| A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z | AA | AB | AC | AD | AE | AF | AG | AH | AI | AJ | ||
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1 | Name | Vicky Biswas | |||||||||||||||||||||||||||||||||||
2 | TeamRoom | Eng.Maintenance | |||||||||||||||||||||||||||||||||||
3 | Metric | # of defects fixed by Maintenance | |||||||||||||||||||||||||||||||||||
4 | Playbook | https://docs.google.com/document/d/1C_uFv-ZMt--THa32yGwuaIEyclRbLH4SRapd_lTPEyE/edit#heading=h.ft1lfjduy828 | |||||||||||||||||||||||||||||||||||
5 | Start Day | 09/02/2019 | |||||||||||||||||||||||||||||||||||
6 | Target Set | 7@100% FTAR | |||||||||||||||||||||||||||||||||||
7 | You should be updating this table each week. | Color Legend | |||||||||||||||||||||||||||||||||||
8 | IQB Quality Change | Productivity Change | 0 | Below target, but increased wrt previous week | |||||||||||||||||||||||||||||||||
9 | Name | T4W | W1 | W2 | W3 | W4 | T4W | W1 | W2 | W3 | W4 | Notes | 0 | Below target, and decreased wrt previous week | |||||||||||||||||||||||
10 | Romi Khanna | 100% | 100% | 100% | 100% | 100% | 6.8 | 8 | 8 | 3 | #REF! | IOS SA/MOAFCID/CRMPAD | 0 | Same as last week | |||||||||||||||||||||||
11 | Maksim Vakhnik | 100% | 86% | 100% | 100% | 100% | 6.0 | 7 | 6 | 7 | #REF! | Java SA/SCLOOPW/PLACEABLE/XOC | 0 | Reached / surpassed target. Also mark the target with this color | |||||||||||||||||||||||
12 | Sergey Dryomin | 100% | 100% | 100% | 100% | 100% | 5.5 | 8 | 5 | 5 | 10 | C# SA/DNN | |||||||||||||||||||||||||
13 | Ahmet Feyzi Ates | 100% | 100% | 86% | 100% | 100% | 5.3 | 5 | 6 | 7 | #REF! | Python SA/JCLDALL/ECPA/XOP | |||||||||||||||||||||||||
14 | Adem Zumbul | 100% | 100% | 100% | Transferred | 4.5 | 7 | 9 | Transferred | C++ SA/ONYX/CPQCID/XOC | |||||||||||||||||||||||||||
15 | Soner Eker | 89% | 100% | 100% | 100% | 100% | 4.3 | 7 | 6 | 6 | #REF! | Java SA/EXMC/JCLDALL | |||||||||||||||||||||||||
16 | Kashan Danish | 88% | 100% | 100% | 100% | 100% | 6.8 | 7 | 8 | 9 | #REF! | Android SE/JVMBL/BIZAPPS | |||||||||||||||||||||||||
17 | W. Avg. | 92% | 98% | 98% | 100% | #REF! | 5.6 | 7.0 | 6.2 | 6.2 | #REF! | ||||||||||||||||||||||||||
18 | Failure Count | 3 | 1 | 1 | 0 | ||||||||||||||||||||||||||||||||
19 | Insight Execution Dashboard - This should include the copy of insights you generated. It is for tracking status of execution of your insights. | ||||||||||||||||||||||||||||||||||||
20 | |||||||||||||||||||||||||||||||||||||
21 | Insight | Action | Impact | Insight's Date Generated when? | Status | Executed? When? | Approved by TR owner? When? (add a link to the screenshot of the approval) | Rolled out to TR? When? | Type (process, unit level/quality, unit level/prod., outside of team) | ||||||||||||||||||||||||||||
22 | The current metrics being Captured are including incorrect tickets and missing a few giving an inconsistant picture of the teamroom. | What: Correct Metrics Query to have proper data Who: Vicky When: Will be ready within Week 2 | 9.8% on ONLY my team, the impact on the larger team room will be bigger. | 6/Sep/2019 | No focusing | Yes by Tomasz on 6/Sep/2019 | Unit Level | ||||||||||||||||||||||||||||||
23 | IC are forcing themselves to make sense of tickets because they might otherwise no have much to work on. Initial checks only focus on presence and not usability of Datapoints. | What: Push ticket back to Failed QB unless he has exact process for repeating the issue. Who: IC When: Done on Day 6 | Increases chances of Failure Increases time needed to solve an issue | 9/Sep/19 | Implemented | 9/Sep/2019 | 9/Sep/2019 | Unit Level | |||||||||||||||||||||||||||||
24 | 1. TP raises questions to PCA or other resources as soon as he feels blocked. BP tries to dig and find solutions and approaches PCA or other resources after 5 to 6 hours. | What: In case of Environment or Reproduction Issues over an hour leave a detail description of problem faced and ask for help. Who: IC When: After approval from Eren and VP. | 8.47% X Time taken to make Product Y New Time taken to make Productivity Increase % = (Y-X)/X | ||||||||||||||||||||||||||||||||||
25 | 2. Step debugging should be used while replicating the issue as it eliminates the need to do it while solving the issue and helps locate the issue faster. | What: Use breakpoint based debugging while replicating issue instead of simply replicating it. Who: IC When: Can be started immediately. | 6.03% X Time taken to make Product Y New Time taken to make Productivity Increase % = (Y-X)/X | ||||||||||||||||||||||||||||||||||
26 | 2. Environment needed for coding and debugging is not maintained/scripts not created by both BP. TP maintains reusable environments for all projects they cross train on (when they cross train). | What: Coach the IC's to retain environments and create scripts to update them at time of cross-training. Modify JIRA workflow to ensure each cross training ticket captures the same as a workable step. Who: Vicky will share changes with VP to implement in JIRA and coach ICs When: As soon as Eren approves this insight | Weekly Productivity - 49 Productivity after Action - 49.8 Benefit 1.54% | ||||||||||||||||||||||||||||||||||
27 | 3. For this week 45% tickets solved were cross-training and Pair work (43.8% for last week) these are not evenly distributed between ICs over T4W or T8W. | What: Analyze this further by comparing trainings taken by each IC and the work done. Who: Vicky When: VP has approved I should be able to finish by end of week | The average training taken (XT-Session + Pair Work) for this week is 3 where as the maximum used by IC is double that. With similar trainings taken by all IC's (using only current week data) we get a productivity boost by 11.8% | ||||||||||||||||||||||||||||||||||
28 | 4. The current metrics being Captured are including incorrect tickets and missing a few giving an inconsistant picture of the teamroom. | What: Correct Metrics Query to have proper data Who: Vicky When: Will be ready within Week 2 | 9.8% on ONLY my team, the impact on the larger team room will be bigger. | ||||||||||||||||||||||||||||||||||
29 | Replicating environments and reproducing bugs is a big challenge and utilizes a lot of time. Chronon records the entire execution of your Java program and saves it to disk. Recordings can be played back any time, thus having the right environment andremoving the 'Non Reproducible' bugs. | What: This can be implemented jointly by us and the test team. It enables them to send us bugs which do not need environment setups and are ALWAYS reproducible. Who: Maintainance and Testing IC When: Immediately (30day evaluation is available) | Shaves off complete testing and setting up multiple envirnments = 3809.67s From the original TMS of 17027s Productivity Impact = 22.37% For the most used language by team - Java | ||||||||||||||||||||||||||||||||||
30 | An IC performs the following which can be done without any input from him during execution. 1. Test Builds - Remote Manual Scripts/Jenkins 2. Test Deploys - Jenkins 3. Test Executions - Testrail 4. PR Creation - GitHub 5. Jira ticket shift to QE Review - JIra All 5 tools have specific public APIs which can be used for doing the functions above. Individually each tool is available but has to be fired in a sequence post completion of earlier step and is a perfect case of automation. | Action 3. What: Since the developer is expected to have already done all this on his local, this should be a fire and forget command which will follow the sequence and end in the ticket being submitted to QE Review. In the unlikely case that it fails a mail will be sent to the IC with details. Who: Vicky with assistance from Automation Team When: As soon as it's approved we can start work on it. Daily implementation plan in cell G68 | Time Saving = 595 + 323 - 323 = 595 TMS time = 3601 Productivity Impact = 595/3535 = 16.52% | ||||||||||||||||||||||||||||||||||
31 | Updating JIRA status for all TMS stages takes 390 minutes per unit of work. This exorbitant use of JIRA is also visible in data pulled from XO website - Activities. | Action 2. What: Create a tool to automate Jira status transitions. Who: Vicky When: Now | Time Saving = 229 + 154 - 15 = 368 TMS time = 3545 Productivity Impact = 368/3535 = 10.21% | ||||||||||||||||||||||||||||||||||
32 | IC's tend to check on different environments before submitting the fix "to be sure". This is not required unless the particular ticket demands that. It's absolutely ok for mainatainance to debug, fix and test the bug on one environment. The script from Action 3 can do on rest if needed. | Action 1. What: Introduce the process detailed in ZBT Who: Vicky When: Now | Time Saving = 148 + 151 - 142 = 157 TMS time = 3545 Productivity Impact = 157/3535 = 4.44% | ||||||||||||||||||||||||||||||||||
33 | TP reads the ticket before starting work and ocassionally revisit if needed. BP revisits ticket multiple times to reread details. The BP additionally repeatedly checks the dashboard for how many tickets are done and what are the ones to do next. Both of these said the implementation of TMS through JIRA is a bigger reason than both above (link attached) | What: Repeatedly coach with Gemba Walks of the time wasted due to revisiting JIRA repeatedly. Choose tickets during meetings with SEMs. Who: Vicky When: Now | The TP uses 272m while the BP uses 415m in a week. Following this proces the team will gain 385 minutes in a week which translates to a 13.1% Productivity Increase. | ||||||||||||||||||||||||||||||||||
34 | Two of the TPs uses Vagrant by HashiCorp to manage their environments. This saves them time while preparing and using environments. It also helps them by keeping environment specific settings out of their work system. | What: Coach ICs on how to use vagrant (or docker) and help them set up their environments. Who: Vicky When: Now | As per the TMS this saves the Top performer 962.67 seconds per ticket. Which translates to a 5.7% Productiity increase. | ||||||||||||||||||||||||||||||||||
35 | TPs focus on development using one or more continuous timeblocks of one or more hours where as the BP (link attached) doesn't do that. | What: Add this as one of the driving questions for CiC. How many time blocks of more than one hour were you focused on development yesterday? We can gradually increase the duration in future and this will automatically take care of distractions like mail, chat or the urge to check JIRA. Who: Vicky When: Now | The TP's have been delivering the maximum units produced by the team for more than 8 weeks consecutively. | ||||||||||||||||||||||||||||||||||
36 | TPs reach out for help using chat as soon as they are blocked. BP tries to figure out a solution and reach out for help via JIRA or chat after trying for 5 to 6 hours. | What: Change Playbook to timebox Reproduction and Environment to an hour after which the IC should reachout to the PCA or the reporter for help keeping the SEM in loop. Depending on the project/availability of resource the SEM might ask the IC to try for another hour Who: Vicky will propose the change to Tomasz(VP) When: Now | TP spends at an average 40 minutes per ticket while BP spends an average of 68 minutes per ticket for Reproduction and Environment. By implementing this the BP can improve by 9.8%. | ||||||||||||||||||||||||||||||||||
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