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RE: [scrumdevelopment] Re: Time for rant 301.42-5;A was ScrumWars...

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  • Clarke Ching lists
    ... mean the ideas, the principles and the basics. Okeydokey. First, here is my XPday2004 powerpoint presentation:
    Message 1 of 44 , May 29 1:24 AM
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      Boris wrote:
      > why do you not explain a bit more about the ideas of TOC? I really
      mean the ideas, the principles and the basics.

      Okeydokey.

      First, here is my XPday2004 powerpoint presentation:
      http://www.clarkeching.com/files/clarke_ching_goldratt_toc_xpday_2004.ppt.
      It is better viewed in powerpoint, rather than in the browser, so I
      recommend that you save it to your local drive and then open it.

      In this talk I covered 3 aspects of goldratt's Theory of Constraints as they
      apply to software development which conveniently overlapped with the three
      conclusion from the HBR article, "Getting the Most out of Your Product
      Development Process" by Adler, Mandelbaum, Nguyen, Schwerer [HARVARD
      BUSINESS REVIEW, March-April 1996, p. 136]

      1. The first conclusion "Investments to relieve bottlenecks yield
      disproportionately large time-to-market benefits".

      This conclusion is what TOC is best known for - managing bottlenecks. I
      cheated here and showed this excellent animation:
      http://tocca.com.au/Services/demoOperations.htm that elegantly and
      humorously demonstrates how to manage processes.

      The animation shows a facotry and it's quite easy to understand when you see
      physical work flowing (or not flowing).

      But it's not so easy to translate to software development where the
      work-in-process is mostly invisible. If you're in a waterfall enviornment
      the bottleneck is probably hidden under the pile of uncompleted-work. The
      secret in the environments is to ask the old timers. Give them a few
      minutes/hours/days and they'll probably all agree that the same
      skillset/department is the bottleneck. In lot's of places it is
      unnecessarily the DBA department or "the customer". In my last big
      waterfall project everyone knew that lack of actuaries slowed down every
      single project.

      Agile environments make it easier for 3 reasons. First, the "rules" tend to
      eliminate the typical bottlenecks (e.g. customer on site helps remove the
      customer bottleneck, generalists rather than specialists helps remove the
      DBA bottleneck). Second, working in small iterations removes the massive
      amount of WIP which is hiding the bottleneck. Third, the true bottleneck
      will start screaming out for attention during the daily meetings when it
      appears time-after-time, across many projects as an obstacle.

      2. Conclusion 2 was "Projects get done faster if the organisation takes on
      fewer at a time"

      The powerpoint annimation shows how most organisations try to do too many
      projects at once, which forces staff to multi-task between projects. Run
      the animation and you'll probably be surprised to find that working on less
      actually acheives much, much, more. (Each project is shorter, the total
      cash flow is much higher)

      Trust me here: run the multi-tasking animation three times. There is no
      smoke and no mirrors. Multi-tasking is evil and killing your productivity.

      3. Conclusion 3 was "Eliminating unnecessary variations in workloads and
      work processes eliminates distractions and delays, thereby freeing up the
      organisation to focus on the creative parts of the business"

      I use a simplified, animated version of Goldratt's "Current Reality Tree" to
      build up the cause-and-effect into a 1 page tree that shows how using the
      waterfall sdlc causes a massive amount of "unncessary variations" (i.e.
      avoidable rework), which is way beyond the capabilities of the critical path
      project mangement system to cope with.

      You can find the detailed work behind this here:
      http://clarkeching.blogs.com/tocsoftware/. But, be warned, this is a work
      in process and might be somewhat confusing if you haven't followed it along.
      This is the basis of my Goldratt-esqe business novel I'm currently writing
      www.rollingrocksdownhill.com.

      Clarke

      > The processes that Goldratt describes are very hard to do --- you know
      this ... you
      showed it at the XP Days in London last year.
    • Hubert Smits
      Hope this doesn t include CSM trainers...
      Message 44 of 44 , Jun 7, 2005
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        Hope this doesn't include CSM trainers...

        On 5/19/05, Vaibhaw Poddar <vaibhawp@...> wrote:
        > My lawyer says:
        > I can sue the School: They're violating my right to be Stupid
        >
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