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94733Re: [XP] SixSigma and Extreme - Is Agile to ---

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  • Brad Appleton
    Jul 27, 2004
      On Tue, Jul 27, 2004 at 11:26:52AM -0700, Steven Gordon wrote:
      > This is clearly lean, agile, and effective.
      > What I still do not understand
      > is what it has to do with SixSigma?
      > Underneath this agility, are you tracking
      > some metrics and controlling their variation
      > to withing 3 standard deviations? Is the
      > association with SixSigma just a marketing
      > ploy to appeal to a particular audience?

      I believe your statement above refers to the measurement known
      as "six sigma", where attaining "six sigma" is attaining the
      goal of achieving such a low defect density as to be six
      standard deviations (or or better)

      What Will wrote is referring to the methodology known
      as SixSigma or "Design for Six Sigma" (a.k.a. DFSS).
      If you do a google-search on:
      Six Sigma DMAIC DMADV
      you should get some hits that you can follow that explain the
      difference between SixSigma the measurement, and SixSigma
      the methodology.

      In particular, the method DFSS suggests using for improving
      and existing process uses the acronym DMAIC, which stands
      for Define-Measure-Analyze-Improve-Control. Another method in
      the SixSigma arsenal for designing new processes is DMADV
      which stands for Define-Measure-Analyze-Design-Verify.

      So the "definitions" that Will gives below basically translate
      the "items on the left" of the agile manifesto into the terms
      commonly used by lean production (pull, value-stream, waste, etc.)
      and of DMAIC/DMADV (define, measure, analyze, improve/design,

      > In a message dated 7/27/2004 2:00:22 AM Mountain Daylight Time,
      > will.stott@... extremeprogramming@yahoogroups.com writes:
      > 1. Customer collaboration: applying resources to finding out what customers
      > really want and then devoting the entire project to meeting the needs and
      > desires of these customers.
      > 2. Working software: the customer defines some tests, developers create
      > software that can be measured against these tests, analysis of the test
      > results determines progress, improvement is made by generating new tests and
      > better software, control is provided by allowing the team to learn each time
      > software is delivered.
      > 3. Individuals and interactions: typically between six and eighteen people
      > with cross-functional skills work together to produce a piece of software
      > that can be delivered to the business to give demonstrable value. The team
      > is self-organising taking responsibility for things like setting priorities
      > and scheduling work.
      > 4. Responding to change: Waste and rework arising from changes in
      > requirements or business priorities is minimised by delivering software
      > through a succession of short iterations each of which provides working
      > software ready for pulling into production should the business decide it
      > provides sufficient value.
      > ==============================================
      > Alistair Cockburn
      > President, Humans and Technology
      > Phone: 801.582-3162 Fax: 775.416.6457
      > 1814 E. Fort Douglas Circle, Salt Lake City, UT 84103
      > mailto: acockburn@...
      > http://alistair.cockburn.us/
      > Author of
      > "Surviving Object-Oriented Projects" (1998)
      > "Writing Effective Use Cases" (Jolt Productivity Award 2001)
      > "Agile Software Development" (Jolt Productivity Award 2002)
      > "La perfection est atteinte non quand il ne reste rien a ajouter,
      > mais quand il ne reste rien a enlever." (Saint-Exupery)
      > ==============================================
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      Brad Appleton <brad@...> www.bradapp.net
      Software CM Patterns (www.scmpatterns.com)
      Effective Teamwork, Practical Integration
      "And miles to go before I sleep." -- Robert Frost
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