SCRUM and TOC
- Maybe I am wrong,...
Ken/Mike mention in SCRUM: "Management must listen not only to
explicitly stated impediments, but also to the general conversion prior
and after the Scrum.. Impediments that the team has come to think of as
'our company's way of doing business' are often discussed then. [...]
Patterns emerge from conversations, jokes, and ribbings tht lead the
astute observer to hidden impediments that everyone takes for granted.
Remove them and make the team more productive." (p. 144)
If an impediment can be seen as a constrain than they say nothing else
than the Theory of Constrains.
If you want to improve the productivity you need to find the
bottleneck. In "The Goal" Goldratt, said that most of the time "rules"
are the real bottlenecks, not machines or inventory problems, but the
rules that where installed sometime ago. And the most effective way of
increasing productivity is to remove the bottleneck or, if this is not
possible, work in a way that you support the bottleneck as much as
Maybe we should have a closer look on the Thinking Process of Goldratt
as a tool for removing impediments. Although I admit that I was never
able to work out his ...x - trees. (to complicated, at least for me :)
Just an idea.