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TO REVEAL THE INTEGRATION PROBLEMS BIG-BANG

A REMINDER TO ORDER

few weeks ago, our project team was fortunate to receive a visit from a coach Lean , pioneer of the eXtreme Programming France. We had the chance to work together one day on our development practices.
I attacked the day full of enthusiasm and I finished it with spirits in socks. I was ashamed of problems that made us see ... That said, it was beneficial to be aware of our obstacles and be back on track. In any case, I will not forget the call to order:
Lean is

• view production to reveal problems ;
• react immediately;
• then resolve one by one;
• for improve practices.

This post is dedicated to the first point

VIEW PRODUCTION PROBLEMS FOR REVEALING

become aware of a problem is the first step of its resolution. See a problem is an effective way to realize this. The display for all to see is a way to engage in its resolution . remains to organize production so that problems are being .

This is where things get complicated for software development. Indeed, it is a profession whose production does not see any obvious way. This also makes the challenge more fun by forcing us to become creative .

Examples of practices deployed by our team to see the production to reveal the problems.

PROBLEM: DELAY

team displays its burndown chart. This allows him to see a measure of its production . If the curve is drawn above the line down to 45 °, this indicates a problem: production is lagging behind in planning .













PROBLEM: PRODUCT NOT OPERATIONAL

The team connected a iBuddy the post of continuous integration . soon as the integration tool still detects a change in the code repository and starts a build, the iBuddy shakes his head and wings change color several times. This dance, repeated several times a day, lets see continuous flow of contributions to the code repository . As the build is successful, the head of the iBuddy remains green. His head turns red to indicate a problem: the build is failing and therefore the product is no longer operational !










PROBLEM: STOCK AND REWORK bottlenecks

team pilot production using kanban . This allows him to see current production. Kanbans reveal several problems: the discontinuity of the flow with the onset of stocks and bottlenecks and rework with defective products collected in the red bin .












PROBLEM: FLOW BATCH

The team uses a semaphore integration continues to lead the integration of the product. Each time a developer synchronizes and delivers his changes to the code repository, it places a single marker (a teddy bear, aka Guizmo) on his screen. This allows see the stream of production that enriches the product . This practice also reveals two problems: a semaphore that does not circulate in the team reports discontinuous flow and blocked on a semaphore post reveals a painful integration .















PROBLEM: NOT QUALITY

Daily, the team shows the amount of non- quality automatically detected in the product. This allows visualize the evolution of the production quality . This also helps to reveal when the product has more expected quality .















These few examples of practices that visualize the production to reveal the problems . They are adapted to the special nature of our project and our team: critical software and large self-organized team. The next stage is to react immediately when a problem is revealed. This will be a ticket to come.
soon!

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5TH SEMINAR & LEAN SI

In collaboration with Fujitsu and the Institute Lean France, Telecom ParisTech organize the fifth session of the seminar "Lean and Information System". This seminar will be held Thursday, June 10, 2010 from 9:00 to 12:30 (coffee reception from 8:30) to Telecom ParisTech (46 rue Barrault, Paris 13e) .
interventions planned for today are:

• "Implementing Lean and agile approaches to build critical systems," Emmanuel Chenu, Thales
• Lean and IT: Software to customer service, " Regis Medina , Operaism Partners
• "Feedback on a process of iterative training on the principles of TWI, Marie-Noelle nintei and Elodie Aidan, Nokia Siemens Networks.

Each presentation will be followed by a discussion with the audience.

For details, see the program.