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The cycle time is reduced
The cost of delay is reduced
They reduce expensive multitasking or task switching
The predictability will improve
The delivery risk is reduced
You must limit the work where you want the effect, the value and the benefits of WIP limits to be realized.
Responsibility for the company's agility was primarily placed on the teams.
The teams were the ones limiting their work—the Stories and Tasks—while more and more projects were being pushed into the system from above.
Isolated individual decisions continuously increased the WIP of the initiatives—despite the initiatives needing to be limited.
If too many projects are started within an organization, at some point nothing is moving.
WIP limits are a way to align arrival and departure rates,
Working costs money, delivering makes money.
Everyone, ourselves as well as our customers, is happy with the performance of the organization. Congratulations! Everything is in order and you have already found your optimal WIP.
Everything is moving too slow. The customers are complaining and the business figures are cause for concern. In order to gain speed, you should reduce the WIP.
We are delivering to the market faster than our customers are able to buy our products. That is a nice problem ...
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Change and agility were seen as issues for the teams rather than for the entire organization.
Nobody was managing the dependencies between the teams.
There was no end-to-end management of the value...
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There was no strategic portfolio...
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Each flight level has its own characteristics and advantages but also has limitations on what can be seen.
Using the Flight Level model, we can find out which level of the organization offers the best leverage for improvement.
it is more important how the communication and cooperation is set up between the Flight Levels and between the various departments within each level.
If you can make improvements here, the entire value creation will start being optimized—and t...
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A team can optimize themselves, or better said can optimize their individual workflow by implementing four essential actions:
They visualize their work. They use WIP-Limits. They integrate routine feedback loops such as measurements, Daily Standups or Retrospectives in their process. They determine improvements through these feedback loops and implement them.
There will always be some dependencies that cannot be resolved. These dependencies need to managed—that is the responsibility of Flight Level 2.
The focus at Flight Level 2 is on the coordination of end-to-end, from idea to reality, value-generating activities. At Flight Level 2, the interactions between teams are optimized.
Flight Level 1 and Flight Level 2 must communicate with one another.
The work will be visualized. WIP limits will be utilized. There are routine feedback loops, such as Standups and Retrospectives with the team representatives. Improvements are derived and implemented from what is learned in the feedback loops.
the various boards used to manage the value streams are combined at a single location in order to make dependencies visible and manageable.
What is created is something like operational portfolio management, which is also the responsibility of Flight Level 2.
Flight Level 3. You want to gain an overview of everything happening within the company.
At Flight Level 3, one of the most important questions to be answered is: How much work can be sustained in the organization and is the work aligned with the strategy?
If you want an agile business, your focus should be on generating value (organizational processes) and not on organizational structure.
it makes little sense to optimize teams come hell or high water because optimal teams encompassed by broader bad processes contributes very little to business agility.
From a systemic point of view, it is much more effective to have great processes with bad teams.
Coudnt agree more
Should initiatives be completed more quickly? Then the number of initiatives must be limited rather than optimizing teams.
You must get used to the fact that there will always be dependencies within an organization, regardless how it is structured.
A better approach is to make your interactions agile.
Make the work and the processes explicit.
On a board, you can see what is being worked on and how it is being worked on. However, it is essential to depict the existing processes and not the required or desired processes.
Setting WIP limits means understanding which WIP impacts what.
Agile transformations pursue specific goals, so it is extremely helpful to know where you are at right now.
Metrics can clearly show if an action had an effect or not.
In a business context, it is even more brilliant to talk to the right people about the right topics at the right time.
The trick behind business agility is improvement.
Therefore, start doing as soon as possible, reflect on what you are doing and improve upon it.
