (1 = low, 2 = medium, 3 = high)
• 1, 2, 3, 4, 5 (1 = little to 5 = great)
• 1, 4, 9 (1 = low, 4 = moderate, 9 = high)Make sure that your rating scales are consistent. Word your criteria and set the scales so that the high end of the scale (5 or 3) is always the rating that would tend to make you select that option: most impact on customers, greatest importance, least difficulty, greatest likelihood of success.

Method 2, Pugh matrix (Decision Matrix): Establish a baseline, which may be one of the alternatives or the current product or service. For each criterion, rate each other alternative in comparison to the baseline, using scores of worse (–1), same (0), or better (+1). Finer rating scales can be used, such as 2, 1, 0, –1, –2 for a five-point scale or 3, 2, 1, 0, –1, –2, –3 for a seven-point scale. Again, be sure that positive numbers reflect desirable ratings.

1. Multiply each option’s rating by the weight. Add the points for each option. The option with the highest score will not necessarily be the one to choose, but the relative scores can generate meaningful discussion and lead the team toward consensus.

En synthèse voici ma proposition de la maison du LEAN avec trois piliers :