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!
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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