Time in Progress (TIP) Limits
Work in Progress (WIP) limits are enforced as part of a delivery flow in order to maximise the throughput that a team produces. From a systems thinking perspective, every time a WIP limit is decreased, further stress is put on the system. In the case of Kanban delivery this stress may break the flow completely, or allow the system to adapt and improve. I recently had a bit of a rant about this on Twitter and wish to expand my thinking further:
Focus on TIP (time in progress) as well. Set targets here and improve over time. One of the reasons why post-it notes are cool, is that they fall off the wall. I love physical Kanbans that are unable to fit more post-it notes in their columns than the team's WIP.— Raphael Haddad (@RaphHaddadAus) January 30, 2020
A Time in Progress (TIP) Limit
A TIP limit is a constraint that is placed on the system in order to limit the time an item stays in a particular state. Where WIP is the number of items being worked on concurrently in one part of the flow. TIP is how long a particular item has been in that part of the flow. Controlling WIP is something that many people can agree is a good thing. TIP is something that is often unheard of, or ignored all together.
How to use TIP
Initial TIP and WIP limits are difficult to enforce because there is no baseline metric to begin with. After setting initial limits, the team can become more aggressive with the limits over time. Placing more aggressive limits, means more stress on the system, which may mean more productivity.
Initial WIP limits should be set according to the number of people on a team, TIP limits can be set according the length of an iteration. For example: suppose your iteration length is 10 days, placing an initial TIP limit of 13 days would initially seem to be a liberal limit. Over time, and through inspection, if your system (that is your flow) is able to take the stress, decrease your TIP limits.
Dealing with Violations
A WIP violation occurs when the team pulls in work from an upstream stage in
the process. A TIP limit violation occurs when an item has remained longer
than the limit itself. The former can be controlled easier than the
latter because a
WIP limit can only be violated if a team consciously pulls in work, whereas
a TIP limit violation occurs due to several other factors, external or otherwise, and often unconscious.
A few questions arise when a TIP limit is violated: Why has the TIP limit been violated in the first place and what should a team do if a TIP limit is violated?
The answer to the first question can be a variety of things, technical or non-technical including: framework issues, compatibility issues, refined business requirements, people availability issues, or external team dependency issues.
An answer to the second question could be user story splitting, this action also depends on the item itself and whether it makes sense to split in the first place. Unfortunately, what’s commonly seen as user story splitting in agile delivery isn’t conducive to a proper understanding of a flow system end-to-end. When a backlog item that’s almost done is split into two, a behaviour commonly seen in teams, the act of splitting itself hides several nuances including: the complexity of the requirements, the delta of the backlog, and most importantly the unintended stress that that particular work item has caused. When a user story is split into two, one item is marked as closed (or “done”) and another is added into the backlog, this hides many things. The delta of the overall backlog now becomes zero, even though work has been performed and more uncovered. This is why I always advocate for splitting a user story (or backlog item) into at least three items if a TIP limit is ever violated.
Splitting a user story into at least three other user stories is a more difficult task than simply splitting a user story into two. Splitting a user story into two, means that the residue work goes back into the backlog, and the completed work is marked as closed. Whereas when a user story is split into at least three items, more thought needs to go into what work has been completed and what work is remaining. This limits the common error of simply putting the residue work back into the backlog without properly examining what the nature of that work actually is. Splitting into at least three items also captures the stress caused on the overall system, as the delta of the backlog is now positive not zero. Suggesting instantly that more work has been uncovered during the act of working on the user story that has just been closed.
Finally, I’d encourage you to try TIP limits with user story splitting in your delivery process. It will put stress on your delivery process for an iteration or two, however, it may also help you by increasing your throughput and by capturing previously uncovered work. If TIP limits do end up working for you, I’d like to hear your stories and learnings. Please feel free to contact me.