B: How many did you do in your last sprint?
B: Then, for you, it's a 23rd of a sprint
A: But the time before that it was 19
B: Then for you at the time it was 1/19th of a sprint.
A: But how long is it really?
B: We answered that.
B: What has changed to make a point be 1/30th of a sprint?
A: We need it to be.
B: Then improve something significantly.
A: Can we just try harder?
B: There is no evidence that works.
B: We could have started with that agreement.
A: Let's use real hours then!
B: Not better.
B: what if there isn't a way? Maybe you need to need less?
A: but the schedule....!
B: The schedule is made up. How long it takes is real.
B: how does that effect the rate at which things can be done?
A: can I put more people on it?
B: maybe, but cf Brook's Law
B: yes, you are right.
A: so we could go faster?
B: Take away their tools. Add more bureaucracy. Use slow computers and dead programming languages.
A: And that will bring up the velocity?
B: No. You asked how to make their work harder.
B: To accomplish more, don't you need the work to be less hard?
A: We just want it done.
B: So do they.
B: Ah, not that is a quality question. How long does it take now?
A: Forever. We need developers to speed up.
B: What % of lead time is represented by developers' cycle time?
B: Of course, but you may not be working at the bottleneck, so it may be wasted.
A: I want to talk about developers.
B: Okay. As long as you are aware it may be pointless.
B: You know that a 19-point sprint means that one point is 1/19th of a sprint?
A: I remember
B: So you want your features to be 1/30th of a sprint now. Make them 1/30th of a sprint in size and scope.
B: Yes. 1/30th of a sprint long.
A: But I want to do big things.
B: Then you will get fewer of them per fixed-length period.
B: How many gallons fit in a 5-gallon bucket?
A: But I we get 23 points now, and they're as big as the 1/19th sized ones.
B: That has two possible explanations.
B: That they're assigning more points to same-sized work: inflation.
A: Why would they do that?
B: Either that these had large risks that didn't materialize or else Goodhart's law.
B: They've developed skills and techniques that make it easier to do the work now.
A: How do I know if that's true?
B: Have you spoken with them?
B: I shouldn't have said spoken. I meant "asked and listened."
A: If it is important, shouldn't they just tell me?
B: They've gone from 19 to 23 & you don't know why.
B: Yes, you did.
B: If the bottleneck is actually in development, it will help.
B: Whatever makes it difficult or risky now.
A: How do we know what that is, or what to do instead?
B: Experiment. Some changes help, some not.
B: If you can't afford to experiment & learn, you can't improve. Do the best you can with the velocity you have. Order work by value. Descope.
B: Fail as well as you can. Give the best result you possibly can, considering that you'll fail.
A: Is that all?
B: No. Remember development may not be the bottleneck.
A: And that the changes we make are specific to our organization and process, where our bottlenecks are?
A: So you don't really know how to help us?
B: Not so. I just don't know the specific prescription for you in advance.
B: I would look for the bottleneck.
A: Great. When you find the people slowing us down, we can fire them.
B: No. People are not the bottleneck. People are working AT the bottleneck.
B: Yes. cf. Deming, Ohno, Goldratt, Poppendeik, etc.
A: Surely the people at the bottleneck are under a lot of stress, and unwilling to change.
B: Under stress, certainly.
B: Yes. But it is 4-parts
A: Okay, let's do the first one then.
B: No. It's 4 parts, not 4 steps. All simultaneously.
B: Make People Awesome, Make safety a prerequisite, experiment and learn rapidly, and Deliver Value Continuously.
A: You said that, I'm just used to plans with steps. I misspoke.
B: It's okay. I just needed to be sure you understand.