🤔 Little’s Law in Queuing Theory for control in mathematical representation
Salute,
I just remembered that in the end the matan tower comes in handy, no matter what anyone says 😅 And in general, if you use it correctly, you can very effectively calculate the risks of the influence of human resources and your workload.
For this reason, I suggest that you look at project management together from this point of view.
Let's discuss the base, when you have overreach and overload and you need to manage it somehow, okay, when there is a built conveyor and you can be adaptive, but what if it is just being formed? That's why we'll look at Little's Law of Threads/Queues and how to keep yourself from burning out.
Little's Law
A flow control principle that defines the relationship between work in progress, group or person throughput, and therefore processing time.
The trick is that this law is indispensable for understanding “work in progress” WIP for Kanban, Lean and ITSM/ITIL.
Let's take a closer look at him
Due to the developed practices of project management and the need to evaluate time costs and resources that are converted into financial costs, we see that the law can be valid for a stationary system based on the following examples: courier delivery, a queue of customers at an ATM.
That is, under the mandatory condition that processes should not be idle and tasks should not be pushed out of the queue - we will see that it works, except in cases of adaptive methodology.
Imagine that every hour you receive 250 applications for some standard work and you manage to complete them, but at some point in time they begin to be delayed for 15 minutes, then:
- there will always be approximately 188 applications per hour if the numbers are stable. In fact, using other numbers, you can calculate your task yourself; this topic is still being pretended at the stages of poker planning (boroda) and has a story point.
What does WIP growth bring?
- increases the number of simultaneous distractions and loss of focus
- slows down each task with time spent switching between tasks
- increases the total Lead Time
- affects burnout, stress, decline in the quality of results
Thus, Little’s law suggests that it is necessary to split the number of tasks into iterations, therefore it appears for the adaptive scrum methodology, which takes sprints and controls burnout, and also conducts a retrospective
Therefore, this is an important model when you are building project management and trying to understand where you are stuck and why it takes so long to complete tasks or where you are unfocused?
Total:
- Little’s law is universal, helps predict team workload, manage queues and avoid wasting time
- monitor throughput commands for stability
- analyze lead time and WIP to find bottlenecks and overloads
- the business approach is the same: reduce WIP, further accelerate lead time and increase productivity
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