Yazı | PMOLOGIE

💥 ⏰ One of the biggest bottlenecks in product development projects that isn't noticed is capacity. As a result of the projects that are undertaken unconsciously without knowing the current product development capacity, the portfolio that blows up over time, product delivery gets longer, the employees gets tired of their work, the quality decreases, and the competitiveness of the company weakens.

This picture I have described, in terms of agile frameworks, is the waste caused by the "overload" (muri) that lean product development aims to eliminate.

The overload theory is similar to the complete stopped traffic when roads are full with vehicles over their capacity. The same is true for product development, just as you need to have flowing traffic, meaning that the number of vehicles on the road is less than capacity, in order to get from one place to another. As product development teams are forced to work beyond their capacity and at unreasonable timescale, the flow is disrupted. You can overburden your team without even realizing it. For example, setting unrealistic deadlines can lead different team members to rush the work tasks. This will often cause to poor quality and decreased customer satisfaction. In flow setups, it has been discovered that by pushing the capacity over 80%, delivery times are not shortened and on the contrary, it is exponentially extended.

Organizations experiencing a capacity bottleneck often fail to even realize that they have fallen into this situation. The starting point of questioning the existence of such a situation begins with whether there is information such as a measurement, prediction, historical data about what the capacity actually possesses. If such data exist, their accuracy should also be discussed.

In terms of product development processes, another bottleneck is the "irregular flow" (mura), which occurs in some periods and an excessive work flow occurs, while in some periods it is encountered with work flow far below the capacity. Irregular flow leads to greater impact in organizations where more than one project is carried out simultaneously and by a joint team. Project deliveries deviate from planned, especially by delaying intermediate deliveries and delaying all further deliveries that come after it, causing enormous waste.

The fact that irregular flow occurs in the early stages of the project, causes the greatest damage to the development process. Even if you have to change the plan you made at the beginning dozens of times until you complete the project, you will not be able to achieve a proper synchronization of work tasks.

When overload and irregular flow come together, the product development speed of the organization drops to the slowest possible level and you are no longer in control. Organizations that look at the concept of product development traditionally think that these bottlenecks are uncontrollable, and that they are a set of spontaneous events. Against disorder and overload, they can be contented with saving the day as if they were doing a fire drill, in a continuous defense mode. No serious institution has accepted disorder and overload as an uncontrollable concept and has always chosen to prevent waste from the beginning by eliminating it at its source.

🌀 How do you manage overload and irregular flow causing bottlenecks in projects?

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