Problem Detection and Resolution

Problem Detection and Resolution

1. Cost of change

   • More work may have been built on top of the error, so more work may have to be undone to solve the issue
   • The further we are into the development cycle, the more impacted the stakeholders will be

2. Technical Debt

   • Is the backlog of work that is caused by not doing regular clean up of the product while it's being built. Which will increase the cost of change due to having to make changes in the future
     • The solution is Refactoring, which is simply to simplify and standardize the code t work on in the future

3. Failure Modes

   • We make mistakes
   • We prefer to fail conservatively
   • We prefer to invent rather then research
   • We are creatures of habit
   • We are inconsistent

4. Success Modes

   • We are good at looking around
   • WE are able to learn
   • We are malleable
   • We take pride in our work

5. Success Strategies

   • Balance discipline with tolerance
   • Start with something concrete and tangible
   • Copy and alter
   • Watch and listen
   • Support both concentration and communication
   • Match work assignments with the person
   • Retain our best talent
   • Use rewars that preserve joy
   • Get feedback

6. Detecting Problems

   • Tools
     • Lead Time
       • Lead time is how long something takes to go through the whole process
     • Cycle Time
       • Cycle time is a subset of lead time that measure how long something takes t go through part of the process
         • WIP/ Throughput
     • Defect Cycle Time
       • Period between the time the defect was introduced and the time it was fixed
       • Defect Rates
         • Defects that are missed by testing are the most costly. Defect rates are measures the frequency at which defects are found
     • Variance Analysis
       • The measure of how far things are or how much they vary. Variance is normal, we just need to keep it with in limits and take action if it fluctuates
     • Trend Analysis
       • Provides insights into future issues before they occur
       • Provide information about what is occurring now or may happen on the project, helps the team adapt and replan appropriately
     • Control Limits
       • Includes tolerance levels and warning signs, as well as upper and lower limits to determine acceptable variation in a process
       • Can help diagnose issues before they occur or provide guidelines for us to operate within
       • An example is using it to monitor our velocity gauge
   • Throughput and Productivity
     • Throughput is the average amount of work a team can get done in a time period
     • Productivity is the eficiency at which the work is done, such as work done per team member

7. Managing Threats and Issues

   • Risk-Adjusted Backlog
     • Move items with greatest value and risk to the top of their backlog
     • Expected Monetary Value = Risk Impact x Risk Probability
     • Balance the highest-value features and mitigating the biggest risks that remain on the project
     • Focus on value delivery and risk reduction
     • Way to monetize risk avoidance and risk mitigation activities
     • Prioritized backlog (what needs to be done) ordered by expected monetary value
     • Facilitates better discussions with business representatives
   • Risk Severity
     • Risk Severity = Risk Probability x Risk Impact
     • Risk probability refers to the measurement of how likely a risk is to occur
     • Risk impact measure the consequence to the project if the risk occurs
     • Usage of a three-point scale: low (1), medium (2), high (3)
     • Scores from 1 through 9
   • Risk Burndown Graph
     • Convert the numbers estimated into a graph
     • Stacked graphs of cumulative project risk severity. This means severity scores are plotted one on top of another
     • Allows to interpret overall risk status and trends of the project
     • Easy to spot escalating risks if graph is picks
     • If the graph goes downward then we can notice a trend of the risks being reduced

8. Considerations and Cautions for Engaging the Team

   • Solve real problems
   • Involve the team where it can help the most
   • Team cohesion
   • Check in after team or project changes
   • Follow through