Guest Post: Lean Software Development Priniciples

Today, I am proud to present a guest post by Jimena Calfa. Jimena is a System Engineer with Software Quality Assurance background and the founder of On Quality blog, an information source dedicated to sharing knowledge, lessons, experiences, opinions and actuality about the interesting world of Quality.

Jimena is one of the contributors of the ASQ Influential Voices – group of quality professionals from around the world who discuss about key quality issues with the main objective to raise the voice of quality and spread the word.

Jimena was born and raised in Argentina. She writes in both English and Spanish on her blog. Jimena came to the Unites States with her husband in 2006. Living in America has fueled her passion for Quality. She is ASQ certified in Quality Process Analyst (CQPA) and Lean Enterprise certified by the University of California - San Diego.

Jimena's motto: "Quality is everyone's responsibility. We never have to stop getting better."

--------------------------------------------------------------------------------Lean Software Development (LSD) is a term originated from a popular book by the same name, written by Mary and Tom Poppendieck. In such book, they presented the first translation of Lean principles to software development, plus 22 thinking tools to help translate those principles into agile practices. Having its roots in the well-known Toyota Production System, LSD focuses on helping software development companies to optimize their process, solving problems that old methodologies like waterfall have, and delivering software with better quality, reduced cost, and faster delivery.

Let’s do a review of the 7 LSD principles:

1. Eliminate Waste: take out all activities that do not add value from the perspective of the customer; in other words eliminate any material/resource beyond what the customer requires and is willing to pay for. The 7 Sins of LSD are: Partially done work, Extra features, Relearning, Handoffs, Task switching, Delay and Defects.

2. Build Quality In: Mistake-proof your code from the beginning to prevent appearance of defects late at the end of the process. One tool used to do that is test-driven-development where developers write unit and acceptance tests before they write the associated code. Coding and testing the system as often as possible working with short iterations, helps to reduce the appearance of defects late in the process. You can consider your development process defective if you assume that verification process is the only time when you could find defects, queue them (partially done work, waste#1) and then perform almost endless test-and-fix cycles.

3. Create Knowledge (aka Learn constantly or Amplify learning): “Planning is useful. Learning is essential”. Software development is a knowledge-creating process; recording the team's knowledge is an efficient way to reduce waste of relearning and make the tacit knowledge more explicit and available for everyone. Also, software development is unpredictable so we shouldn’t base our development process on a plan considering it as a fact (can we predict the future?); we should take it as a forecast and work with short cycles, change-tolerant codes, and iterations with refactoring - improving the design as the system develops- so we can generate knowledge, have quickly feedback, and prevent of making early-irreversible decisions. In that way, you will have a development process that encourages systematic learning throughout the development cycle, so we can respond quickly and correctly to events as they occurred, delivering more predictable outcomes.

4. Defer Commitment (aka Decide as late as possible): the more information you have, the better decisions you make. Developing a robust, change-tolerant design and schedule irreversible decisions for the last moment until uncertainty is reduced and before it is too late, is the best option to not being locked in a critical design decision made in the incorrect time. A software system doesn’t need complete flexibility, but it does need to maintain options at the points where change is likely to occur.

5. Deliver Fast: it refers to companies can deliver faster than customers can change their minds. To achieve that you should focus on 2 main practices:
- develop your product driving down cycle time (short iterations), with small batches of requirements and fewer things-in-process, so at the end of each iteration, you can have a rapidly feedback from your customers and decide how to continue;
- have a fast-moving self-directed development team with excellent reflexes and a disciplined, stop-the-line culture.
You can’t sustain high speed, unless you build quality in.

6. Respect People (aka Engage Everyone or Empower the team): Respect means that instead of telling people what to do and how to do it, teams are given general plans and reasonable goals, and are trusted to self-organize to meet the goals (semi-autonomous teams). Engaged, motivated, thinking people with proper training, coaching and assistance, are the basis of competitive advantage in today’s economy.

7. Improve the System (aka See/Optimize the whole): it refers to improve and control your entire value stream - from customer request to deployed software - instead of just optimize part of it (sub-optimization). One commonly practice used to optimize your system is the use of metrics, but the same concept applies: when a measurement system has too many metrics the real goal of the effort gets lost. The solution is to “Measure UP” - find a higher-level measurement that will drive the right results for the lower level metrics and establish a basis for making trade-offs.

These principles are universal guiding ideas, the application of them into a software development company requires analysis, interpretation, and an exhaustive work to translate them into appropriate practices that can be apply to a particular environment.

The more you learn about Lean, the more you will realize how much value it has when applying to software development projects. And always remember these: rapid delivery, high quality, and low cost are fully compatible; learn from experiences and never stop getting better!

REFERENCES
- Lean Software Development: An Agile Toolkit by Mary and Tom Poppendieck – 2003
 - Implementing Lean Software Development: From Concept to Cash by Mary and Tom Poppendieck – 2006

Lean Quote: Coordinating Talent Toward Achieving Success Is Vital

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Of all the things I've done, the most vital is coordinating the talents of those who work for us and pointing them toward a certain goal." — Walt Disney

Today, marks the first day of vacation and I am taking the family to a place where dreams come true, Disney World. So with this in mind I wanted to look at a quote from Walt Disney on leadership. This one in particular highlights the important role of leaders.

Every leader has two jobs. Your job is to help the team succeed by accomplishing your mission. That's the job that gets the most attention, but your other job is just as important. Your job is to help your team members succeed, too. "Succeed" means doing a good job, developing skills, earning autonomy, growing, and much more. Neither job is "the most important." They're equally important, and often support each other if done well.

Developing people means challenging people. But just issuing challenges isn’t enough. It would be disrespectful to not also teach a systematic, common means of developing solutions and meeting those challenges. Leaders facilitate the solution of problems by pinpointing responsibility and developing employees. Leaders do not solve other people’s problems.

Good leadership is not reflected in the leader’s actions, it is reflected in the impact and effect of those actions on the team. A leader should adapt to the environment and what the team needs today without losing sight of what will be needed tomorrow and always preparing for that moment when he or she will no longer be there. Guaranteeing the growth and sustainability of the team and the individuals that comprise it beyond the leader’s time is the ultimate trait of a great leader. In fact, the true success of a leader can not be measured without considering the results of the succession plan.

Meet-up: TimeBack's Dan Markovitz

Dan Markovitz, from TimeBack Management is our guest on the Meet-up this week.  Dan and I have been conversing for years on personal productivity, visual scheduling methods, and respect for people for years.  He always has practical sense to problem solving that is refreshing and frankly challenges your thinking. Dan will also be awarded the Shingo Prize for his recent book A Factory of One.

Who are you and what do you do?
My name is Dan Markovitz, and I run TimeBack Management, a consulting company specializing in the application of lean concepts to individual and team work flow.

How and when did you learn Lean?
I first got interested in lean in business school back in 1992 – not that they taught us anything about lean, but one of my assigned books was The Machine That Changed the World. It was the best book I read in business school, and not coincidentally, the only book that I’ve actually kept. However, at that time, and for many years after I graduated, I didn’t have any use for lean in my jobs, so all the ideas lay fallow.

It wasn’t until 2005 – 13 years later – when I started my own business as a time management trainer that the memories were reawakened. I realized that many of the concepts – flow, 5S, visual management, kaizen, even respect for people – are as applicable to the way individuals and teams work as they are to the way that factories operate. Since that time, I’ve been reading books and blogs and attending conferences and workshops to learn more about lean.

I still don’t feel that I have a really deep understanding of lean. Sometimes I wish I had worked at Toyota or Wiremold for a while so that I could have had a sensei to teach me.


How and why did you start blogging or writing about Lean?
I started blogging about this application of lean back in 2006. It’s helpful for me to work through my ideas in writing; I find that it sharpens my thinking. Also, I didn’t see anyone else writing about this area, and I thought it would be interesting and valuable for people who are interested in both lean and personal efficiency programs like GTD. My goal now is to develop a conversation with the lean community – and anyone else seeking improved efficiency and effectiveness – that broadens and deepens the ideas and our understanding of how lean can improve the flow of work, eliminate the common inefficiencies in communication, and reduce the wasted activity and energy in daily activities. My book, A Factory of One, is my first attempt at accomplishing that.

What does Lean mean to you?
My wife had cancer eight years ago. (She’s fine now, thankfully.) The more I can adopt lean ideas to my own work, the more time and mental bandwidth I have to spend with her. Lean is a way to ensure that I’m putting my time, energy, and attention in the place that’s most important to me. When I see people inside companies squandering countless hours, days, weeks, and months doing work of no value, I want to cry – because even if their wives or husbands or kids haven’t had cancer, I want them to be able to spend their time on things that are truly important to them – not another stupid email, another bloated PowerPoint presentation, or another pointless meeting.

What is the biggest myth or misconception of Lean?
This isn’t really a myth or misconception, but I think that companies don’t realize how respect for people translates to the white-collar workplace. For example, I see people who get work dropped on their desks at 4pm with the expectation that they’ll get it done by 9am the next day. Or a supervisor will give a direct report one more “urgent” project without any regard for the other “urgent” projects that they’ve asked the person to do. Or a supervisor doesn’t make sufficient time for coaching a direct report because they’re too busy with other work. These examples are the polar opposite of respect for people, but very few managers or executives see it that way. They see it as just the way their crazy-busy world operates, and too bad if it’s tough on the employees. But lean thinking provides a better way to operate – and more importantly, would make us think, “Hey, dropping the work on someone’s desk at 4pm and expecting it back by 9am isn’t really respectful.”

What is your current Lean passion, project, or initiative?
I’m trying to figure out how to expand on the ideas I introduced in A Factory of One. How do you take these lean concepts and apply them to teams? How can you improve the coordination and efficiency of the workflow of a group of people? I think that Agile methods from the software world point the way, because there’s not much difference between developing a piece of software development and, say, developing a marketing plan. Both involve multiple people sharing information and coordinating their efforts. That’s an area I want to dig into more deeply.

Lean and Green from the Connecticut DEEP

Lean and Green has been a topic here a number of times because of its importance and synergy.

Lean manufacturing practices and sustainability are conceptually similar in that both seek to maximize organizational efficiency. Where they differ is in where the boundaries are drawn, and in how waste is defined. Sustainability expands the definition of waste to include the wider range of consequences of business actions including environmental and social consequences. Lean processes are inherently less wasteful and in this sense promoting lean processes can help organizations become more sustainable.

While doing some surfing on the web recently I came across a video that shows how the Connecticut DEEP is using Lean and Green to become more efficient.  This video caught my eye because of the application of Lean in government and the fact that it's in the state I work in. Also, the sensei in the video, Fred Shamburg, was one of my sensei's along my journey. In fact, Fred was my first introduction to combining Lean and Green for mutual benefit so it was great to see him in action.


How are you using Kaizen in your company to impact Lean and Green aspects of your business?  Share your experiences on the synergy of Lean and Green.


Note: Stay tuned to the end of the video for a "Lean Quote".

Lean Leadership Lessons From The Olympics

Like millions of others from around the globe I have been glued to the TV watching the Olympics. Once again the eyes of the world are on its best and brightest athletes as they attempt to push the human body to new limits, and remind us that our best human qualities — determination, perseverance, innovation, sacrifice, and camaraderie – know no bounds.

As much as the Olympics represent the pinnacle of the sporting world, they are also the source of a number of inspiring stories that showcase both the human spirit and what we can accomplish when we strive to be our best.

To that end, I’d like to share some important lessons for leaders on how to guide their organization to succeed and thrive, regardless of the challenges that stand before them.

Lesson 1: Olympians know no goal is impossible with the right mindset. If you want to succeed, don’t lose sight of your goals. Stay unwaveringly motivated. Your focus determines your results. Focus on the right things.

Lesson 2: When Olympians suffer an inevitable setback, they don’t let themselves succumb to doubts. You can’t compete at the highest levels without inner-confidence. And when you do get a taste of success, don’t rest on your laurels. You have to pivot, hone in on the strengths that have carried you so far, and overcome adversity with perseverance.

Lesson 3: There’s no substitute for surrounding yourself with the best possible team. With the right players, there’s no limit to what you can accomplish. Don’t compromise on talent, and hold yourself to the lofty expectations people will place on you.

Lesson 4: Olympians break through excuses. Many businesses will face immense challenges on the road to success. They will also be presented with opportunities to overcome these challenges. Don’t squander your potential with self-imposed limitations. Don’t make excuses for why you cannot engage more fully. Capitalizing on your chances is a matter of being dedicated and sacrificing for the greater good of the business.

Lesson 5: Olympians never stop learning from mistakes. In business you need to measure everything so you can analyze how to be more effective, more productive, and more profitable in the future. What gets measured gets improved. You never settle for good. You always strive to be great. It’s an attitude of constant improvement.

Lesson 6: Olympians give 100% commitment to their goals. You have to give 100% commitment to what it is you want to achieve. Without a doubt those that are competing have committed themselves 100%. They don’t expect it to be easy and are ready and willing to do what it takes.

To achieve success businesses and leaders within them need to take a long term view. The reality is there is no shortcut to success. These lessons above show how we should approach our leadership and guiding the people we lead towards achieving our shared goals.

Lean Quote: Change is Not a Flash, It is Built Brick by Brick

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Change is not a bolt of lightning that arrives with a zap. It is a bridge built brick by brick, every day, with sweat and humility and slips. It is hard work, and slow work, but it can be thrilling to watch it take shape." — Sarah Hepola

Being a leader today we must to be more adaptable to change than ever before. Technology alone will challenge us to learn new things and adapt almost on a daily basis! Change is absolutely unavoidable and successful people recognize this fact and learn how to play the “Change Game”.

Change should be ongoing and employees should be a critical part of that process so there is not fear of change but a willingness to embrace it because it’s a part of the everyday process in the organization.

Here are four steps to have a change management process that involves every single employee in an organization:

Step 1: Keep people informed. Communicate as much as you know about what is happening as a result of the change. One of the major reasons people resist change is fear of the unknown. If you communicate and keep them informed, you put this fear to rest.

Step 2: Answer the "What's in it for Me?" question. This suggestion is similar to Suggestion 1. Generally people will accept change when they see a personal benefit. . Assist people in identifying what the change will do for them.

Step 3: Empower people to become part of the change. There are several reasons people resist change, one of which is fear. Help people identify how the change will influence them, benefit them, and improve their present situations.

Step 4: Help people assimilate to the change. Once people begin to experience change, help them assimilate to it by reinforcing the personal benefits they're gaining.

As employees begin to demonstrate a willingness to assimilate change into their daily routine, they develop a commitment to the change, a willingness to stick to the plan of action. The change actually becomes integrated into the work environment, and employees begin to feel a sense of satisfaction in accomplishment. They readily see the payoffs associated with the change. They enjoy, and may even take credit for, their participation in the process. Employees can view their efforts to bring about change with personal respect and pride. The change becomes a part of their routine, and any lingering concerns vanish.

Meet-up: Lean Six Sigma Academy's Ron Pereira

Today's Meet-up guest is Ron Pereira, blogger at Lean Six Sigma Academy and Managing Partner of Gemba Academy. I have never physically met Ron but we have chatted online for years. Ron's face is probably familiar from all videos you may have seen on YouTube or Gemba Academy.  Over the last couple of years their online content has grown substantially. Ron will share how he got started and his thoughts on lean.



Who are you and what do you do?
I'm married with 5 kids under the age of 9. That alone keeps me busy! I'm also the managing partner of Gemba Academy, who provides online and DVD based Lean & Six Sigma training to companies and individuals around the world. When I'm not in front of a video camera you can usually find me on a soccer field here in North Texas coaching or cheering my kids on. I'm also a huge Ohio State and Texas Rangers fan. Yes, I know, one strike away. Two times. Oh, the pain.

How and when did you learn Lean?
I was first introduced to lean while working at Nokia many moons ago by Jon Miller who, as it turns out, is now my good friend and business partner! Crazy how things turn out. I first cut my continuous improvement teeth with six sigma and learned lean later and have found having a solid understanding of both methodologies to be extremely helpful.

How and why did you start blogging or writing about Lean?
I have always followed Jon Miller's blog and decided to start my own blog several years ago. I had no earthly idea what I was doing but just started to write. A few days after starting it someone left a comment and I was like, whoa, someone besides my mom read this! That started an amazing journey that ultimately lead me to start Gemba Academy.

What does Lean mean to you?
Hmm... this isn't easy to answer. From a technical perspective of course lean is all about improving personal and company performance through the correct deployment of strategy and operational excellence... but, more importantly, lean is about respecting people while constantly seeking a better way.

What is the biggest myth or misconception of Lean?
That it's about attacking waste while six sigma is about attacking variation. When I hear consultants ramble on about this I want to scream! You see lean is MUCH more than waste reduction just like six sigma is MUCH more than variation reduction. Attempting to place any sort of continuous improvement methodology inside narrowly defined boxes is very dangerous.

What is your current Lean passion, project, or initiative?
Bringing the good news of continuous improvement to as many people across this amazing world through the power of words and web video.