21st International Conference of the

TOC Practitioners Alliance - TOCPA

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11 November 2015, UK

Critical Chain and Agile

Working Together in a Software
Environment
Andy Watt & John Muncaster, Goldratt UK
11 November, 2015

Andy Watt & John

Muncaster

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1985 2000: Engineer and Senior Manager in Defence

Manufacturer
2000: joined Goldratt
2004 present: Managing Director Goldratt UK
2007 2009: Kitchons (Installation and Service)
2011: Formed RopeWeaver Business Systems

andy.watt@goldratt.co.uk
07980 637073

2013: Purchased Tenon Engineering

1985 1994: Engineer and Manager in Defence
Manufacturer
1994 96: SBAC Lean Consultant
96 2001: Phase Devices Operations Manager
2001 2005: BE Aerospace Operations Manager

john.muncaster@goldratt.co.uk
07711 451177

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21st International Conference of the

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The problem we face

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Many software environments have invested heavily in Agile

(time and money), have buy-in to it and achieved some success.
However..
Most still do not meet all of the project commitments (on-time,
to scope or budget)
But
Most dont want to lose the success they have gained, the buyin of the people, or investment made by stopping and doing
something demanding a fresh start its too risky

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21st International Conference of the

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The Common Ground

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Both Agile and Critical Chain aim to:

Complete more projects without increasing resources or
decreasing scope
Reduce bad multi-tasking by focusing on fewer open
activities and rapidly completing these activities before
releasing more work
Reduce the lead-time to complete projects

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21st International Conference of the

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Different Assumptions
Agile

Critical Chain

Projects are built of modules and these

modules can be completed in any sequence

There is a plan sequencing the delivery of the

project with robust cause and effect logic
between tasks

The organisation makes financial gain as

soon as any software module is completed

The project has a fixed due date and the

project is of little or no financial value to the
organisation until it is complete

Projects are delivered faster if all resources

can be kept busy all of the time

It is not possible to keep all resources fully

utilised all of the time

Tasks are hours with estimated duration

based on touch time (booked hours)
assuming no losses

Tasks are days with estimated duration

based on elapsed time (calendar days)

Progress measured by task burn down

Progress measured by buffer consumption

Time duration (Sprint) is fixed and work

content flexes to fit the Sprint

Work Content is fixed and time flexes to

accommodate the work

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21st International Conference of the

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Agile Overview

Project broken down into Stories (a piece of functionality

that can be delivered)
Stories are broken down into discreet detailed tasks with
hours assigned to each task
New tasks are released only when a current task is completed
Regular drumbeat of Sprints where progress of content
delivery is reviewed
Project progress is measured on burn down of tasks
completed
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21st International Conference of the

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Estimating task duration

Agile estimates tend to focus on coding only and on effort (bookable / chargeable
hours)

Dwell time, queue time and rework can be unaccounted for

Development of a software module generally comprises the following:

Scope.Code.Peer review.Rework.Documentation.Release

Scope

Code

Queue

Review

Rework

Queue

Queue

Doc

Queue

Estimates in planning made for green tasks, sometimes blue tasks but seldom
for orange queue tasks

These tasks are the biggest proportion of time

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21st International Conference of the

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What to keep from Agile

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For Individual resources:

Minimising multi-tasking
Choke Release of tasks to individuals
Work as fast as possible until completion
Sprint duration of 10-20 days
Work Content of a Sprint is detailed just prior to release

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21st International Conference of the

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What to STOP in Agile and

ADD from Critical Chain

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STOP
Fixed duration Sprints
Pushing work not complete into the next Sprint
Reviewing progress by task burndown
Potential for Parkinsons from fixed durations
ADD
Signal to take recovery actions earlier
Daily updates of remaining Sprint duration
Fixed worked content with flexible completion time
High level sequence of the plan
Trying to push high risk activities to the front of the project
Task duration estimates include all dwell, review and documentation
Uncertainty is managed with buffers of time

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21st International Conference of the

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Define Drumbeat
Functionality

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First step is to identify stories; defining functionality to be

delivered in frequent steps
Entire programme broken down into interim deliverables,
Sprints, that require approximately 4 weeks of duration
Sequence deliverables ensuring:
Project risk is minimised (force it to the front)
Functionality is delivered to support the development
of future functionality

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Build Software Network

1.

2.

Start with sequence of

functionality to be
delivered
Describe the activity
required to deliver the
functionality.

3.

Planning
1

Do 1
Do 2

2
Do 3

Make sure the activity

describes all activities
required to complete
definition of done

Just in Time - Elaborate

the Scope to the team
instructions.

Do 4
Do 5

Execution

Do 1

Scope 1

Do 2
Scope 2

Do 3
Scope 3

Do 4
Scope 4

Do 5
Scope 5

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Note:
There may be scope and
resources available to run
more then 1 do
simultaneously.
The Critical Chain is used
to guide the Project leader
to the most important
activity.
The project leader and
team will have to make a
judgement as to how
many Do activities can
be managed concurrently.

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Synchronise Hardware
and Software Networks
Identify the Sprints

Sprint 1

Sprint 2

Sprint 3

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Sprint 4

Sprint 5

Identify the long lead activities

required to support sprints
Define the tasks within the Sprints

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Work Package Ownership

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Sprint Task Management

Task Description

Assigned To

Hours

Coding

Fred

30

Code Review

Review Board

Unit Testing

Joe

10

Validation

Mike

10

Defect Fix

Fred

15

The detail of the task and the required touch

time is managed in Sprint tracking system.

This give a good indication of work content and

hours required

Detail rolled up and reported into Critical

Chain (Concerto) as number of days until the
rolled up task will be complete

Critical Chain Task Management

Task Description
Code Complete

Assigned To
Fred

Remaining
Days

15

Software Released

Fred

12

someone responsible for collecting progress

from Sprint task owners and reporting rolled up
task completion
Gives better indicator whether the project is
likely to finish on time
Focuses on ensuring all Sprint task
management tasks are completed in the
correct sequence to allow the project to flow

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Visibility & Quality of

Management Information

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Senior Management Level

Consolidated view
Visibility of blockages
Challenge & support recovery actions

Project Level

Deliverables in danger
Where is work stuck
Focus areas for recovery
How much recovery

100
%

PB

%
Consumed

Project Completion

100
%

Task Level

Priorities
Released / active tasks
Full kit indication
Upcoming hot potatos

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Application

Initial trial in a large business developing software driven

physical products
Good levels of buy-in to the process from software engineers
Easier integration of software into hardware projects
Much higher level of focus on the critical activities
Much earlier warning of potential delay
Enabling recovery actions to be taken

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21st International Conference of the

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Challenges

Getting good duration of elapsed time

Software engineers seem conditioned to estimate touch
time for code only
Getting good estimates of remaining duration
Getting ownership at the task manager level

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21st International Conference of the

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