Understanding Cost of Delay (Part 4): WSJF - the "divisor"
Note: terms in boldface are defined in the Glossary of Essential Kanban Condensed which is available here. To get the background to this piece check out these previous posts:
Part 1: Understanding Cost of Delay and its Use in KanbanIn Part 3 we established why the factor used for prioritising work items is urgency divided by the development delay (U/D). The item to be done first should have the highest value for this term (sometimes referred to as the "wisjif" or CD3). Urgency is the rate of decay of the business value (the Delay Cost per week) and we must estimate both the business value and Delay Cost Profile to derive this. In this post however we focus on the other variable. What is the appropriate value to use for D?
Part 2: Delay Cost and Urgency Profiles
Part 3: How to Calculate WSJF
Part 4: WSJF - Should you divide by Lead Time or Size? (this article)
Part 5: A "Qualitative" Formula for WSJF?
Part 6: Time is an asset: delay is a cost (to be published)
OK I'm going to tell you my conclusion before looking at why. It's a surprising conclusion (at least for me). My conclusion is that you should use "size", or a proxy for size like the estimated number of "user stories" in the work item, rather that the period of time before the item is released (Customer Lead Time). Mmm... if that's surprising to you (or if you've no idea why it might be surprising) read on!
Why use "size" rather than Customer Lead Time in WSJF?
To me the "first-glance" obvious answer to the question "What is D?" is Customer Lead Time. The business value is not realised until the item is delivered and "live". So the delay we are talking about is the time from the decision to implement (known as the commitment point in Kanban) to the release date; in other words, the Customer Lead Time. Some people have suggested that an estimate of the "size" of the item in some units (such as number of stories or story points) is an effective proxy for Lead Time. In fact it is a very poor proxy for this. (See for example Ian Carroll's blog  looking at correlation between size and Lead Time. The correlation is very weak, possibly non-existent.) The reason for this is low Flow Efficiency - the ratio of time working on an item to elapsed time. If Flow Efficiency is in single figures (typical for many teams) it is not surprising that size does not correlate well with Lead Time. Therefore we can't use size as a proxy for Lead Time. So why did I conclude that size is the correct divisor for wisjif?
Let's go back to the derivation of WSJF in the previous article (How to Calculate WSJF). The assumptions we used were that: the urgency was constant over the period of interest; and importantly, that the team's WiP limit was 1. Basically we assumed the second feature had to wait until the first feature had been delivered before we started on the next feature. In these circumstances the delay, is equal to Customer Lead Time - both for the wait until benefit occurs and for how long the previous item holds up the product team before it can start the next item. In reality these are two different wait times - provided that the WiP limit is allowed to be greater than one. The delay before benefit occurs is still the Customer Lead Time (let's call this T), but the team is held up by less that the Customer Lead Time - they can work on another work item while the first item is held up by a blocker or waiting for release. This is a much more realistic assumption than WiP=1 provided what we are talking about is a product feature, not a project.
This change in assumption changes the equation for the value realised by implementing item 1 followed by item 2. In the previous article we found this to be:
Now we are considering that the time during which the team is held up, is a different and shorter time than the time before the value is realised. Let's say the teams working on this product have capacity to deliver "stories" at an average rate of C stories per week. and that the estimated number of stories in the two work items are s1 and s2.
So the amount of time that the second item is held up by the first item is s1/C. The rest of the Customer Lead Time, T, is waiting time - let's call that w. So...
Read part 5: Not yet available!
Back to part 1: Understanding Cost of Delay and its Use in Kanban